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A review on the selection of lean production tools and techniques

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June 2016
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Mohd Shahir Yahya Musli Mohammad Badrul Omar Edly Ramly

Universiti Tun Hussein Onn Malaysia Universiti Tun Hussein Onn Malaysia Universiti Tun Hussein Onn Malaysia EFR Certific

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Abstract

There has been numerous published literature related to lean production. However, very
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and implementation of lean tools and techniques in various industries and the factors that
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VOL. 11, NO. 12, JUNE 2016 ISSN 1819-6608

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A REVIEW ON THE SELECTION OF LEAN PRODUCTION TOOLS

AND TECHNIQUES
Mohd Shahir Yahya1, Musli Mohammad1, Badrul Omar1 and Edly Ferdin Ramly2
1
Faculty of Mechanical and Manufacturing Engineering, Universiti Tun Hussein Onn Malaysia, Parti Raja, Batu Pahat, Johor, Malaysia
2
EFR Certification Sdn Bhd, Malaysia
E-Mail: shahir@uthm.edu.my

ABSTRACT
There has been numerous published literature related to lean production. However, very limited studies have been
found focussing on the selection of lean production tools and techniques especially for Malaysian context. The review is
based on the contemporary literature that published between year 2004 to 2014. The main databases used were Science
Direct, Scopus and Emerald. The review gives general pictures of the selection and implementation of lean tools and
techniques in various industries and the factors that affect the sel ecti on pr oc ess . The analysis showed that there was no
study yet on the selection of lean production tools and techniques specifically in Malaysia by using rational decision
making process. Therefore, this gap requires further research on the selection of appropriate lean production tools and
techniques by considering several critical decision criteria.

Keywords: lean production, lean tools and techniques, selection.

INTRODUCTION of this paper is to review the existing literature and

In today’s business world of fierce competition,
customers consistently demand higher quality product in a
shorter delivery time and at a lower price. So, the
organisation struggles to continuously improve their
organisation. The most important questions in their mind,
is ‘what is the most appropriate way to improve their
organisation by considering their constraint such as cost
and time?’ Both incremental upgrading and innovation are
precious operational strategies to gain and maintain
competitive advantage in the global market (Hammer,
2005; Sohal, 2001; Swinehart, 2000). Many companies
facing more challenges in selecting the appropriate
improvement initiatives because the number of
improvement initiatives is increasing every year, which
makes it even harder to select the most appropriate
initiative (Baxter and MacLeod, 2008; Davenport et al.,
2003). “Improvement initiatives” refers to the approaches,
systems, tools and/or techniques and include for example
Lean Production, Six Sigma, Business Process
Reengineering (BPR), Balanced Scorecard and so on.
((Mohammad, 2010).
The adoption of initiatives requires time,
resources, financial and knowledge (Mohammad, 2011;
N. Thawesaengskulthai, 2007). To avoid unnecessary
waste and frustration, it would be better for people to
select the right initiative that will fit with organisation’s
context and provide value to the organisation. In reality,
while none of the individual initiatives can solve all
problems effectively in the organisation, each initiative
has a role to play towards improving organisational
performance. Every initiative has its own strengths and
limitations (Francis, 2010, Mohammad, 2012). The right
initiatives to be used may vary depending on several
contextual factors, such as: the current maturity level of an
organisation, areas in which the initiatives are adopted,
type or size of an organisation and the capabilities of its
workforce (Benson et al., 1991; Dahlgaard and Dahlgaard-
Park, 2004; Mohammad, 2012). Therefore, the objective
provide a comprehensive assessment on the selection
process of lean tools and techniques.
RESEARCH METHODOLOGY
The research methodology employed for
investigating the lean production tools and techniques
selection is literature survey. Literature has been collected
primarily through journals within the area of operations
management. The literature search has been conducted
using electronic journal databases such as ScienceDirect,
Scopus and Emerald that publish between years 2004 and
2014. The keywords for this search were “lean
production”, “lean manufacturing”, “lean production tools
and techniques”, and “Toyota Production Systems”. Only
English articles had been counted on quantifying the
common composition of lean production tools and
techniques selection.
RESULTS AND DISCUSSIONS
Lean production
In th e l ate 19 80’ s, the t erm “lean production” or
“lean manufacturing” was introduced by the Japanese car
manufacturer Toyota in order to describe a production
system conceived. Lean production is a strategy or
philosophy that promotes the use of practices, such as just-
in-time (JIT), kanban, and value stream mapping (VSM),
in order to minimize waste and improve organization’s
performance (Womack et al., 1990).
Lean production is also known as manufacturing
without waste. The waste is consisting of non-added value
to the product. There are seven type of waste such as
overproduction, waiting time, transportation, inventory,
inappropriate processing, excess motion and product
defects (Melton, 2005; Ohno, 1988; Womack and Jones,
1996). The heart of lean production is improve the
efficient use of resources through the minimization of
waste. Some of the tools and techniques of lean production

