Lean Manufacturing Methodology Research Articles

The Implementation of Lean Manufacturing on Zero Waste Technologies in the Food Processing Industry: Insights from Food Processing Companies in Kosovo and North Macedonia

This study aims to investigate the impact of lean manufacturing (LM) practices in the food processing (FP) industries of Kosovo and North Macedonia. It focuses on examining the effects of LM practices on operational performance metrics and evaluating the challenges and opportunities in integrating lean principles with zero waste (ZW) technologies and sustainability objectives. A qualitative multiple case study approach was used to examine nine case studies from companies in Kosovo and North Macedonia, with four companies from Kosovo and five from North Macedonia. Semi-structured interviews, guided by themes derived from a comprehensive literature review, facilitated in-depth discussions on lean practices and their influence on operational metrics and ZW technologies. For analyzing the qualitative data, a thematic analysis approach was employed, involving a multi-step coding process that ensured a comprehensive exploration and interpretation of the data. The thematic analysis uncovered that LM practices, such as Just-In-Time (JIT), Total Productive/Preventive Maintenance (TPM), Statistical Process Control (SPC), and employee involvement, considerably improve efficiency, quality, and responsiveness. The results demonstrate a close relationship between LM practices and sustainability goals, especially in waste reduction and resource optimization. Identified challenges include organizational resistance to change and resource constraints, while opportunities for improvement were noted in employee involvement, supplier engagement, and continuous improvement initiatives. This study underscores the potential of LM methodologies to boost operational performance, foster sustainability, and tackle specific challenges within the industry, offering key insights for enhancing sustainable food production in both Kosovo and North Macedonia.

Improvement of transportation system through the Lean methodology application with the purpose of mitigating environmental impacts at the U.M. SUMMA GOLD CORPORATION [Mejora del sistema de transporte a través de la aplicación de la metodología Lean con el propósito de mitigar los impactos ambientales en la U.M. SUMMA GOLD CORPORATION

The purpose of this evaluation is to determine to what extent the improvement of the transportation process based on the Lean methodology reduces environmental impacts at the SUMMA GOLD Unit. The main focus of the analysis of this research is to know, define, measure and minimize the causes of errors generated in the material transportation process in a mining unit, which in turn identifies and reduces negative environmental impacts. This evaluation is carried out using the approach of the DMAIC tool (Define, Measure, Analyze, Improve and Control), which offers a solid structure for problem solving and goes hand in hand with the Lean Manufacturing methodology. The application of the Lean methodology and the proposal to improve a technological tool managed to increase the transportation performance of each area, from 19.95% to 31.32%, obtaining as a variation 11% improvement; This increases the amount of ore produced by 3094 on average per trip. It also allows increasing the fuel use cost reduction rate from 25% to 54.91%, obtaining an improvement of 30% which translates into a reduction of 1.9 gallons per hour with a decrease in costs of S/5,616.1.

