Jishuken as a Lean Manufacturing learning strategy
an example of application in the textile sector
DOI:
https://doi.org/10.5433/2236-2207.2025.v16.n2.51143Keywords:
Industrial processes, Lean Production, Production management, Teaching-learning process, ProblemsAbstract
Although lean manufacturing concepts have been applied since the 1950s, some tools have been little explored in both business and academic circles. In order to fill this gap, this article aims to analyze jishuken, particularly its concept and how to apply it strategically in organizations. The methodology was a systematic literature review in the databases Science Direct, Engineering Village, Scopus and Springer, using the keyword jishuken, and 16 articles were analyzed. We also carried out an action research in a textile factory in Brazil. As for the results, there is a definition of jishuken, which means solving problems together with the supplier, and the eight steps to implement it, as well as the associated benefits. We also found that, in the textile industry, this term is used in a similar way to kaizen, but this terminology is not used. Although its first publication was in 1993, this tool is still not applied in a systemic, structured and standardized way. The novelty of this research is to contribute guidelines for the implementation and dissemination of the jishuken tool integrated with lean manufacturing, thus generating value for researchers and companies. Furthermore, the application of the eight steps in the textile industry to the problem of stained knitwear reinforces the concept of jishuken and that the results can be disseminated to other sectors, reinforcing the lean foundations of critical thinking, waste reduction and innovation.
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