Application Of Lean Manufacturing Principles Research Articles

Analysis of disruption factors at PT PLN Indonesia Power PLTU Banten 2 Labuan PGU using a grounded theory approach and pareto analysis of lean kaizen

The reliable and efficient availability of electricity is a crucial factor in economic and social development. PT PLN (Persero), through its subsidiary PT PLN Indonesia Power, is responsible for providing electricity, including operating the 2x300 MW Banten 2 Labuan coal-fired power plant. However, in 2022, the Banten 2 Labuan plant experienced 28 disruptions, leading to a decrease in production capacity from 4,838.4 GWH to 4,259.716 GWH per year. This study aimed to identify the factors causing these disruptions and the decline in electricity production capacity. A qualitative approach using the Grounded Theory method was employed, involving in-depth interviews with the Assistant Manager of Operation Planning and Control, the Assistant Manager of Maintenance Planning and Control, and the Assistant Manager of Public Relations and CSR of the Banten 2 Labuan plant, as well as field observations and document studies. Through open coding, axial coding, and selective coding, three themes emerged as causes of disruption: internal factors (frequency 14), external factors (frequency 9), and force majeure (frequency 4). Pareto analysis revealed internal factors as the most dominant, contributing to 51.9% of the disruptions, with equipment failure (frequency 11) being the most significant internal factor, contributing 40.7% to the total disruptions. Consequently, optimization of maintenance strategies, improvement of human resource competencies, and the application of Lean Manufacturing principles, including Predictive Maintenance, Preventive Maintenance, Corrective Maintenance, and Breakdown Maintenance within the framework of Reliability Engineering and Maintenance Management, are necessary to enhance the operational reliability of the Banten 2 Labuan power plant.

Strategies for economic sustainability: An empirical study on Muri, Mura, and Muda in the readymade garment sector

Achieving economic sustainability in the garment manufacturing industry necessitates the implementation of several strategic measures. Basic strategies like adoption of automation, utilization of sustainable energy sources, diversification of markets and products, enhancement of supply chain resilience, etc. lead to the attainment of economic sustainability in the garment manufacturing industry. Additionally, the underlying component of these strategies for ensuring economic sustainability is the minimization of process waste, which can be effectively achieved through the application of lean manufacturing principles, specifically targeting the elimination of Muri, Mura, and Muda. This strategic commitment ensures business longevity amid evolving industrial landscapes, fostering innovation and competitiveness. In emerging economies like Bangladesh, pinpointing precise approaches to reduce waste is vital. This study explores into Muri, Mura, and Muda in the RMG sector, utilizing Pareto analysis, Fuzzy theory, Total Interpretative Structural Modeling (TISM), and Matriced’ Impacts Cruoses Multiplication Applique an un Classement (MICMAC) analysis. After the initial identification of 21 (twenty) factors, Pareto analysis pinpointed the primary 16 (sixteen) factors. Subsequently, these factors underwent analysis through fuzzy TISM and fuzzy MICMAC. The results highlighted “Demand variation”, “Supplier variation”, “Workforce variation”, and “Energy supply variation” as the most crucial factors. The novelty of this study lies in exploring Muri and Mura factors in correlation with Muda employing the existing hybrid and effective methodology that combines Pareto analysis, Fuzzy MICMAC, and Fuzzy TISM methodologies. It offers fresh perspectives on their significance for economic sustainability in the garment sector. Prior research has not explored this integrated approach to reduce process waste by addressing Muri and Mura factors in emerging economies’ garment industries. This research is poised to significantly impact waste reduction in the RMG sector, enhancing competitiveness, appealing to environmentally conscious consumers, and ensuring industry standards adherence essential for sustained success. The contribution of this research is grounded in helping the practitioners and entrepreneurs in developing nations make strategic choices that will lead to the RMG sector’s resilience and, ultimately, economic sustainability.