USING THE LEAN MANUFACTURING METHODOLOGY TO IMPROVE THE QUALITY OF THE ENTERPRISE'S BUSINESS PROCESSES

Formulation of the problem. In the conditions of global competition, lean production acquires special importance. For enterprises all over the world, the only way to survive in the market is to produce goods and provide services that most fully satisfy the demands of consumers, while using advanced management methods and technologies. Lean manufacturing is one of the modern tools of production organization and management technology, which is used to improve the quality of products and services, the most complete satisfaction of consumer needs, while ensuring a careful attitude to the company's resources and their savings.
 The purpose of the study is the further development of methodological, methodical and practical approaches to the concept of Lean manufacturing to improve the quality of the enterprise's business processes.
 Research methods. The research used scientific methods, such as theoretical generalization, comparison, analysis, synthesis.
 Result. In the process of research, a comparison of traditional business management and the concept of lean production was made and revealed. that the concept of lean production has such advantages as the transition from centralized, vertical management to horizontal, involvement of all employees in the process, teamwork, focus on rational use of resources. The concept of lean production is aimed at eliminating the following main types of losses: overproduction of goods; waiting for raw materials, semi-finished products, necessary service information; unnecessary movement of materials; redundant processing steps arising due to errors in the design of business processes; excessive stocks and business processes leading to their occurrence; unjustified rotation of personnel in the work process; production of waste; underutilization of employees' creative potential.
 Conclusions. Six main elements and 52 components (requirements) of Lean manufacturing are defined based on the SAE J4000 standard for more successful application of lean manufacturing ideas in practice production to analyze the levels of implementation of lean manufacturing methodology components and elements. The main elements of the concept of lean manufacturing, the development and improvement of which should be focused on, are: company management and trust in it; enterprise personnel; information environment; chain "supplier – organization – consumer"; product; business processes. An important role in the concept of lean manufacturing is played by the 5S ordering system and the system of general maintenance of TPM equipment .
 Keywords: lean manufacturing; losses; flow of value creation; 5S ordering system; system of general maintenance of TPM equipment; SAE standard J4000.

Efficiency Unleashed: Lean Manufacturing Strategies in Analyzing the Plastic Packaging Production Process

The production process of plastic packaging plays a crucial role in modern manufacturing industries. PT. ABC, as a manufacturer of plastic packaging, strives to enhance production efficiency and productivity through the implementation of Lean Manufacturing methods. This study discusses the implementation of Lean Manufacturing within the plastic packaging production process at PT. ABC. The Lean Manufacturing methodology is employed to identify and reduce wasteful practices in the production process, aiming to enhance efficiency, quality, and customer satisfaction. The outcomes of this research provide insights into the impact of Lean Manufacturing implementation on optimizing the plastic packaging production process, yielding substantial benefits for the company and contributing to the development of a sustainable manufacturing industry. Consequently, this study holds the potential to make a valuable contribution to the field of Mechanical Engineering and General Engineering as a whole.

DIRECTIONS FOR INCREASING OPERATIONAL EFFICIENCY OF ENTERPRISES

This article discusses the main directions for increasing operational efficiency based on the lean manufacturing methodology and the theory of constraints.

Modeling Critical Success Factors of Lean Strategy in the Manufacturing Industry

This article aims to provide valuable new insights into organizations implementing Lean Manufacturing (LM) as a continuous improvement strategy, focusing on those which are reducing waste in order to increase their competitiveness. A statistical approach was used to model the causal relationships between LM Critical Success Factors (CSFs) to achieve this goal. We used an instrument which has been previously validated in the transportation equipment manufacturing sector in the Mexican manufacturing industry. The proposed hypotheses were subjected to empirical tests using the Structural Equation Modeling (SEM) technique. The results indicate that Top Management Involvement and Commitment, with Project Leadership as a mediator, contributes indirectly and significantly to the increase in the benefits of LM projects. In addition, it was observed that Customer Focus, Linking Lean to the Suppliers, and Training and Education directly influence the increase in the benefits of LM projects in the sector. These findings offer a frame of reference for manufacturing industries with similar characteristics to the sector in this study who wish to increase their benefits by developing projects using LM methodology.

Lean Manufacturing Practices Assessment Case Study of Automotive Company

Abstract Lean Manufacturing (LM) practices have gained popularity as a means to achieve high-quality products while reducing costs and delivery times. However, the implementation of LM can be challenging, with a high failure rate. This paper aims to explore the perspectives of employees and managers on LM practices implemented in an automotive company. The research involved primary and secondary data analysis, combining observation, interviews, and a questionnaire survey. The survey assessed knowledge and skills, impact on quality improvement, motivation, supervisor support, control, and engagement in LM development. The results highlight the importance of management commitment and support in achieving successful LM implementation. Moreover, the study emphasises the positive impact of LM practices on employee motivation and the overall quality of processes and products. The PDCA cycle emerged as the most impactful tool, along with other recognised tools like Poka Yoke, Andon, Kaizen, Visual Management, and the 5S method. The findings contribute to understanding the implementation and effects of LM practices, providing insights for companies seeking improvement through Lean Manufacturing methodologies.

