Development of Lean Assessment Tools Dimensions and Indicators For SMEs in Indonesia Pengembangan Dimensi dan Indikator Lean Assessment Tools Untuk UMKM Di Indonesia
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Published:
Jul 6, 2021
Keywords:
Lean Assessment, Lean manufacturing, SMEs, Lean dimension & Indicator, UMKM, Dimensi & Indikator Lean
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Abstract
In advance, the lean concept was used and applicated for big manufacturing industry. However, the lean concept used widely for all kinds of industry in the world. The improvement practice as lean and JIT also used for small industry (SMEs) in any countries which have implemented lean. The SMEs which have implemented lean showed any improvement, as the increasing of efficiency and flexibility, clear of communication and close with the Customers so the response and feedback are quicker and the costs are lower. The lean assessment tools used to value the effectiveness and the efficiency from lean implementation in the certain industry. The development of lean assessment tool for SMEs done by considering the difference between SMEs characteristic with industry a big scale. Have been many studies development of lean assessment to measure lean implementation in manufacturing industry and service generally without considered the size of his industry. However there are just a few development of lean assessment tools study that specific to measure the implementation lean manufacturing on SMEs. Therefore, this study aims to collect and compare the dimensions and indicators of the Lean Assessment Tool from several countries that are suitable for use in manufacture SMEs in Indonesia.
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How to Cite
Harjanto, D. D., & Karningsih , P. D. (2021). Development of Lean Assessment Tools Dimensions and Indicators For SMEs in Indonesia. PROZIMA (Productivity, Optimization and Manufacturing System Engineering), 5(1), 21-29. https://doi.org/10.21070/prozima.v5i1.1426
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References
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[20] Amine Belhadi, Yusof Bin Mohd Sha’ri, Fatima Ezahra Touriki & Said El Fezazi(2018): Lean production in SMEs: literature review and reflection on future challenges, Journal ofIndustrial and Production Engineering, DOI: 10.1080/21681015.2018.1508081
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[23] Browning, T.R., Heath, R.D., 2009. Reconceptualizing the effects of lean on production costs with evidence from the F-22 program. J. Oper. Manag. 27 (1), 23e44.
[24] Kumar Br, R., Sharma, M.K., Agarwal, A., 2015. An experimental investigation of lean management in aviation. J. Manuf. Technol. Manag. 26 (2), 231e260.
[26] Yang, M.G., Hong, P., Modi, S.B., 2011. Impact of lean manufacturing and environmental management on business performance: an empirical study of manufacturing firms. Int. J. Prod. Econ. 129 (2), 251e261.
[27] Piercy, N., Rich, N., 2015. The relationship between lean operations and sustainable operations. Int. J. Oper. Prod. Manag. 35 (2), 282e315.
[28] Shah, R., Ward, P.T., 2007. Defining and developing measures of lean production. J. Oper. Manag. 25 (4), 785e805
[29] Sharma, P., Kulkarni, M.S., 2016. Framework for a dynamic and responsive: time separated e lean-agile spare parts replenishment system in army. Int. J. Product. Perform. Manag. 65 (2), 207e222.
[30] Pirraglia, A., Saloni, D., van Dyk, H., 2009. Status of lean manufacturing implementation on secondary wood industries including residential, cabinet, millwork, and panel markets. BioResources 4 (4), 1341e1358.
[31] Nawanir, G., Kong Teong, L., Norezam Othman, S., 2013. Impact of lean practices on operations performance and business performance. J. Manuf. Technol. Manag. 24 (7), 1019e1050.
[32] Bamford, D., Forrester, P., Dehe, B., Leese, R.G., 2015. Partial and iterative lean implementation: two case studies. Int. J. Oper. Prod. Manag. 35 (5), 702e727.
[33] Anholon, R., Sano, A.T., 2016. Analysis of critical Processes in the implementation of lean manufacturing projects using project management guidelines. Int. J. Adv. Manuf. Technol. 84 (9), 2247e2256.
[2] J. Liker, The Toyota Way: 14 Management Principles from the World’s Greatest Manufacturer. 2004
[3] Gaspersz, Vincent. (2006). Sistem Manajemen Kinerja Terintergrasi Balanced Scorecard dengan Six Sigma untuk Organisasi Bisnis dan Pemerintah. Gramedia Pustaka.
[4] Stone, Kyle. (2012). Four decades of lean: A systematic literature review. International Journal of Lean Six Sigma. 3. 112-132. 10.1108/20401461211243702.
[5] Saleh, A. S. & Ndubisi, N. (2006). An evaluation of SME development in Malaysia. International Review of Business Research Papers, 2 (1), 1-14.
[6] Kementerian UMKM. Menkop Dan UKM Fokus Kembangkan Produk Unggulan UMKM Tahun 2019. diakses dari www. kemenkopukm.go.id pada tanggal 24 April 2020
[7] Handfield, R.B. and Nicholas Jr., E.L. (2002) Supply Chain Redesign: Converting Your Supply Chain into Integrated Value Systems. Financial Prentice Hall, New York.
[8] Womack, J., Jones, D. and Roos, D. (1990). The Machine That Changed the World: The Story of Lean Production, Toyota’s Secret Weapon in the Global Car Wars That Is Now Revolutionizing World Industry. Free Press, New York.
