Lean manufacturing in SMEs

ABSTRACT Lean Six Sigma Executive Overview (Case Study) Templates are a guide to Lean Six Sigma Green Belt, Lean Six Sigma Black Belt, and Lean Six Sigma Master Black Belt Projects. Lean Six Sigma Practitioners use the DMAIC (Define, Measure, Analyze, Improve, and Control) Phases. The Lean Six Sigma Executive Overview (Case Study) include the most common tools used in the DMAIC Phases. There are Backup Slides that include the tools and templates of Optional or less often tools. There are guidelines in the notes section. These templates are used to document Lean Six Sigma Projects as they are executed. I wish you well on your projects. Steven Bonacorsi, Lean Six Sigma Master Black Belt.

Lean management represents a systematic approach used for identifying and eliminating waste and non-value added activities from different industries, including the textile industry. Even if the lean manufacturing concept has shown important results in continuous process industry, the textile industry represents a good area for implementing this methodology targeting as a main objective the action of eliminating waste, thus reducing costs and therefore, increasing productivity. Being a customer oriented process, the system has the ability to eliminate a significant part of waste from the Romanian textile industry. As a result, this is an incipient study aimed to present the benefits of implementing Lean Management in the Romanian textile industry, through its improvement tools, as well as presenting a theoretical economic impact for a textile company. Also, taking into consideration that Lean Management is not yet applied in the Romanian textile field, the study will present a part of the areas which would need the Lean implementation, as well as further actions to be taken in order to improve productivity in textile industry.

Lean Six Sigma Measure Phase Tollgate Templates are a guide to Lean Six Sigma Green Belt, Lean Six Sigma Black Belt, and Lean Six Sigma Master Black Belt Projects. Lean Six Sigma Practitioners use the DMAIC (Define, Measure, Analyze, Improve, and Control) Phases. The Lean Six Sigma Measure Phase Tollgate Templates include the most common tools used in the Measure Phase. There are Backup Slides that include the tools and templates of Optional or less often tools. There are guidelines in the notes section. These templates are used to document Lean Six Sigma Projects as they are executed. There are checklists and guides to ensure the Measure Phase is completed and approved before moving to the next process improvement phase. I wish you well on your projects. Steven Bonacorsi, Lean Six Sigma Master Black Belt.

The transformative global economy posed challenges to businesses in service management. In this computing age, the perceptual and operational edge of a certain business or organization manifested on the kind of technology it offers in the Service Management. Organizations have long recognized the importance of managing key resources such as people and information. Information has now moved to its rightful place as a key resource in the organization and therefore management of the same can be instituted by employing methodology. To keep their brand promise, technology has been used;The number of new entrants to every sectors of economy has grown significantly in recent years, and each firm strives to make their daily operation efficient in which demand for business software or application software getting higher and businesses or organizations opted to build or buy this software. Because of new entrants, it had offered opportunity to software developers to translate business processes into systems. This study investigates waste in the software development by application of Lean principles. Like any conventional projects, software becomes buggy and oftentimes it fails. Software failure is always attributed to the software engineering, not the incompetence of project managers, inadequacy of the people on the project, or lack of clear goal. The researchers' contentions are there wastes in the software development and serve as mechanism and evidence to why software fails. Software failure is not attributed to the software itself, it includes however the acceptance of the clients and end-users. Descriptive secondary data analysis, participant observation and Fishbone Analysis were the methodology used in the study. Wastes include unfinished or partially done work, extra features, relearning, handoffs, delays, task switching, and defects.

The key to realizing greater savings in your Lean initiatives and from more informed management decisions is to predetermine the "True" cost of downtime for each profit center category. TDC is a activity based costing methodology of analyzing all cost factors associated with downtime, and using this information for cost justification and day to day management decisions. Most likely, this data is already being collected in your facility, and need only be consolidated and organized according to the TDC guidelines

Numerous organizations are grumbling that lean didn't accomplish their long-term business objectives, and the improvement sway was fleeting. 7 out of every 10 lean ventures fall flat as organizations attempt to utilize lean like a toolbox, copying the procedures without attempting to adjust the individual's culture and their way of doing things, deal with the improvement cycle, support the outcomes, and build up their pioneers. At the point when the Toyota creation framework was made, the principle objective was to eliminate wastes from the shop floor utilizing some lean procedures and strategies. What was not satisfactory is that this needed from Toyota a long cycle of administration improvement, and a high promise to preparing and instructing their representative. A Failure to accomplish and support the improvement is an issue of both administration and initiative just as the miss-understanding of the human conduct, and the necessary culture to progress.

