Lean Manufacturing Approach Research Articles

IMPLEMENTATION OF LEAN MANUFACTURING TO MINIMIZE WASTE IN THE PROCESS OF PLASTIC BOX 260 USING VSM AND AHP METHOD

Abstract one of the national manufacturing industry company engaged in the manufacture of military products with the resulting product is plastic box 260. To minimize the waste that occurs lean manufacturing approach is assisted by one of the tools in the concept of lean value stream mapping (VSM) aims to describe the overall Information from the flow of raw materials to finished products. Waste identification begins with the waste relationship matrix (WRM) and waste assessment questionnaire (WAQ) to determine the percentage of waste with the 3rd largest rank. Further analysis is done by analytical hierarchy process (AHP) aims to know the criteria of weighting from waste that has the highest ranking. The recommendation of improvement based on the analysis of waste with the 3 largest (unccessary inventory, overproduction, motion) and takt time calculation is to apply 5S, to apply forecasting, to add a working facility in the form of cooling room, to do maintenance activities such as preventive maintenance, addition of tools and machine, Setting laser machine, and layout design of production floor layout.

Implementation of lean manufacturing for frozen fish process at PT. XYZ

PT. XYZ is a company specialized in the processing of fishery products particularly in frozen fish fillet. The purpose of this research was to identify the type of waste and determine the recommendations of minimizing waste Lean manufacturing approach was used in the identification of waste by describing the Value Stream Mapping (VSM) and selecting tools in the Value Stream Analysis Tools (VALSAT). The results of this research showed that the highest waste that generated was the defect of leak packaging on fillet products with an average of 1.21%. In addition to defect, other insufficiencies were found such as: unnecessary motion, unnecessary overhead, and waiting time. Recommendations for improvements that given include reduction of time at several stages of the process, making production schedules, and conducting regular machine maintenance. VSM analysis shows reduced lead time of 582.04 minutes to 572.01 minutes.

Productivity improvement in the production line with lean manufacturing approach: case study PT. XYZ

The increaseing productivity is one of the competitive strategies that can be applied in a company in order to survive in an intense competitive presure. PT. XYZ is a textile industry manufacturing golf gloves and caddy bag. Every day, the company has a production target of 600 pieces per line. However, the desired target is not achieved that it will affect the delay in delivery of products to customers. In this research, a case study on implementing value stream mapping and Kaizen as the lean manufacturing concept is reported. The purpose of this study is to map the current production line, analyse and design the future value stream mapping by eliminating waste occured. It is obtained a lead time reduction as much as 440.4 seconds through eliminating 17 non-value added activities. Then, the output can be increased up to 21% which is equal to 502 pieces.

Lean manufacturing concepts in wet grinder assembly line through value state mapping

The current focus of modern manufacturing is to convert the raw material to the finished goods with zero wastage and at least-cost. Lean manufacturing approach is considered as a successful strategy that minimises the non-value added activities (waste). Value stream mapping (VSM) is one of the tools in lean manufacturing to understand the value added and non-value added activities in the entire system. Such approach has not been explicitly practiced in wet grinder manufacturing system. An attempt has been made in this paper to systematically evaluate current state mapping (CSM) and implement future state mapping (FSM) in a wet grinder manufacturing system. CSM describes the present VSM and other activities that influence it. CSM has been developed by careful observation of cycle time, change over time and non-value added activities. The objective of this study is to minimise the non-value added activities and achieve the required TAKT time. The FSM is arrived by incorporating various improvements in the assembly line.

Lean manufacturing concepts in wet grinder assembly line through value state mapping

The current focus of modern manufacturing is to convert the raw material to the finished goods with zero wastage and at least-cost. Lean manufacturing approach is considered as a successful strategy that minimises the non-value added activities (waste). Value stream mapping (VSM) is one of the tools in lean manufacturing to understand the value added and non-value added activities in the entire system. Such approach has not been explicitly practiced in wet grinder manufacturing system. An attempt has been made in this paper to systematically evaluate current state mapping (CSM) and implement future state mapping (FSM) in a wet grinder manufacturing system. CSM describes the present VSM and other activities that influence it. CSM has been developed by careful observation of cycle time, change over time and non-value added activities. The objective of this study is to minimise the non-value added activities and achieve the required TAKT time. The FSM is arrived by incorporating various improvements in the assembly line.

