Internal mechanisms framework of lean implementation using the visual management systems

  • Koichi Murata Department of Industrial Engineering and Management, College of Industrial Technology, Nihon University, Chiba, Japan
Keywords: Lean management, Visual management, Theoretical framework, Control theory, Design science research


This paper proposes a theoretical framework of the internal mechanisms of a visual management system, which is one of the main schemes of lean management. The research method designs with Design Science Research which complements theory and practice. For theoretical side, the relevant tools are described using the graphical block diagram from control theory. For practical side, the implementation of the initial trial in this paper is also aimed at systematic design through the perspective of the proposed framework by collaborating with a chemical plant in proceeding with safety and effective operations. As the results, the control theory, which is one of the robust theories that strengthens the academic approach on visual management, is also used to develop the proposed framework. In the originality, this paper focuses on the internal mechanisms of the visual management system and implicates a representation of general system specifications and the possibility of diverse system development in an effort to better understand and improve such a system.

Author Biography

Koichi Murata, Department of Industrial Engineering and Management, College of Industrial Technology, Nihon University, Chiba, Japan

Koichi Murata is a professor of operations & production management at Nihon University, Japan. His interests include kaizen, lean management, visual management, knowledge management, sustainable supply chain. He has published articles in International Journal of Production Research, and Sustainability etc. He was interviewed for NHK and the Associated Press.


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How to Cite
Murata, K. (2021). Internal mechanisms framework of lean implementation using the visual management systems. International Journal of Industrial Management, 9, 1-14.