A Review of the Implementation of Lean – Comparative Case Studies and Lessons for the Rolls-Royce Manufacturing Value Chain

Palfreyman, Emma L (2011) A Review of the Implementation of Lean – Comparative Case Studies and Lessons for the Rolls-Royce Manufacturing Value Chain. [Dissertation (University of Nottingham only)] (Unpublished)

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Companies today operate in a difficult and dynamic environment which is highly competitive. They must seek to continuously improve to ensure that they can meet their customers ever increasing demands on cost, quality, delivery and responsiveness. One of the prevalent improvement initiatives of the last 5 years has been the implementation and the drive to become Lean by removing waste from processes to perform as efficiently as possible.

This dissertation will review and discuss the contextual issues around the implementation of Lean along with a review of the standard tools and techniques. It will look at the Rolls-Royce approach to Lean implementation and education and consider whether the current methods are effective. It will review the potential behavioural issues, the impact of change and the critical success factors that can influence the pace of change and the sustainment of the improvements.

The dissertation will focus on a Rolls-Royce manufacturing project to highlight some of these contextual issues but will also discuss two other companies approach to Lean to identify areas for improvement in the Rolls-Royce process.

The outcome of this dissertation will be to identify the challenges faced when implementing Lean and how these could be overcome, identifying the key contributors to successful implementation.

The research findings revealed that the tools for implementing Lean are effective if used in an organisation that has the foundations for Lean embedded. There are a number of behavioural and cultural factors that can cause resistance to Lean which need to be carefully addressed and can take a number of years to overcome. The time required to implement Lean should not be underestimated and it is important that an organisations management team understand and support this.

Item Type: Dissertation (University of Nottingham only)
Keywords: Lean
Depositing User: EP, Services
Date Deposited: 11 Nov 2011 09:16
Last Modified: 24 Sep 2016 14:32
URI: http://eprints.nottingham.ac.uk/id/eprint/24749

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