Contents



Preface

Time is the most important element in any production system. As such, optimizing time is integral in industry and can be accomplished via the implementation of lean manufacturing. Enterprises that employ strategies and practices to increase total production efficiency, reduce production costs, and minimize waste are considered to be "lean." This book addresses important topics in the context of lean manufacturing that are crucial for the successful functionality of the production

This book is divided into two sections. The first section, "Lean Manufacturing Concepts in Enterprises," includes chapters focused on enterprise production with an emphasis on lean manufacturing. Chapter 1, "Application of Lean in a Small and Medium Enterprise", analyzes the direct effect of lean manufacturing practices on operational performance in the manufacturing industry. Chapter 2, "Lean and Kaizen: The Past and the Future of the Methodologies", discusses the adoption of lean manufacturing through effective lean practices depending on interpretations of past experiences and present information. Chapter 3 "Introduction to Lean Waste and Lean Tools", introduces the challenge of capturing, organizing, and disseminating throughout the aggregate business unit is a huge responsibility of upper management. Generally, in industry, some tangible and intangible factors exist in the form of non-value-adding activities that hinder the implementation of lean manufacturing processes. These are known as lean manufacturing barriers (LMBs). Chapter 4 "Effect of Lean Practices on Organizational Performance", focuses on new lean manufacturing approaches which, combined with management tools lead to more flexible and agile production and distribution processes in the textile industry. Because the life cycle in the textile and apparel industry is short, a new integrated approach to production and distribution planning is needed. In Chapter 5, "Enhancement of Textile Supply Chain Performance through Optimal Capacity Planning", the authors present linear programming techniques and integrating subcontracting activities as a good example for solving this problem. Poor productivity and efficiency in production are major problems for most industries relying on a heavy workforce. To prevent inefficient work practices, the construction industry has shifted its focus from the traditional approach to a more innovative one called lean construction. Chapter 6, "From Lean Manufacturing to Lean Construction: How Principles, Tools, and Techniques Evolved", discusses how lean construction aims to maximize value while minimizing waste. There are other advantages too; it creates safer, smoother, and more efficient processes to eliminate waste. The stability of the environment is a major problem in a turbulent environment. This leads to relatively long projects that are not compatible with a highly variable economic environment. The objective of the evolution management presented in Chapter 7, "Model-Based Enterprise Continuous Improvement", is to use enterprise modelling and all the benefits it brings in a framework that allows for more continuous improvement than is generally observed. It is obvious that effective utilization of resources is necessary, particularly when it comes to the manufacturing industry. Single Minute Exchange of Dies (SMED) is one of the classical methods used to reduce setup time. Chapter 8, "Single Minute Exchange of Dies: Classical Tool of Lean Manufacturing", discusses SMED applications in

system.
