Offshore Wind Energy: Improving Project Development and Supply Chain Processes With Lean Principles

Journal, Vol. XXI, No. 1, 1-5, 2015
Submitted to Proceedings of the Directorate-General for Energy of the European Commission
Offshore Wind Energy: Improving Project
Development and Supply Chain Processes With
Lean Principles
Stavros Philippou Thomas1*, Iberdrola Renovables2
Abstract
This project scopes to investigate, analyze and implement lean technologies and methods to improve project
development efﬁciency and provide cost reductions in offshore wind energy investments. Logically all products
and services in the wind power industry involve a supply chain structure. Some of these upstream entities
and activities located inside this multi-directional framework are completely independent-autonomous of one
another while some are interrelated. This process through manufacturing, distribution, installation and operation
creates waste in terms of process time, cost and quality of service. Lean principles-when implemented-work
together to identify, mitigate or even eliminate the waste produced during the life-cycle of a wind power project
and simplify the processes with the highest value and quality. Through a complete lifecycle analysis and under
the plethora of the integrated supply chain processes, this project focuses on developing innovative solutions
and procedures to optimise offshore wind plants installation, operation and maintenance (O&M) as well as
decommissioning-repowering. Finally a set of tools and methodologies to remove supply chain bottlenecks,
address the associated transport, logistics and equipment challenges and improve project management are also
presented. It has been shown that the wastes such as inventory costs and defects have been reduced which
improves the overall project feasibility.
Keywords
offshore wind — supply chain — lean management — portfolio management — project development
*Corresponding author: stavros.thomas@anemorphosis.com
Contents
Introduction 1
1 Market Trends in Offshore Development 2
1.1 Distance to Shore . . . . . . . . . . . . . . . . . . . . . . 3
1.2 Installed Capacity . . . . . . . . . . . . . . . . . . . . . . 3
1.3 Offshore Development and Cost . . . . . . . . . . . . 4
2 Industry Structure and Supply Chain 4
3 Lean and Wind Energy 5
4 Project Life-Cycle and Lean Implementation 5
4.1 Research Methodology . . . . . . . . . . . . . . . . . . 6
5 Deﬁning the Lean Supply Chain Survey Questions 7
Acknowledgments 7
References 7
Introduction
Wind energy industry is one of the fastest growing segments
of the world economy and has a mandate to continue growing
for the next decades. The wind energy market is expected
to increase further following the technology innovations and
cost of energy reduction in terms of supply chain, operation
and maintenance strategies, siting methodologies, weather
prognostic models and project management.
With the enormous growth in offshore wind energy instal-
lations, there will be hundreds of billions spent worldwide
not only to develop and improve the massive wind energy
turbines and their associated ancillary infrastructure but also
to transfer, operate and maintain these sophisticated systems
deployed in shallow-water environments around the world.
The selection of sites for offshore wind farms in deeper waters,
further from shore, with high wind energy potential, extreme
weather and complicated seabed conditions, has contributed
to dramatically driving up the costs faster than the develop-
ment of new technology has been able to bring the costs down.
Strong offshore winds(gusts of perhaps 25mph/40kph+), long
wave periods and other meteorological phenomena such as
sea ice, icing, hurricanes, and lightning make the use of more
robust and reliable wind turbines necessary.
The major challenge for offshore wind is to continue to
bring down the cost faster without compromising plant reliabil-
ity, performance, safety or quality. New technologies and tech-
niques have enormously contributed to mitigate the related
costs of the industry. Tools and techniques including, cellular

Offshore Wind Energy: Improving Project Development and Supply Chain Processes With Lean Principles — 2/8
manufacturing, condition monitoring, productive-predictive
maintenance and six sigma have been recently adopted from
several companies in a multi-directional effort to mitigate the
CoE [1].