Integration of Lean Management Methods in Construction and the Building Information Modelling

The article is devoted to the analysis of the application of lean production methods in construction with the account of modern advances in information technology. Well-known lean manufacturing approaches integrate BIM and Internet protocols. This allows you to optimize both the design and performance phases of construction work, which contributes to the highest satisfaction of the customer's needs.

Analisis Penerapan Lean Manufacturing Pada Penurunan Cacat Feed Roll Menggunakan Metode PDCA (Studi Kasus PT. XYZ)

<p class="BodyAbstract">PT XYZ is a company that produce tools, machine parts, and special purpose machines. Based on data from the production department, there are some products with high defect and then need rework. This condition would be very harmful because it will increase the cost that should not be necessary. The research is to find the cause of the occurrence of this defect and then fix it. From the observation result showed that the production of feed roll component has a high defect rate which is 70.59% must be reworked, based on the data during January - September 2016. In October - December 2016 the improvement effort was done by using lean manufacturing approach and PDCA. The results of this improvement provide improved quality of the feed roll component so that the rework gradually decreases and eventually does not exist. Then the cost of production before the repair of Rp 668,694, - reduced to Rp 413,983, -. There was a significant decrease in production cost by 38%.</p>

Analysis of production flow process with lean manufacturing approach

This research was conducted on the company engaged in the production of Fast Moving Consumer Goods (FMCG). The production process in the company are still exists several activities that cause waste. Non value added activity (NVA) in the implementation is still widely found, so the cycle time generated to make the product will be longer. A form of improvement on the production line is by applying lean manufacturing method to identify waste along the value stream to find non value added activities. Non value added activity can be eliminated and reduced by utilizing value stream mapping and identifying it with activity mapping process. According to the results obtained that there are 26% of value-added activities and 74% non value added activity. The results obtained through the current state map of the production process of process lead time value of 678.11 minutes and processing time of 173.94 minutes. While the results obtained from the research proposal is the percentage of value added time of 41% of production process activities while non value added time of the production process of 59%. While the results obtained through the future state map of the production process of process lead time value of 426.69 minutes and processing time of 173.89 minutes.

Desain Lean Production Dengan Aspek Sustainability dan Logika Fuzzy pada Value Stream Analysis Tools

This article measures and identifies waste and designs alternatives to reduce waste in one SME in Yogyakarta, thus increasing efficiency. The lean manufacturing approach uses Value Stream Mapping that applies sustainability concepts. The research methodology used in this research is case study strategy. Based on the analysis of Current State Mapping there are many activities that are not important and should be reduced. The sustainability aspect in Gendhis Bag covers the environmental aspect with a 10% limit on skin waste and 15% for PVC waste. Energy consumption for production is 750 watts and labor cost is Rp 32,800 per unit. Safety operators have a very small accident rate, while the largest Physical Load Index score is in the cutting department. Future state VSM shows that NNVA and NVA time can be significantly reduced and lead time can be reduced, so production can increase 12 units per day.

Lean Manufacturing Approach as A Means of Improving Callaway Diablo Golf Glove Production Systems

This study was aimed to provide suggestions for improvement of the value stream, which was illustrated using Value Stream Mapping through the reduction of wastes. The measure of improvement was focused on the process cycle efficiency (PCE) of the Callaway Diablo golf glove production systems at Adi Satria Abadi limited company. At the initial condition of Value Stream Mapping, the identified wastes were inventories, delays, transports, and defects. Those four wastes were then mapped using Value Stream Analysis Tool (VALSAT). The process cycle efficiency (PCE) value of the initial condition was equal to 5.06 %. The improvement formulations for the proposed Value Stream Mapping were made by determining optimal crew size, work-cell design, Kanban design, and idea of autonomation. The improvement formulations of the proposed Value Stream Mapping could reduce work in process (inventories) of 57.81 %, delays amounting to 55.52 %, and transportations between work stations at 52.54 %. The company’s PCE increased by 12.06 %.

A Novel Methodology to Integrate Manufacturing Execution Systems with the Lean Manufacturing Approach

In order to deal with global competition, industries have undertaken many efforts directed to improve manufacturing efficiency. From a broad perspective, two possible approaches are the adoption of lean manufacturing methodologies or the implementation of information tools: for several years, these two approaches have been assumed to be mutually exclusive. The present work aims to define a methodology to support developers and practitioners in the integration of Manufacturing Execution Systems with the lean manufacturing approach. A case-study in the field of aeronautics is presented to validate the method.

