[Lecture Notes in Networks and Systems] Proceedings of the 6th European Lean Educator Conference Volume 122 (ELEC 2019) ||

This book gathers selected peer-reviewed papers presented at the 6th European Lean Educator Conference (ELEC), held in Milan, Italy, on November 11-13, 2019. The conference topics include the following: lean trainings in university and industry collaborations; lean product and process development; lean and people empowerment; emerging contexts for lean applications; measuring lean performance; lean, green and circular; continuous improvement initiatives; lean thinking in practice; organizational culture in lean journeys; and innovative training approaches to teaching lean management. The contributions explore the latest academic and industrial findings on and advances in lean education, and identify innovative methods that allow lean thinking benefits to be achieved in practice. As such, the book presents the outcomes of a fruitful exchange between academia and industry designed to help train the next generation of lean educators. Preface Contents A Learning Factory for Remanufacturing: A New Configuration at Valladolid Lean School 1 Introduction 2 University-Industry Collaboration 3 Circular Economy 4 Cubiton Product Production: A Case of Circular Economy 4.1 The Product and the Process 4.2 Learning Methodology 4.3 Circular Flow 5 Conclusions References Integrated University-Industry Training: A Collaborative Journey 1 Introduction 2 University-Industry Collaboration 3 The Training Process 4 Main Results for the Learning Process 5 Conclusions References The Power of Six: Relation Between Time and Money in Manufacturing for Segments of the Value Stream 1 Introduction 2 The Power of Six 2.1 The Equation of the Power of Six 2.2 Accuracy of the Power of Six 3 Power of Six for Segments of Value Chain 3.1 Mathematically Correct Approach in Using the Power of Six 3.2 A Simplified Estimation 4 Summary References Teaching Lean with Virtual Reality: Gemba VR 1 Introduction 2 Introducing Gemba VR 2.1 Hardware 2.2 Software 2.3 Assignment 3 Experiences from Teaching with Gemba VR 3.1 Benefits 3.2 Drawbacks 4 Conclusions References Continuous Improvement; One Recognizable Approach, One Language and Plenty of Results 1 Introduction 2 Theoretical Framework 3 Methods 4 Results 4.1 Results Design, Develop and Formative Evaluation 5 Conclusion/Discussion References i-FAB: Teaching How Industry 4.0 Supports Lean Manufacturing 1 Introduction 2 The i-FAB Learning Factory 2.1 The i-FAB Lean Production Principles 2.2 The Industry 4.0 Technologies Implemented in i-FAB 2.3 The Learning Module 3 Evidence from the Learning Modules 4 Conclusions References Creating Employee ‘Pull’ for Improvement: Rapid, Mass Engagement for Sustained Lean 1 Introduction 2 Literature Survey: Lean and Engagement 3 Rapid Mass Engagement: Development and Approach 4 Five Points of Comparison with Conventional Approaches to Engagement 5 Behavioral Standards as Local Differentiation 6 Risks and Examples of When the Process Has Not Achieved Its Objectives 7 Typical Results 8 Conclusions and Experiences References Lean: Quo Vadis? 1 Introduction 2 Why Do Inventory Turns Decline? 3 Pathways 4 Impacts 5 Conclusions References JELA: An Alternative Approach to Industrial Engineering and Management student’s Lean Management Education 1 Introduction 2 Theoretical Background 2.1 Experiential Learning 2.2 Students’ Union Contribution to Independent Learning 3 JELA—Junior Lean Company of Aveiro 3.1 Creation and Evolution of JELA 3.2 JELA Job 3.3 JELA Contribution to IEM-UA Students’ Education During Their Graduation 4 Conclusion References Literature Mapping of the Use of Games for Learning Correlating with Lean: A Systematic Review 1 Introduction 2 Theoretical Framework 2.1 Learning, Knowledge, Skill and Competence 2.2 Learning Factories 2.3 Serious Games 3 Research Method 4 Results and Discussions 5 Conclusion References Lean and TRIZ: From the Problems to Creative and Sustainable Solutions 1 Introduction 2 Brief Literature Review 3 Research Methodology 4 Results Analysis and Discussion 4.1 Relevant Papers Analysis 4.2 Discussion 5 Final Remarks References Recapturing the Spirit of Lean: The Role of the Sensei in Developing Lean Leaders 1 Introduction 2 Research Method 3 Findings 3.1 Sensei Practices 3.2 Consultancy Practices 3.3 Relationship 4 Conclusion 5 Limitations and Suggestions for Further Research References Lean and Industry 4.0—How to Develop a Lean Digitalization Strategy with the Value Stream Method 1 Introduction 2 Industry 4.0 2.1 Definition 2.2 Obstacles and Problems