The pace of technological advancement and innovations
in this sector is far too rapid for even a cursory review of
the technology in this article. Perhaps the biggest hurdle to
overcome, before deploying offshore wind technologies, is
the supply chain responsiveness and efficiency including the
relatively high cost of energy, the mitigation of environmen-
tal impacts-especially for plants located in environmentally
protected areas-NATURA 2000, the technical challenges of
project installation, the maintenance procedures and grid in-
terconnection.
Broadly speaking, process improvement is the system-
atic, continuous and methodical approach to identify, layer
and finally eliminate process or system performance gaps
for improving the process of delivering service or services.
Conducting process improvement is a very effective way to
streamline project development procedures and establish re-
liability. When it comes to the related set of techniques and
methods associated with the improvement ideology, lean prin-
ciples can facilitate decision making and increase productivity
and business performance.
Lean, when properly implemented, allows operators and
manufactures to develop and manage projects faster and more
efficiently [2]. Many manufacturing companies have imple-
mented Lean Management principles in a plethora of ways to
suit their needs [3]. Lean principles implementation is recog-
nized as a widespread and highly versatile tool, adopted over
a wide range of organizations and manufacturing companies.
Toyota, Honda, Ford, John Deere, GE, Danaher, Mitsubishi
Heavy Industry-Vestas Offshore are just some of them [4].
Lean is a well established manufacturing technique to
achieve excellence in the auto-motive manufacturing industry
and a very promising methodology for the renewable energy
sector and especially for the wind power industry. LEAN-
WIND [5], a 31-partner consortium project (Logistic Efficien-
cies And Naval architecture for Wind Installations with Novel
Developments) has recently been awarded 10 million euro by
the European Commission to investigate the lean principles ef-
fectiveness and challenges to the offshore wind. The primary
LEANWIND project objective is to provide cost reductions
across the entire offshore wind plants life-cycle from the de-
velopment to the supply chain through the implementation of
lean principles.
“The LEANWIND approach will ensure that unnecessarily
complex or wasteful stages of the development process are
removed, flow between the required stages is streamlined,
quality is enhanced and thus overall cost and time efficiency
improved to enable the industry to bridge the gap between
current costs and industry cost aspirations. Properly applied,
lean management will improve quality, reliability and H&S
standards across the project supply chain and throughout the
wind farm lifecycle.”
Although other project optimization and portfolio man-
agement methods have been established, lean is emerging
as a preferred technique to develop new methodologies and
practises and not only to provide proposals for improvements
in a wind energy project. The design, complexity and scale of
an offshore wind energy plant is too complex to be designed
through small incremental improvements and experimental
methods for the CoE mitigation.
The technology used to provide reliable and cost effective
products requires thinking outside the box and implement-
ing the lessons learned from the past to provide innovative
strategies and plans through manufacturing, design, planning,
transportation, installation and operation. The supply chain
in the wind power industry requires the integration of tech-
nological processes and the continuous flow of the industry
synergies. The development of an integrated supply chain
should be designed to keep inventory investment as low as
possible while simultaneously maintaining an adequate sup-
ply of products to the construction sites for installation when
needed. Not weeks before, or weeks after, but on time.
By implementing state-of-the-art lean technologies and
tools new wind energy products and equipment could be pro-
duced in a cost effective way, the effects of unforeseen risks
could be also mitigated or even eliminated while the technical,
economic, operational, and schedule feasibility of the project
can be significantly improved.
1. Market Trends in Offshore
Development
The competition in the wind energy industry is a polysynthetic
phenomenon due to the fact that a number of traditional sup-
pliers to the automotive and oil industry have adapted their
services and tools to wind turbines and many Asian compa-
nies have taken up production of cheaper versions of various
components.
The industry has suffered from the global market recession
and increased supply chain competition-especially from China
and India. However, according to the 2014 Global Wind
Energy Outlook Report [6] released by the Greenpeace and
the GWEC a coming global bloom in wind power will be
driven by China as well as by steady growth in the United
States Mexico, Brazil, and South Africa. Also India and the
European countries are expected to continue to drive strong
growth momentum.