REDUCING WORK IN PROCESS (WIP) USING LINE BALANCING TECHNIQUE IN MANUFACTURING INDUSTRY

For organizations looking to increase productivity and efficiency in the manufacturing sector, reducing Work In Process (WIP) is a crucial goal. The deployment of line-balancing techniques to accomplish this goal is the main topic of this research article. The introduction discusses the negative consequences of WIP, including productivity loss, leads times that are too long, and bottlenecks. The application of lean manufacturing principles, workflow optimization, WIP limits establishment, improved communication and collaboration, prioritization and sequencing of work, identification and removal of bottlenecks, and performance monitoring are just a few of the methods for reducing WIP that are covered. The importance of line balancing in maximizing efficiency, effectiveness, and productivity in manufacturing output is emphasized in the study. The literature review explores the use of worksharing and line-balancing approaches to increase productivity as well as the advantages of line-balancing in eliminating operational inefficiencies. The procedure for data collection and analysis, which includes calculating cycle time and takt time, is described in the methodology section. To reduce WIP and streamline processes, the suggested methodology advises allocating greater resources to bottleneck stations. The outcomes show how the suggested methodology works to decrease WIP and boost productivity. The paper concludes by comparing the advantages of line balancing in reducing workstations, cycle time, balance delay, idle time, and overall line length. Present. The references provided offer relevant studies on line balancing and assembly line basics. This research contributes valuable insights and practical implications for improving productivity and reducing WIP in the manufacturing industry.

Организация операционных процессов в фармацевтических лабораториях. Применение принципов бережливого производства. Часть 1

Организация операционных процессов в фармацевтических лабораториях. Применение принципов бережливого производства. Часть 1

Implementation of Total Productive Maintenance Principles for Quality Improvement in an Automotive Company

In the automotive field, the application of Lean Manufacturing principles has become a common practice in recent decades. One of the basic methodologies of Lean philosophy is the Total Productive Maintenance (TPM). The TPM includes a number of methods initially designed to ensure the continuous operation of the machines involved in the production process so that production is never interrupted. In this paper some of the most important steps in quality improvement by implementation of TPM in an automotive company are presented. It is described the monthly implementation extent of TPM indicators starting from 2014 until now, especially on the production lines of the factory. Finally, the major benefits of TPM principles implementation in the company are highlighted.

Improvement of refinery maintenance and mechanical services: application of lean manufacturing principles

Purpose: The aim of this paper is to show a successful improvement in operations with the implementation of lean manufacturing strategies in a Caribbean oil and gas company. Design/Methodology: Initially, a review of literature was performed on lean manufacturing (LM) tools. Then interviews and GEMBA walkthrough was carried out in the selected case organisation followed by the problems faced were analysed using value stream map (VSM) together with root cause analysis tools. At the end, future state VSM was developed and the benefits due to implementation of LM principles were quantified. Findings: The study revealed that a traditional approach is currently being used on the shop floor thus increasing the opportunity for hidden wastes between the processes as well as increased repair time due to defective equipment. The results concluded that improved shop floor utilisation, reduction in preparation time and hidden wastes were identified on the shop floor. Originality/value: The review of literature indicated that implementation of the lean principles in the Caribbean oil and gas sector has not been explored. Further, the study results provide a road map for similar organisations to achieve operational improvement but also is valuable for academic and research community for practical implementation of lean principles.

Improvement of refinery maintenance and mechanical services: application of lean manufacturing principles

Purpose: The aim of this paper is to show a successful improvement in operations with the implementation of lean manufacturing strategies in a Caribbean oil and gas company. Design/Methodology: Initially, a review of literature was performed on lean manufacturing (LM) tools. Then interviews and GEMBA walkthrough was carried out in the selected case organisation followed by the problems faced were analysed using value stream map (VSM) together with root cause analysis tools. At the end, future state VSM was developed and the benefits due to implementation of LM principles were quantified. Findings: The study revealed that a traditional approach is currently being used on the shop floor thus increasing the opportunity for hidden wastes between the processes as well as increased repair time due to defective equipment. The results concluded that improved shop floor utilisation, reduction in preparation time and hidden wastes were identified on the shop floor. Originality/value: The review of literature indicated that implementation of the lean principles in the Caribbean oil and gas sector has not been explored. Further, the study results provide a road map for similar organisations to achieve operational improvement but also is valuable for academic and research community for practical implementation of lean principles.

