Lean Manufacturing Principles Research Articles

A maturity model for assessing Digital Green Lean leadership and culture implementation in manufacturing companies

Lean Manufacturing is continuously transforming in the era of Industry 4.0, merging digital technologies with conventional manufacturing processes focusing on sustainability through Circular Economy principles. This evolution of Business Systems has led to the newly formulated term ‘Digital Green Lean’, which contains the synergy between Lean Manufacturing, Digital transformation, and Sustainability principles. The research is driven by the need for a maturity assessment for leadership and business culture, enabling companies using Lean Manufacturing principles to evaluate their readiness and alignment with the principles of Industry 4.0 and Circular Economy. Organizations must adapt their Lean practices to remain efficient, digital, sustainable, and competitive. Method/Findings – The article consists of a literature review on maturity assessment, with the keywords Industry 4.0, Circular Economy, Lean Culture, Lean Leadership, and theoretical development for the maturity assessment, including evaluation criteria. The assessment includes (1) three dimensions, ten subdimensions, and 38 systems for Digital Green Lean Business Culture and (2) four dimensions, 19 subdimensions, and 43 skills for Digital Green Lean Leadership, to be evaluated in a developed five maturity levels. Implications – This research includes the first development of a maturity prescriptive and comparative assessment for companies to assess, compare, and develop action plans in their Lean journey within the context of Industry 4.0, Circular Economy, Lean Culture, and Lean Leadership, as part of the new integrated Digital Green Lean (DGL).

Integrating Industry 4.0 and Lean Manufacturing for a Sustainable Green Transition: A Comprehensive Model

The integration of Industry 4.0 (I4.0) technologies and Lean Manufacturing (LM) principles has emerged as a significant strategy for industries seeking to improve precision, customization, competitiveness, and environmental sustainability. However, existing literature lacks a comprehensive model that incorporates these approaches and guides companies towards a green paradigm (GP) transition. This study aims to address the gap in literature by developing a comprehensive model that integrates I4.0 and LM practices and examines how this integration can enhance companies' ability to achieve a green transition. A Systematic Literature Review was conducted to identify 27 critical variables related to I4.0, LM, and GP. The ISM-MICMAC method was applied for analysis. Validation of the model was performed through interview with a sample company. The developed model provides a comprehensive framework for integrating I4.0 and LM practices to facilitate companies' transition towards environmental sustainability. The analysis revealed critical variables and their interactions, highlighting areas of focus for organizations aiming to adopt a green paradigm. The integration of I4.0 and LM practices offers significant potential for enhancing companies' ability to achieve environmental sustainability goals. By identifying critical variables and their relationships, this study provides valuable insights for organizations seeking to navigate the transition towards a green paradigm. This research contributes to the existing literature by presenting a novel model that bridges the gap between I4.0, LM, and environmental sustainability. The findings offer practical guidance for industries aiming to leverage technology and operational strategies to address sustainability challenges.

Cross-industry frameworks for business process reengineering: Conceptual models and practical executions

Cross-industry frameworks for business process reengineering (BPR) have emerged as pivotal tools in enhancing organizational efficiency, agility, and competitiveness across diverse sectors. These frameworks amalgamate conceptual models with practical executions to streamline operations, optimize resource allocation, and foster innovation. This review delves into the essence of cross-industry frameworks for BPR, elucidating their conceptual underpinnings and real-world applications. At the core of cross-industry frameworks lies the recognition that business processes transcend sector boundaries, encompassing common elements such as customer interactions, supply chain management, and operational workflows. Conceptual models form the foundational framework by articulating key principles, methodologies, and best practices for BPR initiatives. One prominent conceptual model is the Business Process Reengineering (BPR) methodology, which advocates for radical redesign rather than incremental improvement of processes. This approach emphasizes fundamental questioning of existing practices, aiming to achieve dramatic enhancements in efficiency, quality, and customer satisfaction. Another influential model is the Capability Maturity Model Integration (CMMI), which provides a roadmap for organizations to systematically improve their processes by advancing through defined maturity levels. Practical executions of cross-industry frameworks entail the translation of conceptual models into actionable strategies tailored to specific organizational contexts. This involves a multifaceted approach encompassing process analysis, stakeholder engagement, technology integration, and change management. Process analysis entails mapping current workflows, identifying bottlenecks, and pinpointing areas for optimization. Stakeholder engagement is crucial for garnering buy-in and fostering a culture of continuous improvement. Technology integration plays a pivotal role in modern BPR initiatives, leveraging digital tools such as business process management (BPM) software, data analytics, and robotic process automation (RPA) to streamline operations and enhance decision-making. Moreover, emerging technologies like artificial intelligence (AI) and blockchain offer new avenues for process innovation and optimization. Change management constitutes a critical component of practical executions, as BPR initiatives often entail significant organizational transformation. Effective change management involves communication, training, and leadership support to mitigate resistance and facilitate smooth transition. Real-world applications exemplify the effectiveness of cross-industry frameworks in driving tangible business outcomes. Case studies spanning diverse sectors, including manufacturing, healthcare, finance, and retail, demonstrate how organizations have leveraged BPR to achieve breakthrough improvements in efficiency, cost reduction, and customer satisfaction. In the manufacturing sector, for instance, companies have adopted lean manufacturing principles to streamline production processes, minimize waste, and enhance flexibility. In healthcare, BPR initiatives have led to streamlined patient care pathways, reduced administrative burdens, and improved clinical outcomes. Financial institutions have leveraged BPR to optimize loan approval processes, mitigate risk, and enhance regulatory compliance. Similarly, retailers have utilized BPR to optimize supply chain management, enhance omnichannel capabilities, and personalize customer experiences. Cross-industry frameworks for business process reengineering represent a potent paradigm for organizational transformation in today's dynamic business landscape. By integrating conceptual models with practical executions, these frameworks empower organizations to enhance operational efficiency, drive innovation, and maintain competitive advantage across diverse sectors.

