Are agile and lean manufacturing systems employing sustainability, complexity and organizational learning?

College

Gokongwei College of Engineering

Department/Unit

Industrial Engineering

Document Type

Article

Source Title

Learning Organization

Volume

19

Issue

3

First Page

238

Last Page

247

Publication Date

4-1-2012

Abstract

Purpose: This paper aims to peruse theories and practices of agile and lean manufacturing systems to determine whether they employ sustainability, complexity and organizational learning. Design/methodology/approach: The critical review of the comparative operational similarities and difference of the two systems was conducted while the new views and issues of emerging vital scenarios were analyzed in detail. Findings: In spite of their differences, the two systems of agile and lean manufacturing can co-exist in one system. The concepts of sustainability, complexity and organizational learning for agile and lean systems highlight outputs of differences in the output of operationalization but there can be substantial alignment in the input of intentions. The two excel at the three areas of consideration. Practical implications: The organizations of today must consider the applicability of designing both agile and lean systems within one organization for the purposes of achieving fast response time, high levels of productivity and better efficiency. Originality/value: The paper defines the relationship between agile and lean systems. © Emerald Group Publishing Limited.

html

Digitial Object Identifier (DOI)

10.1108/09696471211219976

Disciplines

Industrial Engineering

Keywords

Lean manufacturing

Upload File

wf_yes

This document is currently not available here.

Share

COinS