The aforementioned report examines three ”energy sce-
narios” based on projections used by the International Energy
Agency. The ”New Policies” scenario attempts to capture
the direction and intentions of international climate policy
while other two scenarios—”moderate” and ”advanced”—
which reflect two different approaches to increase wind power
deployment under stable economic market conditions and
policies standardization are also discussed. Figure 2 has been
adapted and simplified from the report to prove that all signs
point to continued and strong growth in demand for wind

Figure 1. Wind Energy Forecast Breakdown
energy projects.
Figure 2. Global Wind Energy Forecast
According to the ‘New Policies’ scenario, in which new
policies-regulations are established, economic framework and
incentives are optimized, the wind energy sector can represent
up to 9% of the global energy mix by 2020, and almost 20%
ten years later. Moreover, offshore wind is expected to be the
fastest growing segment in the global wind energy market with
average annual growth rates of around 30% from 2015-2020.
1.1 Distance to Shore
As offshore wind technology advances, wind resources further
offshore can be harnessed. Greater distances to shore usually
result in deeper waters. Fig. 3 shows that the average water
depth has increased throughout the years and it is expected
to continue [7]. The first projects registered low distances to
shore (¡ 10 km), while over the years, the average distance
to shore of the projects has been rapidly increasing. As il-
lustrated at Fig. 4 the average distance to shore of projects
commissioned between 2013-2015 was between 25-42 km[8].
Currently, the latest Offshore wind energy project located
the furthest distance from coast is the Global Tech 1. The
wind farm is located about 93 km north-west of the island of
Juist on an area of 41 square kilometers in water depths 39-41
meters, a distance circa 56 times higher than the modest 2.25
km of the Vindeby project.
Across Europe, approximately 80% of the resource is
Figure 3. Advanced Scenario - Wind Energy Forecast
located in water depths of greater than 60 meters while ap-
proximately 50% of the highest wind energy potential is de-
tected further than 100km from shore. It is therefore clear that
innovative technologies and methodologies deployment are
necessary perimeters to establish wind energy plants further
out to sea and in deeper water than other earlier adopters.
This is particularly applicable to remote areas on the At-
lantic Ocean-particularly in the southeastern part of the ocean-
and Mediterranean and Black Sea, where only a very small
proportion of the best wind resource lies in water depths where
offshore fixed-bottom wind turbine technology facilitate ex-
ploitation. As shown in Figure: 4 there is a clear trend for the
offshore wind industry to move to deeper waters and further
from shore. Thus, a reliable and flexible supply chain frame-
work is needed to satisfactory accommodate all the relevant
and required developments and accelerate wind turbine manu-
facturing, marine contractors, equipment suppliers and port
operators processes.
Figure 4. Planned Offshore Wind Farms
1.2 Installed Capacity
In 1991, the first offshore wind power plant with a total ca-
pacity of 4.95 MW installed 2.5 km off the Danish coast, in
Vindeby constructed. Twenty four years later, at the end of
July 2015 offshore wind capacity reached 8,759 megawatts
MW in Europe. Since the beginning of the decade, the share
of new offshore capacity in total new wind capacity additions
has been increasing. Between 2011 and 2012, the average

offshore project size was almost doubled from 116 MW to 289
MW-60 times higher than the offshore installation at Vindeby.
Offshore wind installations in 2014 were 5.3% less than in
2013, with 1,483.3 MW of new capacity grid. However, as
the demand for cheaper and more sustainable energy grows,
even more turbines will be required [9].
CommissionYear
Figure 5. Planned Offshore Wind Farms
1.3 Offshore Development and Cost
Offshore wind projects total installed costs have risen over
time (See Figure: 6) because as the distance increases the
complexity of the project increases due to the development,
transportation and O&M requirements. The average name-
plate capacity has increased, from 2.9 MW in 2007 to 8 MW
in 2015 (Vestas V-164) as larger wind turbines reduce installa-
tion costs per MW and can also help reduce the related O&M
costs because of the systems optimization and significant im-
provements in equipment service life. In addition to the latter,
larger W.T rotors and higher hub heights, boosting expected
capacity factors and thus, facilitate the installed costs miti-
gation. In fact, research shows [10] that the average rotor
diameter has increased by 86% since 1999. The average rotor
diameter ballooned to 164 meters in 2015, up from 71 meters
in 2011 and 81.6 meters in 2009.
