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Article

A Rapid Improvement Process through “Quick-Win” Lean Tools: A Case Study

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School of Engineering, Polytechnic of Porto, 4249-015 Porto, Portugal
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Department of Industrial Process Engineering, Institución Universitaria ITSA, Barranquilla 080002, Colombia
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School of Design, Polytechnic Institute Cavado e Ave, 4750-810 Barcelos, Portugal
*
Author to whom correspondence should be addressed.
Received: 18 October 2020 / Revised: 27 November 2020 / Accepted: 1 December 2020 / Published: 14 December 2020
(This article belongs to the Collection Systems Engineering)
The main purpose of this paper was to introduce procedural changes based on a type of human resources management tool using Lean Leadership (LL). We sought to determine which Lean Tools (LTs) are able to promote a rapid impact on a company; namely, we aimed to determine which LTs are able to facilitate fast and positive results for companies after their implementation, thus allowing for quick wins. This study was conducted at a medium-sized Portuguese company in the metalworking sector. Results were assessed from two surveys (involving 17 people) regarding perceptions of employee awareness in the machining area for Quality, Maintenance/Equipment, Process/Products, Leadership/Management by Objectives, and Trust and Training. The surveys were conducted at the beginning of the study and at the end of a quarterly period. LTs were used over a period of three months, thus enabling changes to the company’s manufacturing processes which could lead to improved organization, orientation, consistency and viability. Three months were considered an adequate time period to measure whether the tools were effective in the production of quick wins or not. LL allowed for greater awareness of the importance of LTs, the most important feature of which is the aggregation of all of the employees’ energies, which culminates in better operational efficiency and an increase in the employees’ overall positive perceptions of their company’s principles and mindset. The introduction of LL, as well as the implementation of 10 LTs, which are considered to be Quick-Win Tools, enabled employees to improve their perceptions of their company by 6.1%. Lean tools can be implemented quickly and are easily understood by their intended users. These benefits provide additional motivation for their use and for the achievement of highly satisfactory operating results across production areas. This study aims to identify which lean tools allow companies to obtain benefits/gains quickly. This outcome is the main contribution of this study to the scientific community and to companies. A Quick Win means a rapid improvement in a short period of time. As such, lean tools that provide Quick Wins also contribute to economic development. Due to the restricted time period imposed by the main purpose of this study, statistical analysis of the results was unfeasible. View Full-Text
Keywords: LL; KPI; daily Kaizen; visual management; PDCA; 5S LL; KPI; daily Kaizen; visual management; PDCA; 5S
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MDPI and ACS Style

Rodrigues, J.; Sá, J.C.; Silva, F.J.G.; Ferreira, L.P.; Jimenez, G.; Santos, G. A Rapid Improvement Process through “Quick-Win” Lean Tools: A Case Study. Systems 2020, 8, 55. https://0-doi-org.brum.beds.ac.uk/10.3390/systems8040055

AMA Style

Rodrigues J, Sá JC, Silva FJG, Ferreira LP, Jimenez G, Santos G. A Rapid Improvement Process through “Quick-Win” Lean Tools: A Case Study. Systems. 2020; 8(4):55. https://0-doi-org.brum.beds.ac.uk/10.3390/systems8040055

Chicago/Turabian Style

Rodrigues, Jorge, José C. Sá, Francisco J.G. Silva, Luís P. Ferreira, Genett Jimenez, and Gilberto Santos. 2020. "A Rapid Improvement Process through “Quick-Win” Lean Tools: A Case Study" Systems 8, no. 4: 55. https://0-doi-org.brum.beds.ac.uk/10.3390/systems8040055

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