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include value stream mapping (VSM), 5S, kanban, kaizen,
total productive maintenance (TPM), single minute
exchange of dies (SMED), cellular layout and pull
production system (Abdulmalek, 2007; Doolen and
Hacker, 2005). Thus, the selection and the implementation
of the right lean production tools and techniques is
expected to result in improved the operational outcomes,
such as higher quality, lower inventories, and shorter
throughput times which results in the improvement of
operational performance.
Lean production tools and techniques
There are various lean production tools and
techniques have been used by many industries depending
on the size of the industries. Based on the compilation
from recent research (Arunagiri and Gnanavelbabu, 2014;
Khusaini et al., 2014; Matt and Rauch, 2013), there are
more than 50 lean production tools and techniques widely
used by industries as shown in Table-1.

Table-1. List of lean production tools and techniques widely used by industries.

(Khusaini et al.,
(Matt & Rauch,

Gnanavelbabu,
(Arunagiri &
2013)

2014)

2014)
Lean Production Tools and
No
Techniques

Italy India Malaysia

1 5S   
2 Cellular Manufacturing (Cell Layout)   
3 Kaizen   
4 Poka-yoke (Mistake proofing)   
5 Setup Time Reduction (SMED)   
6 Standardization   
7 Value Stream Mapping (VSM)   
8 Jidoka (Zero Defect)   
9 Autonomation  
10 Overall Equipment Effectiveness (OEE)  
11 Quality Function Deployment (QFD)  
12 Six-Sigma  
13 Statistical Process Control (SPC)  
14 Andon (Lighting Signal) 
15 Group Technology 
16 Heijunka 
17 Just in Time  
18 Kanban  
19 One piece flow  
20 Plan Do Check Act (PDCA) 
21 Root Cause Analysis 
22 Takt Time  
23 Total Productive Maintenance (TPM)  
24 5 Whys 
8 Step Practical Problem Solving (PPS)
25 
Method
26 Analysis of Variance (ANOVA) 
27 Autonomous work groups 
28 Benchmarking 

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29 Continuous Flow 
 30 Continuous Improvement 
31 Design for Six Sigma (DFSS) 
32 Economic (optimal) lot size 
33 Elimination of Waste 
34 Failure Mode Efffect Analysis (FMEA) 
35 First in first out (FIFO) 
36 Fishbone Diagrams 
37 Idea Management 
38 Job rotation 
39 Just in Sequence 
40 Lean Office (Administration) 
41 Line Balancing and Muda Reduction 
42 Milkrun 
43 Optimization of the supply chain 
44 Pareto Analysis 
45 PPS Simulation software 
46 Preventive maintenance 
47 Process Mapping 
48 Production Leveling 
49 Quality Circles 
50 Quick and Easy Kaizen 
51 Simulation software 
52 Supplier Development 
53 Total Quality Management (TQM) 
54 Visual Controls 
55 Visual Management 
56 Voice of Customer (VOC) 
57 Work Simplification 
58 Work station design 

Matt and Rauch (2013) have clustered 36
numbers of lean production tools and techniques at Italy.
Meanwhile, Arugunagiri and Gnanavelbabu (2014) have
listed 30 lean production tools and techniques that
currently used by organisations in India. Khusaini et al.
(2014) listed 18 lean production tools and techniques that
widely used by Malaysian companies such as automotive,
electrical and electronics. It was found that less than 10
lean production tools and techniques similarly used by
industries at three different countries (Italy, India, and
Malaysia) such as 5S, Cellular Manufacturing, Kaizen,
Poka-yoke (mistake proofing), Setup Time Reduction,
Standardization, Value Stream Mapping (VSM), and
Jidoka ( Zero Defect).
Selection of lean production tools and techniques
The researchers have not found the guidance for
the selection specifically on lean production tools and
techniques. However, there are numerous literatures
suggested the decision makers to make the rational
decision with regards to the selection and adoption of
proper improvement initiatives such as (Miller and
Hartwick, 2002; Mohammad, 2012; Natcha
Thawesaengskulthai, 2007). Regarding to Bazerman and
Moore (2009), a rational decision making is “ logically
expected to lead to the optimal result, given an accurate
assessment of the decision maker’s values and risk
preferences”.
Thawesaengskulthai (2010) explains that the
rational selection of improvement initiatives is associated
with a structured and systematic processes that consider