2015euro/kw
Figure 6. Offshore Projects and Costs
Despite the continued technological advancements in the
offshore wind industry and the considerable technological-
tactical progress that the wind energy sector has made in re-
cent years, the average project Capital expenditures (CAPEX)
have been rising dramatically, resulting in concerns over the
economic feasibility of some large and deep-water projects
(See Figure: 7).
Figure 7. Offshore Wind CAPEX Costs
Wind turbines located on deep-water sites with complex
seabed characteristics/properties, potentially long-period de-
commissioning processes and severe weather conditions may
explain the increased capital required in terms of logistics,
grid connection and installation [11]. What’s more, the related
costs of recent large offshore installations increased due to the
higher perceived information asymmetries (wind forecasting,
availability, AEP uncertainties, wave and wind condition, etc)
and market uncertainties because of the stock-market volatil-
ity. Offshore plants located on deep water area also lead to
higher Operational and Maintenance (OM) costs which can
represent up to 30% of the total project CAPEX [?].
2. Industry Structure and Supply Chain
The rapid pace of offshore-wind energy projects around the
world is leading wind turbine manufacturers and O&M ser-
vice providers to search qualified, capable and experienced
business partners and suppliers to meet customer demands and
industry challenges. The relevant costs and risks associated
with transportation, logistics and delivery time combined with
the supply chain challenges, has created an opportunity for
manufacturers and supply chain providers to gain high market
share.
In less than a decade, gigantic shifts in wind power man-
ufacturing competence have created “an integrated supply
chain” for manufacturing competitiveness. Asia appears to be
a protagon among the world’s most competitive manufactur-
ing markets — and its likely to hold this position in the next
decades.
The development of a strong wind turbine supply chain
takes a predictable path once flexible and nimble supply chain
strategies for wind farm development are established. In the
early stages of a project, Original wind turbine and Equip-
ment Manufacturers (OEM) should set up their operations in
a location that provides good accessibility standards (distance
from shore, port facilities etc) - centralized enough to allow
access to multiple wind farm developments - while ensur-
ing maximum capacity availability and with a multi-skilled
workforce.
Tier 1 suppliers, including tower, blades, nacelle assembly

(OEM)
OriginalEquipment
Manufacturers
EXISTING
COMING
SpecializedSupply
ChainManagement
Figure 8. The Supply Chain Structure Transformation
manufacturers and crane components follow, and finally, sub-
component suppliers including nacelle components, control
systems, metal fabricators, foundation components condition
monitoring suppliers, enter the supply chain to support tier
1’s requirements and objectives.
However, the wind industry supply chain is rapidly under-
going change. Some years ago, the supplier structure to wind
turbine manufacturers was almost flat. During the past, the
majority of the companies in the supply chain was directly
related to the wind turbine manufacturers and regularly they
had only one wind turbine manufacturer as a customer. Thus,
there were limited interconnections and synergies between
sub-suppliers.
This has changed and the supply chain system is increas-
ingly organised in a more sophisticated tiered supply chain
structure [ See Figure: 8]. Nowadays, the supply chain rely
heavily on innovation, both in design and manufacturing meth-
ods and techniques. Wind power suppliers (tier one), design
and develop innovative solutions to achieve greater compo-
nent durability, longer service life and improved reliability as
well as more cost-efficient processes. Moreover, OEM’s take
on responsibility for more than simply providing parts and
components and increasingly become supplier of sub-systems
and services such as design, assembly and support to provide
more value and build more lasting relationships with the wind
turbine manufacturers.