Nowadays competitive business environments, introduce new products of the global market, ahead of the competition and evaluate optimized procurement of goods from the global point of view, are essential. Accomplish businesses develop and strengthen their market position by manufacturing the highest quality of finish products more efficiently, at the minimum cost, and bringing them to market rapidly. Review the development step of a new product and need to start production preparation process (3P) based on Just-in-Time (JIT) within a small amount of time and in a timely fashion. Production Preparation Process 3P is an advanced lean approach required simulation, visual thinking, and kaizen for quick design for manufacturability. This work focuses on to minimize wastage of product, process design and used to eliminate waste in existing processes. However, this method is using within companies such as metals, petro- chemical, automobile industry and similar industries due to the demand for new products have increased. The reason for this research was to show the lean concepts, which can be efficient, effectively planned and managed

For the past decades, financial folks relied on old principles, techniques and theories in determining the performance of the companies and give feed backs to the executives and CEOs so they can make the necessary improvement and take decisions. The CEO wants help finding the resources to fund a new project; he wants to know where we can improve costs in products and services, and he wants to know whether improvements made have resulted in financial gain. The CEO needs help seeing where the company has improved or declined and what the future looks like given the current circumstances.

This paper will describe a study being carried out as part of the research theme of agility within manufacturing SMEs. Research that has led to the development of a questionnaire which focuses on the key areas of agility and that is designed to identify, for participating organisations, the degree to which they already possess the characteristics of agility. This paper will report on the preliminary findings from this study and will hypothesize on how the information that this has provided can be used to develop a methodology for assisting SMEs in increasing their agility to improve their future competitiveness.

Buffers are often used in Construction to prevent the negative impact of Variability and Uncertainty on projects. Inventories of materials, budget contingencies, time float, and excess of equipment capacity are examples of the type of Buffers found in construction. However, usually the design and management of Buffers is based mostly on intuition and performed informally. New production philosophies such as Lean Production, Lean Construction and Theory of Constraints allow a more systematic and rigorous approach to the Design and Management of Buffers. This paper discusses the role of production management philosophies in the Design and Management of Buffers, and how selected IT tools can support this process.  The paper also provides some guidelines for the design of Buffers in repetitive construction projects using a proposed conceptual model.

Total Quality Management is a management approach that originated in the 1950's and has steadily become more popular since the early 1980's. Total Quality is a description of the culture, attitude and organization of a company that strives to provide customers with products and services that satisfy their needs. The culture requires quality in all aspects of the company's operations, with processes being done right the first time and defects and waste eradicated from operations.

Lean-Kaizen is composed of two words lean and Kaizen; lean means elimination of non-value added activities (waste) and Kaizen means continuous improvement. Hence, Lean-Kaizen means continuous elimination of wastes through small-small improvements. This paper presents implementation of Lean-Kaizen concept in a small-and medium-scale enterprise (SME) at a non-capital region in India. The existing situation of the shop floor of selected SME was recorded, and current state map was prepared. The takt time was calculated, and bottlenecks were identified. Finally, a future state map was developed and gap areas were identified that served as a guide for determining the future lean activities. The " 5-why " method was employed for identifying root causes in order to bridge the identified gap, and Kaizen events were proposed as solutions. In this study, two Kaizen events were proposed. In the first Kaizen event, the poka-yoke technique was used to control the variation caused by the slide of cylindrical grinding machine which eliminated wheel touch mark problem on the selected product. In the second Kaizen event, the brainstorming technique was applied to clamp the workpiece on the serration side rather than the slot side which eliminated the roughness on outer diameter. After the implementation of Kaizen events, reduced inventory level, reduced lead time and reduced cycle time, rework elimination, improved productivity, and improved product quality were achieved. It is concluded that Lean-Kaizen is an effective and reliable improvement technique which helps to tackle all types of inefficiencies hidden in the organizations.