Similarities of lean manufacturing approaches implementation in SMEs towards the success: Case study in the automotive component industry

Nowadays, manufacturing companies are striving for a better system like lean manufacturing (LM). The primary objective of LM is to identify and eliminate wastes. LM can be applied successfully in all industries providing a full understanding of lean ingredients i.e. concept, principles, and practices. There are a lot of practices which are necessary to be implemented in order to gain full benefits of LM. However, small and medium enterprises (SMEs) are lack of knowledge in LM and facing difficulties to adopt all of the LM principles. Therefore, it is necessary to the researchers to come out with a simple guideline for LM implementation. The objective of this paper is to explore the journey of LM implementation including preliminary, in process and post of LM. This research was conducted through multi-case study research. There were four SMEs and two large companies. The gathered information shows that the preliminary stage of LM implementation is similar to each other including large companies. The result shows SMEs still have a potential to success in LM. This finding might give an opportunity to SMEs to prepare the basis for LM implementation effectively. As a result, SMEs able compete in the competitive global marketplace and strive for world class performance through implementation of LM.

PERBAIKAN KINERJA OPERASIONAL INDUSTRI PENYAMAKAN KULIT DENGAN PENDEKATAN SUPPLY CHAIN DAN LEAN MANUFACTURING (KASUS INDUSTRI KULIT SUKAREGANG)

The industrial sector drive the economy. One of the sub-sectors that have economic potential is a leather and leather garment industry. But the leather industry conditions generally inefficient. In recent years the leather industry there are obstacles to lack of supply of raw materials, and industrial utilization rate is low. Supply of raw materials depend on import of raw leather, medium leather industry utilization during 2010-2015 an average of 50.13%. The low utilization rate reflects the performance of inefficient operation. Responding to the above problems, the approach to lean manufacturing and supply chain management can be applied to improve the performance of the industry. Lean manufacturing in an effort to minimize the efficiency of industrial activities that are not value-added. For the next lean manufacturing approach integrated into industrial relations by the method of Supply Chain so hopefully improve industrial performance and add value. The study begins with business process mapping methods Integrated Definition for Function Modeling (IDEFA˜) to identify business processes factually. From the analysis of the process bisniskemudian mapping value chains and identification of critical processes in the leather industry. Furthermore, in design improvements with Lean manufacturing, refers to the concept of value-stream mapping to identify non-value added activities in industrial systems.

Revisão sistemática da literatura com análise bibliométrica sobre estratégia e Manufatura Enxuta em segmentos da indústria

Resumo O processo produtivo das indústrias cada vez mais ganha importante participação na construção de benefícios competitivos às empresas. Considerando a importância da Estratégia de Produção alinhada às operações como prioridade para a conquista de resultados positivos, uma reflexão teórica por meio de pesquisa exploratória e bibliográfica busca analisar a Manufatura Enxuta como uma Estratégia viável às operações, e uma segunda etapa objetiva a identificação da Estratégia de Produção Enxuta adotada pelas empresas nos vários segmentos de atuação. A problemática está em identificar e, possivelmente, afirmar que a Manufatura Enxuta aborda e pode ser o modelo viável para a realização da Estratégia no processo de manufatura para as organizações e para as usinas de açúcar e etanol do segmento sucroenergético.

PENERAPAN LEAN MANUFACTURING UNTUK MENINGKATKAN KAPASITAS PRODUKSI DENGAN CARA MENGURANGI MANUFACTURING LEAD TIME STUDI KASUS: PT ORIENTAL MANUFACTURING INDONESIA

PT Oriental Manufacturing Indonesia is a company engaged in the manufacturing industries that produce plastics components for the automotive industry. The main problem that occurs is the target production of Final Assy. Front Door is not reached as a manufacturing lead time (MLT) is too long.The purpose of this research is to reduce the Manufacturing Lead Time (MLT) so that production targets can be achieved. Lean Manufacturing approach used to reduce the waste that occurs. The first step is to create Value Stream Mapping (VSM), which describes the overall process. From the VSM waste can be identified in the some activities (changeover mold) and one activity (final inspection). MLT improvement performed by using Single Minute Exchange of Dies on mold changeover activity and Left Hand Right Hand Mapping on the final inspection process. As the result of improvement, the value of process cycle efficiency has increased by 11.35% from 36,88% to 48,55%. Manufacturing Lead Time has decreased from 35.327 seconds to 26.834 seconds.