Application of lean manufacturing principles to improve a conceptual 238Pu supply process

The mission of the United States (U.S.) Department of Energy’s Pu-238 Supply Project is to rebuild capability to produce 238Pu at the kilogram scale in the U.S. This radioisotope is used by the National Aeronautics and Space Administration (NASA) to power deep space probes, and the supply is dwindling. It was last produced in the U.S. in 1988. A conceptual design of a 238Pu supply process is described that uses existing processes and facilities at Oak Ridge National Laboratory’s Radiochemical Engineering Development Center. The rate-limiting section of the conceptual process was analyzed using discrete-event system simulation to determine expected production rates, bottlenecks, and the effects of time delays on the production rate. Process alternatives were generated based on Lean Manufacturing principles, and those were examined and compared to the original process using simulation to identify better operating strategies.

The application of lean manufacturing principles to a national network of cellular therapy laboratories

helps to identify areas that accredited facilities need to improve and that FACT-JACIE needs to target for educational activities. Methods: Post inspection citations reviewed and approved by the FACT CT Accreditation Committee under the 3rd and 4th edition Standards were compiled for analysis. Drill-down analysis of the 4th edition data was performed and then compared to the 3rd edition. Results: A total of 114 inspection reports with 2505 citations were analyzed for the 3rd Edition and compared with 180 reports with 2434 citations for the 4th Edition. Under the 4th edition, the average number of citations in a single program was: 5 clinical, 2 marrow, 6 apheresis & 7 processing. The Quality management (QM) section was the most commonly cited under both editions. However, the percentage of QM citations dropped significantly from the 3rd to 4th edition within all parts of the program. Audits were the most common QM citation (17%) while qualification & validation, accounted for only 3&6% respectively. A significant increase in the number of citations between the 3rd and 4th editions was noted in the donor section (mostly related to informed consent & donor suitability), facility management and process control. Conclusions: QM programs of FACT-accredited facilities improved significantly between the 3rd and 4th editions of the FACT-JACIE Cellular Therapy Standards, possibly due to correction of deficiencies between inspection cycles and heavy emphasis of QM during FACT educational sessions. However, increased issues were noted for process control, in particular relating to donor evaluation and management. Assessment of commonly cited standards can guide future efforts to improve cellular therapy, such as educational sessions and in the development and organization of future editions of the Standards and their associated guidance.

South Africa's Industrial Expansion – The Role of Technology Transfer

The paper reviews South Africa's industrialization, the basis of its formation and to establish whether it can be expanded using technology transfer mechanisms principles. It also seek to draw comparisons from other industrialized countries and as a baseline, and take lessons on how these industrialized countries have achieved their secondary industrialization; hence they are known as the developed countries. It identifies the challenges faced by South Africa's current industrial base and recommend ways that could be meaningful in assisting it to be expandable. It also seeks to contribute to the existing body of knowledge on industrialization and technology transfer in advancing industry formation. It is also the intention of the paper to look at best principles outlined in operations management theories on how they could be of value in strengthening industrial formation and expansion. These principles include but not limited to the application of lean manufacturing principles, however they are not only applicable to the manufacturing sector but to any business optimization strategy. There will be emphasize on the role of the primary sector in South Africa's industrialization and the opportunities it ought to bring in strengthening and harnessing the success of the secondary sector formation. Keywords—Industrialization, Expansion, operations and Technology transfer.