3. Lean and Wind Energy
Global competition in wind energy techno-innovation and pro-
duction is intensifying. Suppliers, tenders, developers manu-
facturers and service providers are trying to take advantage of
the huge growth potential in this sector while their efforts to
improve the related services and procedures - under unstable
economic market environments and ever-changing regulation
frameworks-provide support for further growth within the
wind power industry as a whole.
The right mix of project planning, monitoring, and control-
ling methodologies, can establish the delivery of high-quality
projects on time, on budget and with high quality results.
Wind energy projects are no exception. Regardless of the
size or complexity, the success of managing an offshore wind
power project will most likely depends on the lessons learned
from the past and the available tools and methods to heuristi-
cally deal with the associated risks, hazards and uncertainties.
Although the techniques and tools vary dramatically in scale,
they share the potential to remove critical impediments to the
effective management of wind power projects.
Lean is an excellent manufacturing and administrative
technique to achieve excellence in the wind energy products
and services. What makes the implementation of Lean princi-
ples beneficial is the relentless focus on waste identification-
elimination and reduction in operating costs.
By significantly improving performance, optimizing ser-
vices responsiveness and dramatically reducing manufacturing
(including transportation and logistics) time, flexibility and
productivity are ensured while defects and variation phenom-
ena are mitigated. Especially for an industry like wind energy
where capital should be carefully managed and controlled to
attract and secure new investments-in economic viable and
technical feasible terms-lean tools are critically important.
Lean principles could be effectively applied for the entire
life-cycle process of an offshore wind energy project. From
deployment and installation to the development of novel O&M
strategies with the highest safety and quality standards.
However, the application of lean principles to the wind
power industry is greeted with much scepticism. To a cer-
tain degree this is true because industries such as wind - with
such as high volume and low variety of products and services,
long setup times and uncertainties because of the weather data
stochastic nature - are inherently more efficient and present rel-
atively less enthusiasm for improvement proposals when the
competitors use market intelligence techniques and procure-
ment excellence to mitigate the costs and gain even greater
share of this lucrative market.
This may explain why some managers hesitate to set new
performance objectives and standards by implementing lean
manufacturing tools and techniques to the traditional depart-
ment processes. As a real-life paradigm, it is difficult to apply
the cellular manufacturing concept [12] in an offshore wind
energy facility due to the fact that wind turbines are gigantic
and the ancillary infrastructure not easy to move. Ironically,
the wind power industry itself demands new technology, as
modern and high intelligence services required to go beyond
traditional technology solutions.
4. Project Life-Cycle and Lean
Implementation
Logically all products and services in the wind power industry
involve a supply chain structure. Some of these upstream enti-
ties and activities located inside this multi-directional frame-
work are completely independent-autonomous of one another

while some are interrelated. This process through manufac-
turing, distribution, installation and operation creates waste
in terms of process time, cost and quality of service. Lean
principles-when implemented-work together to identify, miti-
gate or even eliminate the waste produced during the life-cycle
of a wind power project and simplify the processes with the
highest value and quality.
This project scope is to investigate how the lean principles
can be adapted from the offshore wind and to evaluate their
implementation benefits at a specific industrial concern. The
research hypothesizes that there are several opportunities for
improvement and wastes removal in the offshore wind energy
industry if lean tools are used. Thus, to improve and optimize
the life cycle processes for an offshore project and drive an ef-
fective portfolio management, the principles of lean should be
hypothetically implemented at three separate levels: the Oper-
ational Tactics, the Strategic Planning and the Technological
Innovations (Figure 9).