of Digitalization in Practice 3 Developing a Lean Digitalization Strategy with the Value Stream Method 3.1 The Link Between Lean and Industry 4.0 3.2 Value Stream Mapping—A Method for Developing a Customer-Oriented Target Condition 3.3 The Methodology for Creating a Lean Digitalization Strategy 4 Summary References A Framework for Implementing Lean Through Continuous Improvement and Hoshin Kanri. A Case Study in Guanxi Culture 1 Introduction 2 Literary References of the Framework 3 Guanxi Culture 4 Proposed Framework 4.1 Gefran Case 5 Conclusions References Advanced Technologies Supporting the Implementation of Lean/Green Supply Chain Management Practices and Its Influence on the Performance 1 Introduction 2 Theoretical Background 2.1 Lean/Green Supply Chain Management Practices 2.2 Advanced Technologies 2.3 Supply Chain Performance Measurement 3 Research Methodology 4 Empirical Study 5 Conclusions References The Impacts of Additive Manufacturing Technology on Lean/Green Supply Chain Management Practices 1 Introduction 2 Background 2.1 Additive Manufacturing Impacts on Supply Chain 2.2 Additive Manufacturing and Its Impact on Supply Chain Sustainability 3 Empirical Study 4 Conclusions References Towards Continuous Improvement by Using a Lean-TRIZ Approach 1 Introduction 2 State of the Art 2.1 Lean Manufacturing 2.2 TRIZ Methodology 2.3 Level of the Ideality of the Solution 2.4 Kano Model 3 Case Study 3.1 The Results of the Ideality Matrix 3.2 The Results of the Kano Model 4 Conclusions References An Exploration of the Interplay Between National Culture and the Successful Implementation of Lean Six Sigma in International Companies 1 Introduction 2 Critical Success Factors of Continuous Improvement 2.1 Lean, Six Sigma, and Lean Six Sigma 2.2 Critical Success Factors 3 The Role of National Culture 3.1 Culture Frameworks 3.2 CSFs and National Culture 3.3 Inconsistencies Between CSFs as Explained by National Culture 4 Interviews 5 Conclusions and Further Research References Application of Lean Product and Process Development in FIRST Robotics Competition 1 Introduction 2 Research Question 3 Lean Product and Process Development Methodology 3.1 Set-Based Concurrent Engineering 3.2 Cadence, Pull and Flow 3.3 Team of Responsible Experts 3.4 Entrepreneur System Designer 4 Implementation Plan 4.1 Create Awareness Among Mentors 4.2 Define Subsystems 4.3 Establish Sub-teams (Roles) 4.4 Train Team Members in the Methodology 4.5 Establish Knowledge Platform 4.6 Coach Teams to Work LPPD-Style 5 Measuring the Results 5.1 Design Outcome 5.2 Knowledge Creation and Management 6 Conclusion and Future Research References Continuous Improvement System: Team Members’ Perceptions 1 Introduction 2 Lipor Continuous Improvement System 2.1 The Kaizen Team 2.2 Natural Teams 2.3 Project Teams 2.4 Team Artifacts and Events 3 Methodology Applied in This Study 4 Results 5 Conclusions References Lean Green—The Importance of Integrating Environment into Lean Philosophy—A Case Study 1 Introduction 2 Literature Review 2.1 Lean and Green Integration 2.2 Lean Tools Towards Green Production 3 Methodology 4 Results 5 Discussion 6 Conclusion References Towards Lean Ground Handling Processes at an Airport 1 Introduction 2 Research Methodology 3 Case Study 4 Baggage Flow. Waste and Causes 5 Waste Relation Matrix 6 Conclusion References Reducing the Scrap Generation by Continuous Improvement: A Case Study in the Manufacture of Components for the Automotive Industry 1 Introduction 2 Literature Review 3 Methodology 4 Results: DMAIC Cycle Application 5 Discussion and Conclusions References Material Flow Cost Accounting as a Way to Apply Lean Manufacturing 1 Introduction 2 Material Flow Cost Accounting and Lean Complementarities 3 MFCA-Lean Proposed Methodology 4 MFCA-Lean Methodology Application—Case Study 5 Conclusions References On the Way of a Factory 4.0: The Lean Role in a Real Company Project 1 Introduction 2 Background 3 Company’s Introduction and Project’s Goal 4 Project’s Implementations 5 Conclusions and Take Aways References Lean Performance Evaluation: Models and Application 1 Introduction 2 Lean Performance Evaluation Methods 3 The Proposed Lean Evaluation Method 4 Conclusions References JIT Implementation in Manufacturing: The Case of Giacomini SPA 1 Introduction 2 Literature Review 3 Methodology 4 Conclusion References Lean and Sustainable Continuous Improvement: Assessment of People Potential Contribution 1 Introduction 2 Background 3 Methodology 4 Case Study 4.1 The Company 4.2 The Case 4.3 The New Measurement System Model 5 Conclusions References Evaluating Manufacturers’ Smart Readiness and Maturity Exploiting Lean Product Development Approach 1 Introduction 2 Research Context 2.1 DREAMY 2.2 CLIMB 2.3 MyWaste 2.4 MyTime 3 Research Methodology and the Case Study 4 Results 5 Conclusions and Further Researches References Employees’ Participation and Involvement in Lean Management: The Experience of a Training Program of Assembly Lines Workers 1 Introduction and Background 2 The Case Study 2.1 Phase 1: The Top-Down Approach 2.2 Phase 2: Involvement and Participation 2.3 The Approach 3 The Training Program 3.1 The Organization of the Training Program 3.2 The Tools Used in the Training Program 3.3 The Results 4 Conclusions References A Migration Methodology for Factories Digital Transformation 1 Introduction 2 A New Migration Methodology for Factories Digital Transformation 2.1 Competitive Differentials in the Company Value Chain 2.2 Blueprint Migration Strategy 3 Methodology Application: A Durable Goods Company Within the H2020 FAR-EDGE Context 4 Conclusions References Lean Healthcare: How to Start the Lean Journey 1 Introduction and Company’s Profile 2 The Project 2.1 Problem Background 2.2 Breakdown the Problem 2.3 Target 2.4 Root-Causes Analysis 2.5 Countermeasures 2.6 Implement Countermeasures 2.7 Monitor Results and Process 2.8 Standardize and Share Success 3 Discussion and Conclusion References Towards a Data-Based Circular Economy: Exploring Opportunities from Digital Knowledge Management 1 Introduction 2 Research Context 2.1 Circular Economy (CE) 2.2 Lean Thinking and Knowledge Management 2.3 Knowledge Management: Systems and Technologies 3 Methodology 4 Literature Review Results 4.1 Lean Thinking Supporting Circular Economy 4.2 Knowledge and Data Management in Circular Economy 5 Conclusions and Further Researches References Using Process Automation for Optimizing Engineering Practice 1 Introduction 2 Background 3 Research Method 4 Results 4.1 Application 1: The DRR Process 4.2 Application 2: Testing Management Process 5 Discussion 6 Conclusion References A Processes Engineering Initiative for Lean Performing Arts Organizations 1 Introduction 2 State of the Art 3 Industrial Context 4 Research Method 5 Results: A Process Framework and a Tool for Process Exploration 6 Discussion 7 Conclusion References The Development of Continuous Improvement in SMEs and the Supportive Role of the A3 Tool 1 Introduction 2 The Use of the A3 Tool at Toyota 2.1 The Use of A3 at Toyota 2.2 Targets 2.3 Development of People and the Organization 2.4 Training and Coaching 2.5 Hoshin and A3 3 The Continuous Improvement Journey of Two Industrial Cases 3.1 Case 1 3.2 Case 2 3.3 Stages in the Continuous Improvement Journey of the Two Companies 4 Discussion 5 Conclusion References Investigating Maturity of Lean Culture in Product Development Teams 1 Introduction 2 Assessment Tool 2.1 Basic Strategy 2.2 Structure 3 Method 3.1 Implementation 3.2 Case Companies 4 Results and Discussion 4.1 Capability Maturity Levels 4.2 Capability Gaps 5 Conclusion References Frictionless Innovative Slick® Process to Keep Track of Companies’ Knowledge 1 Introduction 2 IdeaTech and the Problem to Solve 3 Applying A3 Approach to Support Knowledge Management at IdeaTech 3.1 Background 3.2 Current Conditions 3.3 Target Goal(s) 3.4 Causes Analysis 3.5 Proposed Countermeasures 3.6 Process Rules 4 Conclusions References Agile Management Versus Budget Control: Learn How to Win Both with Slick-Farm 1 Introduction 2 Slick®—Agile Management Focused on Economical Sustainability 2.1 Slick® Processes and Metrics 3 Design of the Learning Experience: Slick-Farm 3.1 The First MVP 3.2 First Validating Trial 3.3 Second MVP 3.4 Third and Final MVP 4 Limits of the Current Version and Further Improvements 5 Conclusions References Standardized Work Framework Applied to ETO Context 1 Introduction 2 Standardized Work Framework in Traditional Context 3 Standardized Work Framework in Non-traditional Context 3.1 Literature Review Results 3.2 Application of Traditional Context Framework to ETO 4 Conclusions References Maritime Design Process Improvement Through a Lean Transformation 1 Introduction 2 Lean 2.1 Lean Product Development 2.2 Lean Product and Process Development 3 Maritime Design 3.1 Lean in the Maritime Industry 4 Research Approach 4.1 Research Design 5 Case in Maritime Design 5.1 Design Process Maturity Analysis 5.2 Waste Analysis 5.3 Barriers to Lean Implementation 6 Design Process Improvement Through Lean Transformation 6.1 Lean Transformation Facets 6.2 Process 6.3 People 6.4 Basic Thinking 6.5 Leadership and Management 7 Concluding Remarks and Future Work References