Purpose:
The motivation behind this article is to provide a lot of rules to be utilized in lean strategy standards and instruments in modern associations. This article expects to feature the pretended by lean strategy technique for vital strategic planning and management, especially in reference to the Hoshin Kanri strategy deployment system. This article is addressing a gap in the knowledge of effective Hoshin Kanri process over the association.
Methodology/Design/Approach:
A systematic literature review using the MEDLINE, EMBASE, Scopus and Emerald databases, resulting in the selection of high-quality papers with a great focus on the Toyota Way.
Originally/Value:
This article review subjects driven and finished up by Toyota that are required to implement strategies and adjust objectives all over the association. The article centers around the Hoshin Kanri deployment process. It underlines the significance of leadership/pioneering and the helpfulness of utilizing the right daily training practice to help lean progress and improve strategy execution in the whole association. This is the first article to comprehensively review Hoshin Kanri with reference to the Toyota business practice.
Findings:
Hoshin Kanri might be successfully utilized for deploying strategies and to improve correspondence from top to down, which must be accomplished if experts are to be adequately prepared and frontline staff is to be engaged in daily, continuous improvement efforts.

Lean Six Sigma DMAIC Checklist Templates are a guide to Lean Six Sigma Green Belt, Lean Six Sigma Black Belt, and Lean Six Sigma Master Black Belt Projects. Lean Six Sigma Practitioners use the DMAIC (Define, Measure, Analyze, Improve, and Control) Phases. There are Backup Slides that include the tools and templates of Optional or less often tools. There are guidelines in the notes section. These templates are used to document Lean Six Sigma Projects as they are executed. There are checklists and guides to ensure the DMAIC Phase is completed and approved before moving to the next process improvement phase. I wish you well on your projects. Steven Bonacorsi, Lean Six Sigma Master Black Belt.

Digital transformation: theoretical backgrounds of digital change The purpose of this paper is the review of the existing definitions of digital transformation (abbrev. DT) and to establish a structured approach within its implications in the phases, structuring new business model, implementation activities and results. This article was raised by literature review, which main aim was bringing insight into the basic understanding of theoretical background of digital transformation, in a mean of digitization and current megatrends in the world increasingly VUCA. The author in this publication brings examples, complete the literature research and show the theoretical aspects of the DT concepts, briefly analyze trends concerning DT. The author leads from definitions of the DT, through digital readiness, efficiency in digital transformation area. The main findings are that an approach for the structured digitization of business models is growing, several excellence models are being developed through past years, structuring the implementation model for digital transformation as a widely known concept. The author in the article offers a transparent definition of the digital transformation. Furthermore, corresponds to phases for the DT of business models by Digital Capability Maturity Models overview. Moreover, this paper is the author's statement for further research of the digital transformation and its practical dimension.

The purpose of this paper is to increase the productivity of a ceramic tile manufacturing process using lean manufacturing technique. The current system of the ceramic tile manufacturing process has been mapped using Value Stream Mapping (VSM) tool, which is a lean manufacturing tool and the wastages in the current system are identified. Afterwards, future state has been created by using VSM tool, which has enhanced process ration by decreasing maximum possible waste in the manufacturing process. The case study demonstrates how the VSM tool has been used to identify and reduce waste in the manufacturing process by 26%, unnecessary inventory by 8.33% and working time of the color-mixing department by 21.57%. This flexibility enhancement causes 2.67% shorter lead time, 2.70% higher value-added ratio and frequent product delivery leading to more profits.

The challenges faced by automotive manufacturers had made them looked into Lean Manufacturing (LM) which was implemented by Toyota Motor a long time ago. In Malaysia, the two main car manufacturers are PROTON and PERODUA; these two manufacturers offer good opportunity to large local companies and Small Medium Enterprises (SMEs) to participate in the automotive component manufacturing industry. The main objective of this study is to explore and investigate the level of perceptions on the importance and extent of practice with respect to 13 Critical Success Factors (CSFs) for LM implementation. To perform this study, a survey instrument that consists of 13 CSFs and 78 items was developed and distributed to local companies. The comparison was carried out on each of these CSFs based on perception, number of years and company size. The statistical analysis using the Kruskal Wallis test had identified four basic critical success factors for both SMEs and large companies with respect to the perception on the importance and extent of practice. Further study probes into the outcomes of the exploration on feasible LM practices.