A Model to Reduce Machine Changeover Time and Improve Production Efficiency in an Automotive Manufacturing Organisation

One of the key postulates of the modern automotive industry is the increase in production efficiency while minimizing costs. In the opinion of experts from the automotive industry, meeting this condition may be the first stage on the way to preventing waste generation and implementing a circular economy model. The article presents a case study of issues related to the lean manufacturing methodology in terms of the impact of shortening the changeover time of the assembly line on the overall production efficiency. The presented considerations focus on the optimization of the production process using the SMED (Single Minute Exchange of Die) technique of a selected spare part. From the point of view of the Lean Manufacturing concept, the main goal of the SMED technique is to increase the flexibility of responding to changing customer needs by shortening the changeover times and faster responses to changing orders. The article describes the stages of implementing the SMED method and its impact on the increase in the OEE (Overall Equipment Efficiency) index, which allows for the percentage recognition of the degree of machine park utilization, which is one of the key factors for assessing energy efficiency. In addition, the benefits that have been achieved by using this method in terms of time and economy have been presented. The theoretical aspects related to the method used were supplemented with its practical implementation in order to improve the changeovers in a manufacturing company in the automotive industry. Based on the obtained test results, an analysis of the effectiveness of the measures taken to reduce the changeover time was carried out. The use of the SMED methodology contributed to a significant reduction in changeover time—by as much as 291.4 s. The burden on operators was significantly reduced—the total time and number of operations performed by them (both internal and external) was reduced. Operator paths have also been shortened using simple procedures such as changing the layout of the lines and modifying the changeover tool trolleys and tool locking system at the stations. The presented research may be helpful in answering the question whether the implementation of the SMED idea may be the key to effective resource management and, at a later stage, to the implementation of the circular economy model. In addition, the research results can find their practical application among both manufacturers of spare parts and the vehicles themselves, considering introducing process changes on their production lines in order to increase production efficiency and implementing the idea of industrial sustainability.

Digital Standardization of Lean Manufacturing Tools According to Industry 4.0 Concept

Standardization is a key element in the effective use of lean manufacturing methodologies and tools for achieving process sustainability. Their combination is conducive to eliminating waste and improving the efficiency of production processes and guarantees the company that employees use the most efficient tools and do not waste time on unnecessary activities. These activities can be further improved by using digital solutions, in accordance with the concept of Industry 4.0. Therefore, the authors have developed the e-Lean system, whose task is to digitize selected lean manufacturing tools. The subject of this work is analysis of the functionality and effectiveness of the essential part of the e-Lean system in the form of specialized TPM (Total Productive Maintenance) software as an application. During implementation in a construction production company, the TPM application was tested by lean manufacturing and maintenance specialists. The research consisted of assessing the functionality and efficiency of processes in relation to conventional TPM solutions. Additional functionalities of the e-Lean system have been confirmed, such as systemic approval of machinery inspection, which requires passing all necessary steps at individual inspection points, direct access for supervisors to the results of inspection activities and their status, direct and easy access to photographic documentation of machines added during inspection both in optimization of working time and its course (e.g., the optimal number of steps taken by the employee during the inspection), as well as an efficient system of motivating employees (collecting points). The improvement in the effectiveness of processes was determined by measuring the control times for three control points (polymerization furnace, packing area, and defibering machines). The average control time was reduced from 16,200 to 13,923 s. Thus, thanks to the use of the application, it was found that the efficiency of using the TPM tool was increased by approx. 15% compared to previously used non-digital solutions.