OperationalTactics
VesselDesigns,
AccessibilityTechno-
logiesandMethods,
ConditionMonitoring
Storm ControlSystems
Foundation/Platforms
RisksAssessmentRisksAssessment
PrognosticMaintenance
VesselDesigns,
AccessibilityTechno-
logiesandMethods,
ConditionMonitoring
Storm ControlSystems
Foundation/Platforms
RisksAssessmentRisksAssessment
PrognosticMaintenance
Transportation
Logistics
ProjectLifeCycle
BudgetEvaluation
EconomicAnalysis
PortfolioManagement
Transportation
Logistics
ProjectLifeCycle
BudgetEvaluation
EconomicAnalysis
PortfolioManagement
Technological
Procedures
StrategicPlanning
O&M Strategy
EconomicModels
LogisticModels
InfrastructureSelection
ProjectStageEvaluation
UncertaintiesModeling
O&M Strategy
EconomicModels
LogisticModels
InfrastructureSelection
ProjectStageEvaluation
UncertaintiesModeling
AnemorphosisResearchGroupAnemorphosisResearchGroup
Figure 9. Project Life-Cycle Innovations
The outcomes of these three individual yet interconnected
stages, should provide the required inputs to the proposed
improvements strategies and tools for the entire supply chain
life-cycle. The proposed research activities include a series
of improvements in the design and installation procedures to
the associated O&M infrastructure and methodologies, and
supply chain progress in terms of inventory management and
procurement excellence. Finally the O&M strategies improve-
ments in terms of cost-effective development tactics to ensure
the maximum reliability and availability of the offshore wind
energy plants are also presented (Figure 10).
4.1 Research Methodology
Apart from the related costs mitigation, this project methodol-
ogy looks at the new ways to plan and design offshore wind
projects, transport components and equipment, manage and
organise port terminal assets more efficiently, adapt fixed and
floating turbine foundations to facilitate and accelerate in-
stallation and consider new technologies for the O&M and
portfolio management. But how Lean principles could be
used to achieve this optimistic scenario?
Lean attacks waste mainly by shortening the time between
the components manufacturing process and transportation to
the installation site. However, lean is not just implementation
of a set of tools; it is a synergistic system that requires think-
ing and thorough understanding of the industry. To evaluate
the proposed benefits of Lean a survey based on eleven in-
terviews with companies and organizations operating in the
wind industry has been conducted.
The companies represent different parts of the wind power
value chain, from W.T manufacturers and suppliers to Logistic
and O&M providers. All sizes of the wind power businesses
were represented in a balanced manner to assess whether the
size and type of firm would have an impact on the investi-
gation results. In addition, a questionnaire-survey has been
0% 40% 50%10% 20% 30%
<249millioneuro
250-500millioneuro
<2billioneuro
Figure 11. Annual Sales of Survey Respondents
conducted with wind power research scientists from European
academic institutions. Both, the interviews and the survey re-
sults reflect factors such as the diversity of wind power supply
chain which in other word means that different approaches
and methodologies applied.
OffshoreWindProjectEvaluation
LeanPrinciplesImplementation
Figure 12. Interviewed Companies’ Position

DesignandInstallation
Improvements
Planning
Construction
Development
Decommissioning
RepoweringRepowering
O&M Tools
andServices
Improvements
NewVessels
Helicopters
Cranes
HybridVesselsHybridVessels
SupportStructures
SupplyChain
Improvements
ProcurementExcellence
SetPerformance
Standards
IdentifyBottlenecks
LogisticsandInventoryLogisticsandInventory
Management
Configurationand
ChangeControl
O&M Strategies
Inprovements
ConditionMonitoring
Opportunistic
Maintenance
BoPManagement
AssetsIntegrityAssetsIntegrity
ResponseTime
RootCauseAnalysis
IntegratedLogistics
InfluenceonDesign
Manpowerand
Personnel
TransportLinks
SupplyChain
WarehousingWarehousing
Management
StrategicSourcing
Warehousingmanagement
ResearchResults
Acceptance
Testing
Validation
Implementation
IntegrationIntegration
Anemorphosis
ResearchGroup
MarketIntelligenceEvaluation
EconomicEvaluation
JobsCreation
CoEMitigation
AssociatedRisksAssessment
SupplyChainStandardization
LeanSixSigmaImprovementsLeanSixSigmaImprovements
ProcurementExcellence
ProposedStrategiesCommercialization
...
