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dc.contributor.authorGarza-Reyes, Jose Arturo
dc.contributor.authorWong, Kam-Kuen
dc.contributor.authorLim, Ming K.
dc.contributor.authorKumar, Vikas
dc.date.accessioned2016-06-07T14:57:14Zen
dc.date.available2016-06-07T14:57:14Zen
dc.date.issued2016-06en
dc.identifier.citationGarza-Reyes, J.A., Wong, K.K., Lim, M.K., Kumar, V. (2016), “Measuring the level of lean readiness of the Hong Kong's manufacturing industry”, Proceedings of the 26th International Conference on Flexible Automation and Intelligent Manufacturing (FAIM), Seoul, Republic of Korea, June 27-30.en
dc.identifier.urihttp://hdl.handle.net/10545/612013en
dc.description.abstractIncreasingly competitive business environments have forced manufacturing organisations to continuously seek improvements in their production processes as an alternative to achieve operational excellence. Lean manufacturing principles and techniques based on the elimination waste have been widely used by manufacturing organisations around the world to drive such improvements. The purpose of this paper is to present an empirical study that evaluates the readiness level of the Hong Kong’s manufacturing industry to provide a foundation for the successful implementation and/or sustainment of lean practices. To conduct this study, the paper adapts an assessment framework developed by Al-Najem et al. [16]. Thus, the lean readiness assessment is based on six quality practices (i.e. planning & control; processes; human resources; customer relations; supplier relations; and top management & leadership) related to lean manufacturing. One research question and three hypotheses were formulated and tested using a combination of inferential statics (i.e. Levene’s test and t-test) and descriptive statistics. Data were collected through a survey questionnaire responded by 9 manufacturing organisations with operations in Hong Kong. The findings suggest that the Hong Kong’s manufacturing organisations surveyed do not currently have a well-developed foundation to implement or sustain lean manufacturing. In particular, these organisations present important opportunities to further develop some quality practices such as processes, planning & control, customer relations, supplier relations, human resources, and top management & leadership. The improvement of these quality practices will ensure, according to Al-Najem et al.’s [16] framework, a more effective implementation and sustainment of lean manufacturing in their operations.
dc.language.isoenen
dc.relation.urlhttp://www.derby.ac.uk/staff/jose-arturo-garza-reyes/en
dc.relation.urlhttp://www.joseagarzareyes.comen
dc.relation.urlhttps://www.linkedin.com/in/dr-jose-arturo-garza-reyes-42225323en
dc.relation.urlhttp://scholar.google.co.uk/citations?user=lwS0V6wAAAAJ&hl=enen
dc.relation.urlhttp://www.faim2016.org/en
dc.subjectLean manufacturingen
dc.subjectLean readinessen
dc.subjectHong Kongen
dc.subject, Manufacturing industryen
dc.titleMeasuring the level of lean readiness of the Hong Kong's manufacturing industryen
dc.typeMeetings and Proceedingsen
dc.contributor.departmentThe University of Derbyen
dc.identifier.journalProceedings of the 26th International Conference on Flexible Automation and Intelligent Manufacturing (FAIM)en
html.description.abstractIncreasingly competitive business environments have forced manufacturing organisations to continuously seek improvements in their production processes as an alternative to achieve operational excellence. Lean manufacturing principles and techniques based on the elimination waste have been widely used by manufacturing organisations around the world to drive such improvements. The purpose of this paper is to present an empirical study that evaluates the readiness level of the Hong Kong’s manufacturing industry to provide a foundation for the successful implementation and/or sustainment of lean practices. To conduct this study, the paper adapts an assessment framework developed by Al-Najem et al. [16]. Thus, the lean readiness assessment is based on six quality practices (i.e. planning & control; processes; human resources; customer relations; supplier relations; and top management & leadership) related to lean manufacturing. One research question and three hypotheses were formulated and tested using a combination of inferential statics (i.e. Levene’s test and t-test) and descriptive statistics. Data were collected through a survey questionnaire responded by 9 manufacturing organisations with operations in Hong Kong. The findings suggest that the Hong Kong’s manufacturing organisations surveyed do not currently have a well-developed foundation to implement or sustain lean manufacturing. In particular, these organisations present important opportunities to further develop some quality practices such as processes, planning & control, customer relations, supplier relations, human resources, and top management & leadership. The improvement of these quality practices will ensure, according to Al-Najem et al.’s [16] framework, a more effective implementation and sustainment of lean manufacturing in their operations.


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