Methodology

For this study, I am going to use quantitative and qualitative research methods together. However, the theoretical part of the thesis is based on several scientific papers on Lean Management and Supply Chain Management as well as credible websites on the topic. In other words, there is a complex textual description of the various approaches to Lean Management and different positions of some scholars on the subject of Supply Chain Management .

In the practical part of the study, the sources of evidence will be participant observation, interviews, questionnaires, and sampling. Using participant observation, I am going to examine the data, interpret it via forming an impression and report my impression in a structured or quantitative form. Due to an in-depth interview with the head of the company, I hope to obtain data on the experience of the company and its future prospects. Finally, for greater objectivity I hope to get some data from the workers involved in manufacturing.

In addition, for the plant performance analysis, it will be used the questionnaire, which will contain four dimensions, i.e., cost, quality, delivery, and flexibility. Ultimately for visualization potential problems and their solutions can be used such highly effective problem-solving tools as Ishikawa diagram and Value Stream Mapping.

Results anticipated

The final part of the proposal will report on the results that are likely to be obtained with the methods mentioned. By using operating results of company that is part of a Lean Supply Chain we can create value stream mapping in Lean Supply Chains for analyzing the current condition and designing a future condition for the series of events that take a product or service from its beginning through to the customer. Furthermore, according to information received we construct Ishikawa diagram for identifying all of the likely causes of the problems company is facing and make a number of proposals for improving its indicators continuously and sustainably.

Conclusion

The success achieved in the first instance by Toyota and then by a few lean companies worldwide has led many organizations to start a lean project to eliminate waste as well as substantially improve performance. Although it took a few years to become mainstream, the success stories from mid-size to large corporations have pushed lean manufacturing down to very small organizations.

During the entire process of lean implementation, importance of focussing on customer value should be emphasized. Also equally important is noting that (like Bicheno and Holweg, 2009) Lean is “behaviour-driven”; those implementing and maintaining it must know that it is continuous and should be driven to making it so. As Lean Management is a large and significant undertaking, so be sure to focus on the ones that will benefit your company the most.

The main thing is to have a plan and get started. The route to Lean is indirect, and it never ends, this is what continuous improvement is all about. When one aspect of lean implemented is received, it can always be improved. Do not get hung up on it, but at the same time do not let things slip back to the starting point.

With regard to the limitations of this study, it must be pointed out that the theoretical nature of this paper has not provided ultimate results on the impact of Lean Management and Lean Supply Chain Management on sustainability. Therefore this study can be extended in this direction. There is an opportunity to fill this gap by developing a common sphere of knowledge of the interface between development and sustainable supply chain research fields.

Besides, it is possible to consider two critical success factors for lean implementation: the organizational culture and the adoption of soft practices, i.e., employee training, small group problem solving, customer involvement, supplier partnership, and continuous improvement. On the other hand, it might be possible to regard in more detail the concept of Material Flow Analyses, which is designed to maintain management of material flows. Developing the theme of material flows, can be examined such tool of environmental management accounting as Material Flow Cost Accounting and existing management perspectives.