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the organization’s direction and context. Decision making approach (e.g. TQM, Six-Sigma, BPR, Lean, Business
involved numerous alternatives and assessment criteria. Process Improvement) of improvement initiatives. Skip Ad
When making decision, the difficulties arise in choosing Meanwhile, Mohammad (2010) focuses on 30 main
the most appropriate alternative or solution. One of the
ways that help the decision maker to choose an appropriate
solution is by using Multiple Attribute Decision Making
(MADM) technique. The MADM is a part of Multiple
Criteria Decision Making (MCDM) technique (Yoon and
Hwang, 1995). MADM can be defined as “making
preference decisions, evaluation, prioritization and
selection over the available alternative that are
characterized by multiple, usually conflicting, attributes”.
The common characteristic of MADM include a finite
number of alternative are screened, prioritized, selected or
ranked (Yoon & Hwang, 1995). There are several methods
that can be used within the MADM technique such as
Weighted Sum Model (WSM) or Simple Additive
Weighting (SAW), Weighted Product Model (WPM),
Technique for Order Preference by Similarity to Ideal
Solution (TOPSIS) and Analytic Hierarchy Process (AHP)
method.
As shown in Table-2, there are several studies
have been found related to the selection of improvement
initiatives which include Bendell, (2005); Mohammad,
(2012); Thawesaengskulthai, (2007); Wieleman, (2011)
Thawesaengskulthai, (2007) was focused on the selection
of approaches (e.g. TQM, Six-Sixma, Lean, BPR, BE) and
system (ISO9000), and (Wieleman, 2011) focusing on the
Table-2. Related study on the selection of initiatives improvement.
Improvement Initiatives
Managemen
Approach
t System
Authors (Year)
(Natcha Thawesaengskulthai, 2007)
√ √
(Wieleman, 2011)
√ x
(Mohammad, 2012)
√ √
(Bendell, 2005)
√ √
(Radziwill et al., 2008)
√ √
(Matt and Rauch, 2013)
(Pangsri, 2014)
x x
x x
(Arunagiri and Gnanavelbabu, 2014)
x x
(Khusaini et al., 2014)
x x
Legend:
SAW - Simple Additive Weighting
WPM - Weighted Product Model
AHP - Analytical Hierarchical Process
No study were found on the selection of lean
production tools and techniques specifically in Malaysia
by using rational decision making process. Therefore, it
shows that, there is a need of study to help Malaysian
industries to select the right lean production tools and
VOL. 11, NO. 12, JUNE 2016
ARPN Journal of Engineering and Applied Sciences
©2006-2016 Asian Research Publishing Network (ARPN). All rights reserved.
www.arpnjournals.com
Factors to be considered when selecting lean
production tools and techniques
There is no one best initiatives that can solve all
organizational problems because each initiative has its
own purpose, strengths and limitations (Mohammad,
organisational improvement initiatives that could be
implemented to improve organisational performance
according to the common enabling criteria of Business
Excellence Frameworks and organisational maturity.
Unfortunately, only Pangsri, (2014), Matt and
Rauch, (2013) and Arunagiri and Gnanavelbabu, (2014)
focusing on the selection of lean tools and techniques.
Pangsri, (2014) produced the decision framework in
product design and process improvements based on lean
production using Analytical Hierarchical Process (AHP) at
Thailand, but the research has not stated the number of
lean production tools and techniques used in product
design and process improvement and the critical factors of
selection was also not discussed. While Matt and Rauch,
(2013) only focus on 16 lean production tools and
techniques used in Italy without discussing how the
selection process and decision making technique used.
Arunagiri and Gnanavelbabu (2014) analyzed 30 lean
production tools and techniques using the weighted
average techniques for the selection of most effective lean
production tools and techniques, and focuses on
automotive industries in India. Arunagiri and
Gnanavelbabu (2014) only studied five main lean
production tools and techniques and its effect to the
productivity.
Decision
Matrix
Technique
Origin
WPM
SAW
AHP
Tool
Thailand
x x
√ India
x x
√ Worldwide especially in New
√ x
√ Zealand, Singapore, Malaysia
United Kingdom
√ √ Not stated
√ United State
√ x
Italy
√ √ Not stated Thailand
√ √
√ India
√ √ Not stated
√ Malaysia
√ √
techniques by considering the critical factors for selection
in order to gain the benefits of implementing lean
production.
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for each workforce that effect the time of understanding
the implementation of lean production tools and
techniques, and the age of workforce also should be
considered. Besides that, the expected cost, time and Skip Ad
resources also affect the selection process (Dale, 2007;
2012). In order to select the right lean production tools and
techniques for the right situation, managers and/or
practitioners in the organization should consider several
factors as show n in tab le 3 below. Referr ing to T able-3 ,
most of the researchers (Mohammad, 2012; Saunders and
Mann, 2007; Natcha Thawesaengskulthai, 2007;
Thawesaengskulthai and Tannock, 2008) agreed that, the
top management commitment is the most important factor
for the selection of the lean production tools and
techniques. Without this factors, the selection and
implementation of lean production tools and techniques
will not be successed due to the decision of budget
allocation are from top management. The workforce
capability also effect the decision of lean production tools
and techniques selection (Mohammad, 2012; Natcha
Thawesaengskulthai, 2007; Thawesaengskulthai and
Tannock, 2008).
The workforce factors such as the number of
workforce available in the industry, the level of education
Table-3. The factors that affect the selection of lean production tools and techniques.
Factors affects the selection
1. Top management commitment
2. Workforce capability
3. Expected costs, time and resources needed for the
successful implementation.
4. Expected value/ benefit of using the initiatives
5. Organizational culture
6. Direction, strategic plan and goals of the organization
7. The external environment in which the organizations
operate
8. Level of organization maturity
9. Ability if the initiatives to “fit in with, complement”,
integrate, and/or “support” other initiatives “already in place,
and might be used in the future”.
10. Area in which the initiatives will be used.
11. Types (e.g. public, private or non-profit) and size (e.g.
small, medium or large) of the organization.
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CONCLUSIONS
This paper presents a literature review on the
selection of lean production tools and techniques from
year 2004 to 2014. The review gives general pictures of
the selection and implementation of lean tools and
techniques in various industries. The analysis showed the
gaps that require further research related to selection of
lean production tools and techniques and the factors that
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ACKNOWLEDGEMENT
The author would like to thank Universiti Tun
Hussein Malaysia for giving funding for this project under
Multi- Disciplinary Research Grant (Vot. U092).
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Citations (5) References (34)