There is consensus among policy makers, economists, and business experts that small and medium
enterprises (SMEs) are drivers of economic growth. A healthy SME sector contributes prominently to
the economy through creating more employment opportunities, generating higher production
volumes, increasing exports and introducing innovation and entrepreneurship skills. The dynamic
role of SMEs in developing countries insures them as engines through which the growth objectives of
developing countries can be achieved.

This study investigates the extent of access to credit and support by SMEs in SA.  The methodology adopted for this study is the literature review.

The main findings of the study are that: only formal SMEs (by virtue of being formally registered and having a bank account) have access to banks, capital markets or other suppliers of
finance. Informal SMEs are excluded completely from the formal financial market.  Secondly, Owing to informality, most (84.7%) of the SMEs are financially excluded. Lastly, an analysis of supply side of the SME credit market revealed that South Africa has a variety of funding programmes and financing schemes by both the public and private sector funding agencies. It was also noted that despite the availability of an array of funding programmes, awareness of these programmes and the uptake has been very low (DTI, 2008), especially for Government supported schemes.

With lean methodology usage being the only way to stay competitive on nowadays market, it is important to implement it and spread it through the organization. In this paper, purpose of lean is explained, the most important definition and tools are given and differences between problem solving approaches are explained. It can be concluded that problem solving approaches are in first look different, having also different number of steps, but they are adapted to the company in which they are used and that they depend on the size, complexity and expected closing time of project.

This study assessed the factors affecting performance of SMEs in Tanzania, with reference to Kinondoni District. The study have general objective such as assessment on factors affecting performance of SMEs in the country, and have different specific objectives such as to explore the affect of available policies and interventions on performance of SMEs in Kinondoni District, to explore the effect of infrastructure on performance of SME in Kinondoni District, to analyze the effect of Business Development Services (BDS) support on SMEs performance in Kinondoni District, to investigate the effect of legal and regulatory framework on performance of SMEs in Kinondoni District. The study used both secondary and primary data. Secondary data were collected from relevant ministries, including the Ministry of Industries and Trade, and online publications. Primary data were collected through questionnaires which were administered to 150 respondents from SMEs operating in Kinondoni District and also through interview where researcher was asking different questions basing in the objectives. All data has been analyzed by using excel in drawing table and figures. 
The main findings indicated that, SMEs in Tanzania are facing a number of challenges: including unfavourable transport networks, unfavorable port services, unreliable and inefficient cost of electricity services, non-access to finance, and unavailability and non-access of land for investment. The study concludes that, in order to have a robust SME sector for the country’s economic development, joint efforts are needed from the government, private sector, academic institutions, development partners and any other interested parties to ensure that they join hands to address the main challenges affecting the performance of SMEs in the country.

Among the recommendations, include the need to review the policies governing SEMs in the country in order to reflect the current trends;  increase budgetary allocation to institutions that are supporting SMEs for effective and efficient delivery of services; coordinate the SME supporting institutions; allocation of land for investments; improve business development services to SMEs; and improve the technological development and incubations centres across the country to ensure that majority of SMEs are supported.

How many people in the manufacturing industry can truly say that they have not heard of LEAN? Not many. Yet how many of these believe in lean, have implemented lean, are the passionate change agents who have convinced senior stakeholders than lean is the way forward for their company? Less. Much Less. Lean is a revolution—it isn’t just about using tools, or changing a few steps in our manufacturing processes — it’s about the complete change of our businesses—how the supply chain operates, how the directors direct, how the managers manage, how employees — people — go about their daily work.  Everything. So what is this revolution, and how is it impacting the process industries? The background of lean thinking is based in the history of Japanese manufacturing techniques which have now been applied world-wide within many types of industry.

