Volume 2, Issue 2, June 2014, Pages 335–347
Anthony Garrison1
1 School of Engineering, University of Bridgeport Bridgeport, Connecticut, USA
Original language: English
Copyright © 2014 ISSR Journals. This is an open access article distributed under the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.
The purpose of this article is to review Lean manufacturing strategies and implementation to understand their implications. Based on these findings an attempt will be made to create a novel method of implementing lean principles into a new organization. If a novel method cannot be identified, areas of new research or possible theory building will be highlighted. Lepine's review centric strategies will be utilized to "summarize previously established studies and concepts, pinpoint potential problems (such as factual errors), and inspire new discussions and directions for further research activity (Lepine, 2010)." Lean manufacturing implementation can be seen as dependent on four main factors; Inventory control/reduction, Alignment with organizational goals, Cost allocation, and Management accounting. Lean principles and strategies are rarely effective without some level of control in these four areas. Time is a major limitation to thoroughly completing this task. It would be preferable to have more time to thoroughly delve into the questions and concerns found during this review. In addition Real world testing of the theories explored and developed through article exploration. For example surveys, interviews, and implementation of pilot programs based on theories. The current business climate is rapidly changing and advancing. Methods of continuous improvement are becoming the standard for organizational survival. Organizations that try to implement lean strategies in a hurried non-methodical manner can be as open to poor performance as organizations that don't recognize the need for continuous improvement. This research will hopefully be a first step to helping new comers to lean principles recognize the current state of their organization. This will better enable said new comers to plan a methodical approach to implementing lean principles.
Author Keywords: Lean, Inventory control, Just in Time, Cost, Alignment, Management Accounting.
Anthony Garrison1
1 School of Engineering, University of Bridgeport Bridgeport, Connecticut, USA
Original language: English
Copyright © 2014 ISSR Journals. This is an open access article distributed under the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.
Abstract
The purpose of this article is to review Lean manufacturing strategies and implementation to understand their implications. Based on these findings an attempt will be made to create a novel method of implementing lean principles into a new organization. If a novel method cannot be identified, areas of new research or possible theory building will be highlighted. Lepine's review centric strategies will be utilized to "summarize previously established studies and concepts, pinpoint potential problems (such as factual errors), and inspire new discussions and directions for further research activity (Lepine, 2010)." Lean manufacturing implementation can be seen as dependent on four main factors; Inventory control/reduction, Alignment with organizational goals, Cost allocation, and Management accounting. Lean principles and strategies are rarely effective without some level of control in these four areas. Time is a major limitation to thoroughly completing this task. It would be preferable to have more time to thoroughly delve into the questions and concerns found during this review. In addition Real world testing of the theories explored and developed through article exploration. For example surveys, interviews, and implementation of pilot programs based on theories. The current business climate is rapidly changing and advancing. Methods of continuous improvement are becoming the standard for organizational survival. Organizations that try to implement lean strategies in a hurried non-methodical manner can be as open to poor performance as organizations that don't recognize the need for continuous improvement. This research will hopefully be a first step to helping new comers to lean principles recognize the current state of their organization. This will better enable said new comers to plan a methodical approach to implementing lean principles.
Author Keywords: Lean, Inventory control, Just in Time, Cost, Alignment, Management Accounting.
How to Cite this Article
Anthony Garrison, “REVIEW CENTRIC RESEARCH ON LEAN MANUFACTURING AND IMPLEMENTATION,” International Journal of Innovation and Scientific Research, vol. 2, no. 2, pp. 335–347, June 2014.
