Halawa, F., Lee, I. G., Shen, W., Khan, M. E., & Nagarur, N. (2017). The Implementation of Hybrid MTS\MTO as a Promoter to Lean-Agile: A Simulation Case Study for Miba Sinter Slovakia. In IIE Annual Conference. Proceedings (pp. 1006-1011). Institute of Industrial and Systems Engineers (IISE).
In this article, Halawa et al. propose a hybrid lean-agile practice embed in a logistic simulation. They point out that even though there have been many models the address the implementation of such hybrids, such models have emphasized theoretical frameworks and limited practicality. The authors note that lean-agile logistics have gained popularity in recent years as a result of increased volatility of demand in many firms. They focus on the automotive industry as a prominent market that has been affected by such fluctuations. Therefore incorporating lean-agile practices help to reduce the challenges found in the markets. They, therefore, prose the implementation of a hybrid lean-agile approach, which is practical and boost success in manufacturing industries. This paper is useful for flexible manufacturing firms wishing to deviate from the standard logistics approach and embrace hybrid lean-agile practices for better outcomes.
Leite, M., Baptista, A. J., & Ribeiro, A. M. R. (2016). A road map for implementing lean and agile techniques in SMEs product development teams. International Journal of Product Development, 21(1), 20-40.
This article develops a guide to the implementation of lean approaches in the sector of SMEs, whereby challenges are explored and propose necessary drivers for effective implementation. To survive in the current highly competitive markets, firms need to formulate their products in a fast and effective manner while ensuring the value and sustainability of their products. Due to a change in global consumer characteristics, there has been a need to reduce the production cycle of their commodities to beat the deadline in presenting them to the market. The application of lean manufacturing tetchiness has faced challenges. This article suggests the implementation of lean approaches in the sector of SMEs. The authors employ a unique research methodology that integrates different strategies for their study, which produces superior outcomes.
Mishra, V., Samuel, C., & Sharma, S. K. (2019). Lean, agile, and leagile healthcare management–A case of chronic care. International Journal of Healthcare Management, 12(4), 314-321.
This article discusses the implementation of lean-agile practices in the healthcare setting. The Healthcare sector serves several people at the sometimes, thus putting smutch demand for resources. The goal to control the logistics operations while upholding the agility of the system. Leagile approaches in health care are a new field of study. Healthcare services are professional services whereby there is limited research in the applicability of leagility, particularly in addressing severe illnesses such as diabetes. The healthcare sector adopts lean-agile approaches to improve efficiency. The authors make use of a case study to show how the implementation of this strategy can be done. However, this research is limited to the health care setting for addressing cardio-diabetes patients and the results can on only aid in the leagility of cardio-diabetes only
Kalenda, M., Hyna, P., & Rossi, B. (2018). Scaling agile in large organizations: Practices, challenges, and success factors. Journal of Software: Evolution and Process, 30(10), e1954.
In this article, the authors seek to mitigate the barriers involved in scaling agile practices by using literature review as well as focussing on a well-established company assessing the most critical factors. The researcher s carried out a literature review to capture the essence of scaling practices, the barriers, and the accomplishments attained. The outcomes of the study revealed that the previous lean-agile experience, value unification, and management practices are critical issues in the success of agile approaches. Some of the challenges faced in the scaling process include resistance to change, quality control issues, and the incorporation into a setting with no prior agile experience. However, the results of this study were not conclusive. The challenges experienced require in-depth evaluation incorporating large firms to find more concrete solutions.
Maione, R., & Wilson, M. A. (2018, July). Synchronizing Systems Engineering and Implementation in Lean‐Agile Programs. In INCOSE International Symposium (Vol. 28, No. 1, pp. 490-502).
This paper gives an insight into how lean-agile strategies can be implemented with functional decomposition mechanisms. In the typical development structures, mission needs are functionally decomposed and assigned to particular subsystems. However, such a strategy brings about challenges in settings that operate with lean-agile approaches. Lean-agile engineers formulate systems of fast-expanding capacity, whereas system engineering personnel concentrate on the advancement of the whole systems as it was defined in the beginning. The resulting discrepancy of both momentum and viewpoint creates a disconnect and misunderstanding engineers and lean-agile developers. Instead of the two groups operating independently, they need to function as one team. Therefore implementation processes can be enhanced a process they call Mission Value Threads, which connect system engineer and lean-agile systems as well as improve collaboration between the two groups. This paper is essential, particularly on a sophisticated, massive software program whereby outcomes requires collaboration between teams.
Jyothi, V. E., & Rao, K. N. (2012). Effective implementation of agile practices-Incoordination with lean Kanban. International Journal on Computer Science and Engineering, 4(1), 87.
In this article, the authors endeavor to give insights into the implementation of agile technology in collaboration with lean kanban, which ensure smooth development. The paper lays bare the critical practices of corroboration of agile and lean Kanban as well as elaborate the strategies that can be viewed to minimize the defect rate during the process of software products to improve efficiency. In the functioning of agile use, involvement is given an upper hand whereby the right of the consumer is given priority. The authors seek to minimize development challenges and limit possible last-minute disappointments. They focus on how to decrease the defect frequency by being in close contact with the customers and operation in stages during the process of integration. The researcher showed that by working in this manner, high-quality software was produced.