... The major cause of the confusion is due to the lack of robust framework for selecting tools causing failures to the lean Subscribe
initiatives (Yahya et al. 2016; Ansah and Sorooshian 2017). At present, the general practice of selecting the lean tools is
based only on performance or LC tool's objectives. ...
... At present, the general practice of selecting the lean tools is based only on performance or LC tool's objectives.
However, objectives can be similar among tools while comparative performance can be specific to a process/activity and
might not work for other processes/activities in construction (Kim and Park 2006; Yahya et al. 2016) . Construction
activities are hugely effected by specific project environments, economic conditions, and manpower required to execute
this work. ...
... Typically, most of the construction literature focused on determining the procedures for applying lean manufacturing
tools in construction projects with little effort in providing direction on selecting the most appropriate tool (Yahya et al. Skip Ad
2016; Ansah and Sorooshian 2017). Frameworks for implementing tools like LPS, value stream mapping (VSM), JIT,
 kanban (KAN), building information modelling (BIM) and integrated project delivery (IPD) have been studied previously
Ballard et al. 2007; O'Connor and Swain 2013; Desai and Shelar 2014) but for others tools, very little information is
available. ...

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... The seven wastes in physical production include overproduction, waiting time, unnecessary inventory, transportation,
excess motion, inappropriate processing, and defective products and quantitative and qualitative underutilisation of
human resources [9]. Therefore, the selection and the implementation of the accurate lean production tools and
techniques are expected to result in improved operational outcomes such as higher quality, lower inventories, and
shorter throughput times which result in the improvement of operational performance [10] . This study intends to
determine the major factor influencing the adoption of Lean Production System. ...

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Apr 2019
Shiau Wei Chan · M. F. Ahmad · Izzuddin Zaman · Fadillah Ismail

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... Lean Production is one of the improvement initiatives that can be implemented to achieve business excellence [7].
Current studies show that there are more than 50 lean tools and techniques that are being used widely, depending on
the size of the industries [8] . In Malaysia, a variety of studies were found to be related to lean production tools and
techniques adoption and implementation especially in the automotive [9] - [11], electrical and electronic [1] and food and
beverage industries [12] in order to achieve higher performance improvement. ...

Awareness, implementation, effectiveness and future use of lean tools and techniques in Malaysia organisations: a
survey

Article Full-text available

Jan 2019
Mohd Shahir Yahya · Musli Mohammad · Badrul Omar · Hood Atan

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... The most appropriate initiative depends on the context in which it is adopted, rather than assumed to be universally
applicable. Managers and/or leaders in the organisations should therefore consider all related factors before selecting
the right initiative for the situation [4, [7] [8]. Therefore, the objectives of this study are to identify factors that should be
considered when selecting organisational improvement initiative and assess the level of importance of each factor for
selecting the improvement initiative. ...

Factors to Consider in Selecting an Organisational Improvement Initiative: Survey Results

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Decision making process in lean assessment and implementation: a review

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