The literature studies showed lean manufacturing started at Toyota car manufacturing plant, Japan, which is known as Toyota Production System (TPS). The main pillars in TPS are Just in time and automation which main objective is to identify and eliminate waste in an organization. Lean manufacturing can be applied successfully in all industries providing a full understanding on lean ingredients i.e. concept, principles and practices. There are numerous practices being highlighted by academicians and practitioners which are compulsory to be implemented in order to gain full benefits of lean. As small and medium enterprises (SMEs) are resources constraints, facing difficulties to adopt all lean principles. To compete in global competitive marketplace, the SMEs have to strive for world class performance through implementation of lean manufacturing. The main objective of this paper is to carry out a critical review on the lean manufacturing practices. Previous studies showed total lean manufacturing practices could help manufacturing organization to gain full benefits i.e. reduction in inventory, lead time, set up time, and etc., provided they're adopting all practices. As the resources constraint to SMEs, the selected practices should be feasible to the company problem and low investment.

In this master’s thesis, I present findings on the role that Human Resource systems and practices play, when companies transform from traditional manufacturing to Lean manufacturing. Lean is a very well documented management system, but often described in a purely technical manner, as if only by the simple application of various tools, a transformation could be achieved. Practice however shows that the majority of Lean transformations fail. I was therefore researching on the “human element” of Lean transformations and how it can be managed successfully. A profound qualitative study delivered valuable insights regarding “key drivers” of Lean transformations. The findings are then compared to existing literature, where conclusions are drawn and recommendations for actions are provided. Three dominant themes span across the research: people, bundles and continuous improvement. Measures must be carefully selected and combined in order to achieve a successful Lean transformation and sustained superior firm performance.

Keywords:
Lean Management, Lean Manufacturing, Human Resources, HR, HRM, High-Performance, HPWS, HR Bundles, Lean Bundles, Grounded Theory

Purpose - This Dissertation aims to recognise, define, measure, analyse, and develop plans to reduce and control, Electrical wastage produced in a Food Processing SME.

Design/ Methodology/ Approach - A combination of exhaustive literature review as secondary research, and collaboration with a sponsor SME in order to gather primary information. The company’s processes were observed and pilot projects were developed to address the concern to reducing electrical wastes. Information for pilot projects was gathered with the help of questionnaires and guided interviews of key personnel. This information was then analysed to develop a lean road-map for the SME to realise reduction in electrical wastes.

Research Limitations - Limitations evident in the form that the road maps developed as a consequence of the pilot project caters to the sponsor SME and may not be useful for other SMEs in developing lean road-maps

Originality/ Value - The development of the various lean road-maps are expected to result in a reduction of electrical wastes at SME to the tune of over £ 20,000 not including cost savings as a result of embedded electrical waste reductions. While the lean road-maps developed will cater to the sponsor SME, the methodology followed has been elaborately catalogued. This information is expected to provide SMEs with sufficient guidance to develop their own lean road-maps.

The aim of the study was to identify the role of the green manufacturing strategy and the green productivity in improving the company's high performance, the case study of Al-Hijaz Company for the chocolate industry, and to identify the role of lean manufacturing bases (organization of work site, comprehensive production maintenance, production on time), On the high performance of the Hijaz company for the chocolate industry.
The study was followed by a descriptive approach to describe the previous literature. An analytical method was used to analyze the questionnaire. About 75 questionnaires were distributed to the employees of Al-Hijaz Company for the manufacture of chocolate in Tulkarm governorate.
The study concluded that there is a strong statistical relationship between the high efficiency and high performance of Al-Hijaz Company for the chocolate industry. There is also a strong correlation between the organization of the work site, production on time, overall productive maintenance, continuous improvement and high performance of the Hijaz.
Based on the results of the experiment, the study recommended that it be adopted in the field of manufacturing and assistance to the community, as with the study in need to adopt the special social responsibility.