Relationship establishment between lean manufacturing and supply chain characteristics to study the impact on organisational performance using SEM approach

This research study integrates the two approaches and depicts their combined effect on manufacturing organisational outcomes. This paper includes the design of the theoretical model using the structural equation modelling approach that explains the lean manufacturing and the supply chain characteristics have the impact on the organisational performance. The evaluation of the model is done in AMOS 20 software using the data collected through the survey questionnaire from the industry experts. This study provides the valuable insights for the researchers and the practitioners whose research, especially seeks in the area of improvement in organisational performance. The present work reveals the impact on organisational performance by coupling the lean manufacturing approach in the organisational supply chain, i.e., operational excellence; enhance customer services; optimum resource utilisation and ultimately, the strategic excellence etc.

A Proposal Simulation Method towards Continuous Improvement in Discrete Manufacturing

In kaizen improvement projects, the stages of analysis, and application of the proposed improvements are often a trial-and-error cycle carried out by direct experimentation. This feature is a major source of uncertainty in resource dimensioning. This paper presents the design and development of a sequence of activities that emphasizes the application of simulation capabilities as a tool to aid the continuous improvement process at discrete manufacturing, in the context of the Lean Manufacturing approach.

A value stream mapping and simulation hybrid approach: application to glass industry

This paper introduces a condensed version of lean manufacturing implementation toward improving manufacturing processes in a small to midsize glass fabrication company in Jordan. While the company suffers from long manufacturing lead times and unbalanced production line, it is almost impossible to convince the traditional administration of this small to midsize manufacturing plant to adopt the completely revolutionizing, costly, and risky (at such level) lean manufacturing approach. Therefore, a much lower cost and verified scheme of enhancement is provided. The scheme starts with value stream mapping (VSM) to visualize the process flow as well as identify production status and any potential alerts. Then, the scheme employs a discrete event simulation model to accurately estimate the impact of these potential alerts. The results of the simulation is then used to identify all the possible primary and secondary bottlenecks using multiple approaches such as utilization method, waiting time method, and scenario-based method. An improving algorithm is then utilized to systematically suggest changes aiming to relieve the system and produce a better manufacturing lead time and/or increase its throughput taking into consideration feasibility. These changes are evaluated each time using a modified simulation model. Not only did the implementation of the prescribed scheme in the glass fabrication company revealed a hidden bottleneck, but also the suggested changes reduced the manufacturing lead time by 6 % and increased the performance of the primary bottleneck by 32 %. Finally, the computerized relative allocation of facilities technique (CRAFT) was used to identify the optimal layout of the expanded system.

Stochastic economic lot sizing and scheduling problem with pitch interval, reorder points and flexible sequence

This paper presents a solution for a class of the stochastic economic lot sizing scheduling problem that is typical of the replenishment pull system proposed by the lean manufacturing approach. In this class, lots of any product are produced in fixed intervals called pitch. The proposed solution uses flexible production sequences and reorder points that are compatible with the concepts of supermarket and level production. It adopts the queuing discipline obtained from a fluid model that approximates the stochastic process of arrival and production orders. Given the queuing discipline, an iterative algorithm returns a near-optimal solution for the system. The proposed approach allows us possible to differentiate inventory cost and service levels by product, and the stock required is lower than that required by the discipline ‘first stock out, first out’. The algorithm is fast and stable, allowing its frequent use in real-world instances.

REDUCING WASTE DENGAN MENGGUNAKAN PENDEKATAN LEAN MANUFACTURING

PT. XYZ is one of some cigarette companies in Indonesia. In producing cigarette, the firm requires a material named “etiket” which is produced by printing division for internal consumers of PT. XYZ. merupakan salah satu dari beberapa produsen rokok di Indonesia yang telah dikenal masyarakat. In order to produce “etiket”, there are some wastes occurred. One of wastes occurred in printing division is product defects. This paper attempts to identify wastes in the division of printing using Lean Manufacturing approach by applying Value Stream Mapping (VSM) method. The results from Cause Root analysis found that the problems caused the defects in production process. It shows that the most wastes occurs in the printing division are product defect and waiting time. The product defects are caused because there is no standard applied in processing the product and poor inspections by management, while the causes of waiting time wastes is because of lack of carrier and no standard in each process. The recommendation can be suggested to the company are adding some carrier (product’s transporter), creating process standard in each process. Keywords : Lean Manufacturing, Value Stream Mapping, Value Stream Analysis.