Analysis of the Impact of Six Sigma and Lean Manufacturing on the Performance of Companies

AbstractMoroccan companies seek to be competitive worldwide by improving quality, productivity, and customer satisfaction. Lean Manufacturing and Six Sigma are the most popular methodologies for continuous improvement in companies. The objective of this article is to determine the impact of Six Sigma and Lean Manufacturing on the performance of different companies. The data was collected by a questionnaire sent to the various companies and industries in Morocco. 45 companies responded to this study, divided into several sectors. The criteria of this study are based on two levels: Financial and operational performance. A statistical study is carried out by SPSS software to analyze and interpret the collected results. The results of this study show that companies using Six Sigma and Lean Manufacturing methodologies have a positive financial and operational performance compared to companies that only use Lean Manufacturing or companies that do not use Six Sigma or Lean Manufacturing. Therefore, the combination of Six Sigma and Lean manufacturing is the ideal and perfect approach for the continuous improvement of different companies.

Research of the effectiveness of launching functionality in mobile applications based on big data

The issues of increasing the success of launching a new feature in mobile applications are quite acute, especially during the post-pandemic period, as a result of the implementation, development and improvement of technologies. This period of time has shown how much the market and consumer behavior has changed in terms of using mobile applications. This article discusses the definitions and issues of application and user engagement. The process of consumer engagement is described in detail. From the theoretical perspective, the concept of lean production, first described by Eric Rice, was studied and analyzed, and later was applied in practice at Innoforce, which is the developer of the mobile application called “Avtobys”. The survey method was chosen as the research method. A user base has been assembled for conducting interviews. Several semi-structured interviews with users were conducted to compile and test the questionnaire. The feedback received from the test group allowed us to change the wording of some questions. With the help of the company’s official resources, a call for the study was published. The development of the new feature took 3 weeks of working time. After one month a comparative analysis of the level of engagement, the number of engagement events per user and an analysis of the effectiveness of the concept was carried out. The results were obtained about the effectiveness of the lean manufacturing methodology using databases and business intelligence systems. As a final result, not only economic effect, but also an increase in engagement, events and key application metrics from the application of this concept in production was obtained. This work will help businesses to launch more successful functionalities in mobile applications with low production cost risks.

Optimization of a Government Medical Warehouse Using Lean Logistics Methodology

Quality methodologies that increase efficiency and productivity by reducing waste in time, overproduction, overstock, over process among others, are well known in the manufacturing sector, however, these methods that improve quality and reduce waste can be ideally used in all industries where processes where any type of process is carried out. Given this, in this research, an application of lean manufacturing methodology is presented, applied in a government medical warehouse, to optimize their processes and reduce the above-mentioned waste. Once the foundations of this project have been established the Lean Logistics methodology and the appropriate tools are presented and implemented in the government warehouse, then, the improvement is measured to demonstrate the functionality of the implementation of Lean Logistics in the mentioned warehouse. 

Additive manufacturing in the development of patterns and low-cost tooling for in-class manufacture

In this paper I present various approaches to low-cost tooling for the manufacture of small plastic objects as part of in-class technology and manufacture demonstrations. This is done with the utilisation of 3D printing in the prototyping and tooling processes. Although Additive Manufacturing and resin tooling is common practice in industry, what I do is link it to experimental teaching in the University environment, allowing students to engage with low-cost tooling and Lean Manufacturing methodologies within their own learning processes. With moulds being low-cost, it allows for more experimentation in the design process, inviting opportunities for experimentation and innovation. Various student projects and lectures will be presented and discussed.