Supply chain management (SCM) involves various activities that deal with transforming raw materials into finished products. SCM focuses on maximising value to the customer through providing quality materials at a lower price. Although SCM has been in existence for over 80 years, it was mainly associated with Large Enterprises (LEs) while SMEs were ignored. Recently, however, SCM has become popular among SMEs due to the benefits it offers such as decreased lead times, improvement in customer responsiveness, increased productivity, sales and firm profitability. Despite SCM popularity, there is a shortage of literature, especially in the food manufacturing sector in Tanzania. Previous researchers mainly focused on SCM of raw agricultural products. Furthermore, the literature on SME and SCM in Tanzania remains scarce.
The main purpose of this research was to assess the factors affecting the implementation of SCM in food manufacturing SMEs in Dar es Salaam Tanzania. The study adopted a qualitative design; 13 semi-structured interviews were held with SCM experts. The findings reveal that SCM implementation within these firms needs development. The factors that limit effective SCM implementation in Tanzania are low knowledge concerning supply chain(SC), ineffective management, unsophisticated technologies and weak SSR. The study recommends SMEs to improve their relationship with suppliers. Also, SMEs have to invest in the latest technologies to reduce lead times, maximise productivity, and become agile. Support from the government in the form of training and financial aid is also imperative for SMEs to improve SCM implementation

The main goal of this study was to propose a new framework to assess the operational activities of lean manufacturing (LM). Lean-related activities of supply chain drivers are less investigated in previous literature. To fill this gap, the operational activities of logistic (facility, transportation and inventory) and cross-functional (information, sourcing and pricing) drivers of supply chain were proposed in this study. These activities were then ranked using an analytical hierarchy process (AHP). The proposed activities were investigated by the cycle view of supply chain. Finally, the proposed framework was translated to a survey (Appendix) to be used for assessing the leanness of manufacturing companies.

This paper discusses Japanese motor vehicle manufacturing investment and state intervention measures in the Australian market. Australia’s auto industry is an extension of global motor vehicle manufacturers with a small number of domestic manufacturing firms that form a part of the global supply chain.  Toyota Motor Corporation, Mitsubishi Motor Corporation, General Motors Corporation and Ford Motor Company all have had extensive investments in the Australian market.  In the past, the Australian market was also a host to investments from Volkswagen AG, Chrysler LLC, Nissan Motor Company Limited and British Leyland Motor Corporation.  The size of the industry has shrunk recently with the March 2008 shut down of manufacturing by Mitsubishi Motors Australia Limited (MMAL), not long after the company’s emergence from a long and significant restructuring.  Still, the auto industry remains the largest single manufacturing sector in Australia both in terms of investment levels and the number of people employed.  Thus, Japanese auto manufacturing investment in Australia require an evaluation, now that the federal government has completed the 2008 ‘Review of Australia’s Automotive Industry’.  The paper focuses on Toyota Motor Corporation Australia (TMC Australia) in Victoria and (the recently shut down) MMAL in South Australia.

H ow many people in the manufacturing industry can truly say that they have not heard of LEAN? Not many. Yet how many of these believe in lean, have implemented lean, are the passionate change agents who have convinced senior stakeholders than lean is the way forward for their company? Less. Much Less. Lean is a revolution-it isn't just about using tools, or changing a few steps in our manufacturing processes-it's about the complete change of our businesses-how the supply chain operates, how the directors direct, how the managers manage, how employees-people-go about their daily work.

La investigación del presente documento pretendió identificar en cinco em-presas de diferentes sectores de la economía, en Colombia, cuáles han sido los factores claves que han permitido implementar con éxito herramientas de Manufactura Esbelta o Lean Manufacturing. Estas herramientas surgen de la Filosofía japonesa, que pretende hacer más con menos, eliminando todo tipo de desperdicios en materiales y recursos; mediante la aplicación de diferentes herramientas administrativas y de producción que incluye entre otras, la me-jora continua. Se entiende por desperdicio, todas aquellas actividades que no aportan valor al producto y por las cuales el cliente no está dispuesto a pagar. Se buscó identificar también cuales han sido sus principales logros y barreras en la implementación, a partir de una investigación de aspectos cualitativos mediante la metodología de estudio de caso. Se encontró que el compromiso de los dueños y directivos, el liderazgo visto desde las competencias Lean, el cuidadoso diseño de indicadores y su seguimiento y el entrenamiento en la filosofía y operación, son esenciales a la hora de realizar la implementación; estos ayudaron en la mejora de aspectos relevantes como la productividad y rentabilidad. En algunas, la implementación exitosa, permitió extender su aplicación a sus proveedores más importantes.