ResultsIntegration
Figure 10. CoE Mitigation for the Offshore Wind Energy Industry
5. Defining the Lean Supply Chain
Survey Questions
The Survey Questionnaire was designed to evaluate the ex-
isting offshore wind power investments planning processes
and to improve the synchronization and standardization of a
global supply chain framework. The related questions cover
the supply management principles and methods, IT integra-
tion, O&M strategies and production planning methodologies.
1. Would large firms differ significantly from smaller firms?
2. Would some industries be farther along in the Lean
journey than others?
3. Efficient or Effective Supply Chain?
4. What are the areas of overlap between Lean manufac-
turing and supply chain management?
5. How should manufacturing and supply chain profes-
sionals should respond to the challenge?
6. On what do they focus for an efficient Lean Supply
chain?
7. In which areas can firms partner with their suppliers
and customers, and what is the best way to approach a
shared Lean strategy?
8. What makes a Lean supply chain different from any
other supply chain?
9. How can a company deal with the scope of a global
marketplace and its supply chain, while retaining speed
and flexibility?
10. How can we eliminate wasted time, effort and materials
from all points in the supply chain?
11. How can a company meet the needs of a global mar-
ketplace without creating excessive work in process or
inventory held along the way?
Acknowledgments
References
[1] William A. Levinson. Lean management system
lms:2012: A framework for continual lean improvement.
Business and Economics, 2012.
[2] Glen Dennis Lucas Simmons, Robbie Holt. Lean imple-
mentation in a low volume manufacturing environment.
Industrial Engineering Research Conference, 2010.
DRAFT DOCUMENT

Wouldlargefirmsdiffersignificantlyfrom smallerfirms?
WouldsomeindustriesbefartheralongintheLean
imolementationthanothers?
EffficientorFlexibleSupplyChain?
WhataretheareasofoverlapbetweenLeanmanufacturingand
supplychainmanagement
Howshouldmanufacturingandsupplychainprofessionals
respondtothechallenge?
OnwhatdotheyfocusforanefficientLeanSupplychain?
WhatisthebestwaytoapproachasharedLeanstrategy?
WhatmakesaLeansupplychaindifferent?
Howcanweeliminatewastedtime,effortandmaterials?
AreyoufamniliarwiththeLeanPrinciplesinWindPowerI?
HowImportantistheInventorymanagement?
SupplyChainorLeanSupplyChain?
Noclearresponse
Clearresponse
Figure 14. Survey Response
Figure 13. Lean Supply Chain Attributes
[3] Ana Sakura Zainal Abidin Rasli Muslimen, Sha’ri
Mohd Yusof. Lean manufacturing implementation in
malaysian automotive components manufacturer. World
Congress on Engineering, 1, 2011.
[4] Lars Stehn. Applicability of lean principles and prac-
tices in industrialized housing production manufacturer.
Construction Management and Economics, 26, 2008.
[5] LEANWIND. Logistic efﬁciencies and naval architecture
for wind installations with novel developments. Construc-
tion Management and Economics, 2013.
[6] Global Wind Energy Council. Global wind energy out-
look — 2014. http://www.gwec.net, 2014.
[7] EWEA. The european offshore wind industry—key
trends and statistics 2013. Technical Report, 2014.
[8] LORC. Offshore installed capaicity trends. Technical
Report, 2015.
[9] Justin Wilkes Iv´an Pineda. Wind in power 2014 european
statistic. Technical Report, 2014.
[10] Statista. Rotor diameter size of wind en-
ergy turbines from 1990 to 2015 (in meters)*.
http://www.statista.com/statistics/263901/changes-in-
the-size-of-wind-turbines/, 2015.
[11] European Environment Agency. Europe’s onshore and
offshore wind energy potential—an assessment of envi-
ronmental and economic constraints. Technical Report 6,
2009.
[12] Isidro Durazo-Cardenas Patrick McLaughlin. Cellular
manufacturing applications in mro operations. 2nd Inter-
national Through-life Engineering Services Conference,
11:Pages: 254–259, 2013.

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