УПРАВЛІННЯ ЗМІНАМИ В ПРОЄКТАХ ПІДВИЩЕННЯ ОПЕРАЦІЙНОЇ ЕФЕКТИВНОСТІ ГІРНИЧО-МЕТАЛУРГІЙНИХ КОМПАНІЙ

The article aims to delineate the implementation procedure for business process transformation projects in mining and metallurgical companies, utilizing Performance Management as a mechanism to amplify operational efficiency and attain desired outcomes through the application of change management tools. To ameliorate operational efficiency in metallurgical companies, the article proposes the execution of projects encompassing business process transformation and the adoption of programs that integrate lean manufacturing and product quality enhancement methodologies (Lean Six Sigma), in conjunction with other performance management measures. It is demonstrated that the effectiveness of such projects hinges upon the adept utilization of change management tools. Change management is underscored as a pivotal component of any endeavor aimed at enhancing operational efficiency, necessitating the utilization of appropriate change management tools tailored to each specific case. The article provides exemplifications of innovative approaches targeting the augmentation of operational efficiency in metallurgical enterprises through technological and process alterations, while also addressing the phenomenon of «resistance to change.» It presents a procedural framework for adopting a project-oriented approach to effectually transform business processes in the mining and metals sector. The article emphasizes that one of the primary challenges encountered by business process reengineering initiatives resides in the implementation of changes within organizational processes. Change management is deemed an indispensable element of any project aimed at enhancing operational efficiency. Furthermore, it asserts that change management can pose challenges for businesses, particularly those operating in dynamic environments characterized by evolving technology and requirements. It is proved that for the successful implementation of innovations in metallurgy, it is imperative to ensure effective communication with all stakeholders, including management, employees, customers, authorities and suppliers.

New Product Development of a Robotic Soldering Cell Using Lean Manufacturing Methodology

With the advent of manufacturing in Industry 4.0 and consumer demand, there has been a trend of mass customization of products. This customization requirement can only be achieved through the flexibility of manufacturing processes that are tailored to meet the quality standards of customers and the large volume of production in a short time. The increase of the production capacity is achieved through the processes of industrial automation of the manufacture which maintains the increased efficiency for the series production. This study was based on the Design for Six Sigma methodology (DMADV—Define, Measure, Analyze, Design and Verify) in order to determine the soldering process characteristics and how the soldering process can be automatized. When planning the implementation of a collaborative robot in a workstation in the production plant, the following must be taken into account: steps in operations that require the most time for the worker and/or that represent factors of physical and moral overload for him; the use of adequate precision fixing devices, delimitation of work areas, sensors as well as spaces for connecting the workstation to the electrical, hydraulic/pneumatic network and constant cycle time. The proposed solution can improve the productivity of the process by integrating advanced robotics and smart devices into the soldering line.

The synergy of Lean Manufacturing methodology in the context of Industry 4.0: An integrative review

Lean Manufacturing methods are used by industries that seek to improve their competitiveness through flexibility, cost reduction, product quality improvements and customer satisfaction. Still, the level of complexity and demand in the manufacturing industry is rapidly expanding, intensifying organizational problems. Industry 4.0 systematically employs state-of-the-art technological solutions, unlike Lean Manufacturing, which is firmly based on the human factor. With a qualitative approach, this study aims to explore the synergistic aspects between Lean Manufacturing and Industry 4.0 in an integrative review. The searches were carried out in the following databases: Web of Science, Scopus, Science Direct and IEEE, totaling 552 articles, of which 19 were selected after applying the inclusion and exclusion criteria. The results show that the technologies that stood out the most in Industry 4.0 with Lean Manufacturing are the Internet of Things, Big Data and Cyber-Physical Systems, making processes faster and more efficient when integrated. A theme identified in two studies was the presence of the Lean leader, who has Lean management skills and is recognized as a critical factor for the implementation of Industry 4.0, as it requires a broad view of the organizational process and the application of Lean tools.

Lean Manufacturing and Productivity in companies: A Bibliographic Review and Future Lines of Research

The Lean Manufacturing methodology can be applied in any type of company, whether production or service, in any area that requires changes, new strategies and constant analysis to see the situation in which it is leaving. Every company wants to be stable in the market, competitive and lower their costs without forgetting their objective, which is why they seek to improve their productivity in the production environment and the efficiency of their collaborators. A previous analysis of the situation is taken into account to recommend a Lean tool that is specified in the application with the aim of improving productivity. The objective of this literature article is to analyze the relationship between Lean Manufacturing and Productivity. In this way, it is concluded that Lean Manufacturing is applied and directly and significantly influences the Productivity of the area where the improvement of productivity is required with the use of Lean tools.