[9] Karlsson, C., & Ahlström, P. (1996). Assessing changes towards lean production. International Journal of Operations and Production Management, 16(2), 24–41. https://doi.org/10.1108/01443579610109820
[10] Omogi., and Salonitis, K. (2019), "Analysis of lean manufacturing strategy using system dynamics modelling of a business model", International Journal of Lean Six Sigma, Vol. ahead-of-print No. ahead-of-print. https://doi.org/10.1108/IJLSS-05-2017-0042
[11] Narayanamurthy, Gopalakrishnan & Gurumurthy, Anand. (2016). Leanness assessment: a literature review. International Journal of Operations & Production Management. 36. 1115-1160. 10.1108/IJOPM-01-2015-0003
[12] Almomani, M. A., Abdelhadi, A., Mumani, A., Momani, A., & Aladeemy, M. (2014). A proposed integrated model of lean assessment and analytical hierarchy Process for a dynamic road map of lean implementation. International Journal of Advanced Manufacturing Technology, 72(1–4), 161–172. https://doi.org/10.1007/s00170-014-5648-3
[13] Alemi, m.a. and Akram, R.(2013). Measuring the leanness of manufacturing systems by using fuzzy TOPSIS: A case study of the 'Parizan Sanat' company. South African Journal of Industrial Engineering,3, 166-174.
[14] Malmbrandt, M., & Åhlström, P. (2013). An instrument for assessing lean service adoption. International Journal of Operations and Production Management, 33(9), 1131–1165. https://doi.org/10.1108/IJOPM-05-2011-0175
[15] Pakdil, F., & Leonard, K. M. (2014). Criteria for a lean organisation: Development of a lean assessment tool. International Journal of Production Research, 52(15), 4587–4607.
[16] Galankashi (2018). Leanness assessment in automotive industry: case study approach. Int. J. Value Chain Management, Vol. 9, No. 1, 2018
[17] Vidyadhar, R., Sudeep Kumar, R., Vinodh, S., & Antony, J. (2016). Application of fuzzy logic for leanness assessment in SMEs: a case study. Journal of Engineering, Design and Technology, 14(1), 78-103. https://doi.org/10.1108/JEDT-05-2014-0029
[18] Chanchai Laoha., & Seekharin Sukto (2015). Lean assessment for manufacturing of small and medium enterprises (SMEs): A case study of electronics industry in the Northeast of Thailand. KKU Engineering Journal July – September 2015;42(3):258-262
[19] Evangelos Psomas (2017). Assessing Lean adoption in food SMEs: Evidence from Greece. International Journal of Quality & Reliability Management Vol. 35 No. 1, 2018 pp. 64-81.
[20] Amine Belhadi, Yusof Bin Mohd Sha’ri, Fatima Ezahra Touriki & Said El Fezazi(2018): Lean production in SMEs: literature review and reflection on future challenges, Journal ofIndustrial and Production Engineering, DOI: 10.1080/21681015.2018.1508081
[21] Vilkas, M., Koreckaja, I., Katili ut _ e, E., Bagdonien_ e, D., 2015. Adoption of lean production: preliminary evidence from Lithuania. Procedia Soc. Behav. Sci. 213, 884-889
[22] Bhamu, J., Singh Sangwan, K., 2014. Lean manufacturing: literature review and research issues. Int. J. Oper. Prod. Manag. 34 (7), 876e940.
[23] Browning, T.R., Heath, R.D., 2009. Reconceptualizing the effects of lean on production costs with evidence from the F-22 program. J. Oper. Manag. 27 (1), 23e44.
[24] Kumar Br, R., Sharma, M.K., Agarwal, A., 2015. An experimental investigation of lean management in aviation. J. Manuf. Technol. Manag. 26 (2), 231e260.
[26] Yang, M.G., Hong, P., Modi, S.B., 2011. Impact of lean manufacturing and environmental management on business performance: an empirical study of manufacturing firms. Int. J. Prod. Econ. 129 (2), 251e261.
[27] Piercy, N., Rich, N., 2015. The relationship between lean operations and sustainable operations. Int. J. Oper. Prod. Manag. 35 (2), 282e315.
[28] Shah, R., Ward, P.T., 2007. Defining and developing measures of lean production. J. Oper. Manag. 25 (4), 785e805
[29] Sharma, P., Kulkarni, M.S., 2016. Framework for a dynamic and responsive: time separated e lean-agile spare parts replenishment system in army. Int. J. Product. Perform. Manag. 65 (2), 207e222.
[30] Pirraglia, A., Saloni, D., van Dyk, H., 2009. Status of lean manufacturing implementation on secondary wood industries including residential, cabinet, millwork, and panel markets. BioResources 4 (4), 1341e1358.
[31] Nawanir, G., Kong Teong, L., Norezam Othman, S., 2013. Impact of lean practices on operations performance and business performance. J. Manuf. Technol. Manag. 24 (7), 1019e1050.
[32] Bamford, D., Forrester, P., Dehe, B., Leese, R.G., 2015. Partial and iterative lean implementation: two case studies. Int. J. Oper. Prod. Manag. 35 (5), 702e727.
[33] Anholon, R., Sano, A.T., 2016. Analysis of critical Processes in the implementation of lean manufacturing projects using project management guidelines. Int. J. Adv. Manuf. Technol. 84 (9), 2247e2256.