As one of the important determinants of the health
of the global economy, small and medium enterprises (SMEs)
are responsible for several environmental degradations. The
increase in resource consumption, climate change,
biodiversity, water scarcity, and demographic changes and
instability triggered society to consider sustainability issues.
One of the operational initiatives related to sustainability is
lean manufacturing (LM), which has become an imperative
factor of organizational excellence in today’s volatile
competitive market. However, it remains a critical question,
does it positively affect corporate sustainability? This
quantitative cross-sectional study examined the impact of LM
on the triple bottom line (3BL) dimensions. A total of 159
manufacturing SMEs in Malaysia participated in this study.
The analysis using the structural equation modeling (SEM)
approach evidenced that the holistic implementation of LM
practices contributes positively to all dimensions of 3BL. It
implied that in order to enhance sustainability performance,
SMEs should adopt the LM concepts holistically. This paper
extends the boundary of knowledge by lessening the existing
gaps in the literature to support the notion of potential
implications LM on sustainability. Practitioners could grab
benefits by understanding the critical initiatives and strategies
towards the future sustainability of their businesses.

Industry 4.0 and lean management both focus on increasing productivity of industrial systems. Industry 4.0 is foreseen to revolutionize today's manufacturing environment whereas lean management is an integrated techno-operational system which has gained increasing importance in recent times to bring about a competitive state in an organization. Though in the last three decades there have been rigorous studies on lean manufacturing (LM), its implementation in the Indian manufacturing domain is still in its nascent stage. A lack of research to explore the potential use of Industry 4.0 is also noted. Research work on the compatibility of Industry 4.0 with LM is scarce and any study on the role of Industry 4.0 on LM in the Indian manufacturing sector is practically unavailable. The aim of this research is to explore how the fourth industrial revolution, referred to as Industry 4.0, can strategize LM in the Indian manufacturing context. Empirical studies have disclosed that Indian managers are hesitant to go for automation and technological developments. Results of this work reveal that there needs to be a change in attitude and approach. Lean implementers in India need to embrace Industry 4.0 to pivot LM by automating through Cyber-Physical Systems and creating a flexible design and production model of customized and smart products.

Lean production is a type of systematic method, which is related to the identification and elimination of waste. It includes the various tools of manufacturing that can be used for the identification and elimination of the waste (McBride, 2003). In other words, lean production is related to the best processes, operations, and practices that can be used to optimize the resources and produce the best products for the consumer. Lean manufacturing in general is not a kind of instant transition or extension of traditional thinking. In fact, it is a set of innovative thought processes that require giving up of some old paradigms.

Small Scale Industry (SSI) is being the heart of Indian economy and employment. The developing country like India, its contribution is highly inevitable. It provides a platform for innovative, effective and efficient entrepreneurial spirit. In India, it is extremely heterogeneous in the mode of the nature of the industry, size of the enterprises and several of product and service and also the technologies which undertaking wherein. It reduces regional imbalances and also assuring equitable distribution of national income and wealth through industrialization of rural and backward areas. According to Economic Times in June 2013, small scale industry occupies close to 40 percent of India's workforce. After the implementation of New Industrial Policy (NIP) in 1991, small scale industries obtained various changes, challenges and issues which influenced the industry positively and negatively as well. This study attempted to highlight the significant and contribution of SSI in entrepreneurship development and generating the employment opportunities in India before and after the globalization that is from the period of 42 years from 1974-1975 to 2005-2006. In the year of 2006 on October 2, Indian government enacted MSMED Act, 2006 which was another reform of this industry. Hence the study considered the first reform period upto 2005-2006 only. It is concluded that the post reform period recorded high volume of entrepreneurship and employment based on paired sample t-test.

The implementation of lean production techniques in a product assembly environment depends on a numbers of factors and these factors constitute the backbone for the successful implementation of the lean technique. Although, many research efforts, both theoretical and practical studies have been made over the year on the identification and evaluation of the critical success factors (CSFs) for lean implementation, but very little or less effort has been devoted to evaluating the actual contribution of each of these factors to the overall success of the lean implementation program. This study therefore presents a framework for ranking and evaluating the contribution of these critical success factors in the order in which they accounts for the successful implementation of
lean production techniques using Fuzzy Analytic Hierarchy Process (FAHP) approach.

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