Implementation of the Lean Approach in the Context of the New Model of Medical Organization: Results and Prospects

BACKGROUND: Given the aggressive spread of the novel coronavirus disease, more active implementation of the lean production principles is necessary for the construction of a new medical organization (MO) model that can be more effective for the generalization of existing experience and development of ways to overcome arising problems.
 AIM: To identify key problems that arise during the formation of a new MO model based on a lean approach and to substantiate recommendations for overcoming them.
 MATERIALS AND METHODS: The depth of the implementation of the principles of lean production was examined through a content analysis of the activities of MO positioning themselves as regional leaders. A systematic assessment of the results of their activities was developed based on the criteria of a new MO model providing primary medical and sanitary care. Seven medical institutions from different regions of the Russian Federation, i.e., the Volgograd, KhantyMansiysk, Vologda, Belgorod, Kirov, Sevastopol and Vsevolozhsk, and Leningrad regions, were selected as study objects. Their geographical separation allowed identifying systemic problems in the introduction of the lean-manufacturing methodology and to present their generalized assessment. Trends in changing consumer preferences of MO patients were evaluated, the depth of the implementation of the lean approach in Russian MO was analyzed, the problems of creating a new MO model were identified, and the directions of overcoming them were determined.
 RESULTS: The content analysis of the depth of the successful implementation of MO activities identified the most frequently realized and completely unrealizable criteria of the new MO model. On this basis, three key problems of the application of the lean production principles in Russian medical institutions were identified: the lack of an integrated approach to the reorganization of activities, high formality of ongoing transformations, and insufficient involvement of all participants in providing medical services. These problems are possibly overcome by the following promising solutions: 1) informing medical staff about the results of alreadyimplemented projects and increasing the level of visualization in management, 2) preferential realization of shortterm, but effective projects, at the first stages, 3) application of the cascade principle of educating employees about the principles of lean production, 4) creation of a motivation system that supports continuous improvements, 5) expansion of the interaction between MO of different profiles, and 6) increasing the level of involvement of management, medical staff, and patients in MO processes.
 CONCLUSION: The results of this study indicate the high awareness of the need to apply lean thinking in the activities of a modern MO. The degree of implementation of the principles of lean production becomes a determining condition for increasing the efficiency of their activities and competitiveness in the market of medical services.

Methodology to Optimize Quality Costs in Manufacturing Based on Multi-Criteria Analysis and Lean Strategies

Manufacturing quality cost optimization is a priority in any manufacturing sector due to quality issues impacting companies’ reputations and has financial consequences. Quality costs are composed of tangible and intangible costs, however, only tangible costs used to be analyzed because there is no suitable methodology for measuring intangible costs. In this context, an innovative decision support system is developed with an empirical base, applying Analytical Hierarchy Process (AHP), Analytical Network Process (ANP), and Lean methodology to reduce all quality costs in an efficient way. In quality departments, perceptions, thoughts, and judgments (intangible costs) are not measured and controlled. This study develops an innovative methodology that allows to address this issue in an effective way. Another major innovation is the application of both multi-criteria methodologies to obtain the best combined result for decision making and the optimization of this result, developing an effort–impact matrix based on Lean manufacturing methodology. This system speeds up the decision-making process and assures its efficiency for quality department applications. Moreover, this decision support system may be applicable to any manufacturing sector.

Lean Manufacturing Methodology to increase the production

The production in the organization allows to satisfy the need of the, this process is influenced by various factors, therefore, it is necessary to manage properly. Implementing Lean Manufacturing and its various tools allows the organization to optimize its production, managing to reduce and eliminate tasks or activities that do not provide added value.