Application of lean manufacturing principles to coal seam gas production

Themes covered: why lean; how lean manufacturing aligns with our business; the areas of focus for lean production; early results; and, the expected rollout going forward. This paper examines the application and alignment of lean manufacturing principles to CSG production at Arrow Energy. Arrow Energy is a vertically integrated energy provider with a focus on exploration and production of CSG. Implementation of lean manufacturing is a critical success factor for Arrow to deliver on its aggressive expansion targets. The lean manufacturing philosophy is not a new concept. Pioneered by Toyota, lean manufacturing has proven (if well implemented) to be able to deliver improvements in delivery, cost, quality and safety. In a commodity business all costs must be scrutinised and the focus on lean drives value for internal and external customers and allows practitioners to identify and remove waste from the system. While CSG production does not look like a traditional manufacturing business, the lean approach to continuous improvement does in fact apply. High volumes of repetitive work in areas such as well drilling, well completion and surface infrastructure deployment support the case for applying the philosophies of lean manufacturing. Long distances between work cells and variability of work conditions, not normally associated with traditional manufacturing, do present challenges; however, these challenges impact any type of improvement effort and the lean production principles can be readily adapted to these conditions. Early applications of lean philosophy have been applied to surface infrastructure deployment with a measured reduction in lead time of approximately 70%. Additional engineering and process redesign work is underway, which will provide additional improvement. The expectation is that over time Arrow will deliver a strong lean culture throughout the organisation, which will have a significant impact on the bottom line results.

Innovation Leading the Way: Application of Lean Manufacturing to Sample Management

Historically, sample management successfully focused on providing compound quality and tracking distribution within a diverse geographic. However, if a competitive advantage is to be delivered in a changing environment of outsourcing, efficiency and customer service must now improve or face reconstruction. The authors have used discrete event simulation to model the compound process from chemistry to assay and applied lean manufacturing techniques to analyze and improve these processes. In doing so, they identified a value-adding process time of just 11 min within a procedure that took days. Modeling also allowed the analysis of equipment and human resources necessary to complete the expected demand in an acceptable cycle time. Layout and location of sample management and screening departments are key in allowing process integration, creating rapid flow of work, and delivering these efficiencies. Following this analysis and minor process changes, the authors have demonstrated for 2 programs that solid compounds can be converted to assay-ready plates in less than 4 h. In addition, it is now possible to deliver assay data from these compounds within the same working day, allowing chemistry teams more flexibility and more time to execute the next chemistry round. Additional application of lean manufacturing principles has the potential to further decrease cycle times while using fewer resources.

A Simulation of Lean Manufacturing: The Lean Lemonade Tycoon 2

This article discusses the functions and effectiveness of games and simulations in the learning processes, in particular as an experiential learning methodology. The application of the game Lemonade Tycoon in the development of lean manufacturing concepts is described. This article addresses the use of the game to teach the principles of lean enterprise, including zero waiting time, zero inventory, scheduling, internal customer pull instead of push system, batch to flow, cut batch sizes, line balancing, and cut actual process times. Other outcomes of learning such as promoting communication and interaction, facilitating cooperative learning, encouraging peer learning and fostering teamwork are also discussed. Games and simulations are relevant in all of the four learning phases of experiential learning and have a very positive impact on the learning and future application of lean manufacturing principles. Games are especially relevant in the generalization and application phases by helping shift learner’s personal paradigms.

Using lean principles to streamline the quotation process: a case study

The quotation process tightly links the manufacturer and its suppliers and customers on a supply chain. An excellent record of successful quotes not only benefits trading partners, but also positions the manufacturer on the market in terms of its responsiveness, customer service, efficiency, and competitive pricing. In the existing literature, lean principles are generally applied to manufacturing only, this paper relies on a case study to show the application of lean manufacturing principles to the administrative function of the quotation process. In addition, the case demonstrates that electronic solutions are the best remedies for streamlining the quotation process to reduce the total cycle time – the basis for providing competitive prices and excellent customer service.

“Lean” service: in defense of a production‐line approach

The desirability of transferring manufacturing logic and practices to service operations, strongly advocated by Levitt (1972; 1976) in two classicHarvard Business Reviewarticles two decades ago, is now commonly challenged by both service researchers and practitioners. We defend a “production‐line approach to service” by arguing that services can “reindustrialize” by applying revised, progressive manufacturing technologies. We describe how services businesses such as Taco Bell, Southwest Airlines, and Shouldice Hospital have mastered what we call “lean” service ‐ the application of lean manufacturing principles to their own service operations. Overall, services tend to be innovation laggards, compared to manufacturing. Looking ahead, mass customization can be viewed as the convergence of service and manufacturing logic.