Investigating the influence of lean manufacturing approach on environmental performance: A systematic literature review

AbstractThe growing emphasis on environmental sustainability has drawn considerable attention from both academia and industry practitioners. Factors such as escalating energy costs, heightened environmental degradation, and a burgeoning market demand for eco-friendly practices have compelled businesses to reassess their strategies through a green lens. Given that Lean principles are rooted in optimising operations to minimise waste across design and production processes, their synergy with the green paradigm is evident. However, despite the intuitive connection between Lean methodologies and environmental sustainability, the scholarly exploration of their impact remains largely underdeveloped. This research seeks to bridge this gap by conducting a comprehensive systematic literature review to dissect the current understanding of Lean manufacturing practices and their influence on environmental sustainability performance. The selected papers were meticulously screened and grouped into three clusters using the PRISMA diagram methodology. The primary objective was to discern the tangible effects of Lean practices on eco-efficiency performance and explore integrating Lean manufacturing principles with broader sustainable manufacturing approaches. A structured matrix was created to categorise and visualise the identified impacts gleaned from the initial articles. Nevertheless, the review revealed significant gaps in understanding, particularly regarding the factors that shape the efficacy of Lean manufacturing tools in enhancing eco-efficiency performance. The findings underscore the need for further research to unravel these complexities and delineate the mechanisms through which Lean practices contribute to environmental sustainability. Several avenues for future research have been delineated, focusing on how Lean manufacturing practices can be leveraged to support eco-efficiency performance effectively. While the preliminary findings shed light on the promising intersection between Lean principles and environmental sustainability, they also underscore the imperative for continued scholarly inquiry to unlock the full potential of Lean methodologies in fostering a greener industrial landscape.

SUPPLY CHAIN INTEGRATION IN MANUFACTURING: A COMPARATIVE REVIEW OF USA AND AFRICAN INDUSTRIES

Supply chain integration is a critical aspect of modern manufacturing, playing a pivotal role in enhancing efficiency, reducing costs, and improving overall performance. This paper provides a comparative review of supply chain integration in manufacturing between the United States (USA) and African industries. The study aims to shed light on the similarities, differences, and potential areas for improvement in both regions. In the USA, manufacturing industries have long embraced advanced technologies and adopted sophisticated supply chain management practices. The integration of information systems, automation, and real-time data analytics has enabled seamless coordination among various supply chain elements, from raw material procurement to final product delivery. Collaboration between manufacturers, suppliers, and distributors has been a hallmark of the American supply chain, facilitating quick response to market changes and reducing lead times. Contrastingly, African industries face unique challenges in achieving similar levels of supply chain integration. Factors such as infrastructure limitations, regulatory hurdles, and varying levels of technological adoption contribute to a more fragmented supply chain landscape. However, recent years have witnessed a growing awareness of the importance of supply chain integration in enhancing competitiveness, prompting initiatives and investments to overcome these challenges. Despite these disparities, both regions share common goals of improving supply chain visibility, responsiveness, and resilience. The study explores successful strategies implemented by the USA and identifies potential lessons that can be applied in the African context. For instance, best practices in the utilization of digital technologies, collaborative platforms, and lean manufacturing principles are examined to provide actionable insights for enhancing supply chain integration in African industries. This comparative review highlights the critical role of supply chain integration in manufacturing and draws attention to the distinct challenges and opportunities faced by the USA and African industries. By understanding the best practices and lessons learned from each region, stakeholders can develop targeted interventions to enhance supply chain integration, fostering sustainable growth and competitiveness in both contexts.
 Keywords: Supply Chain, Manufacturing, USA, Africa, Review.

Productivity Improvement by using Time Study: A Case Study on Mid Body Frame Manufacturing

This abstract elucidates the pivotal role of industrial engineering principles in the meticulous optimization of intricate processes inherent to the manufacturing industry. The comprehensive integration of Lean Manufacturing, Six Sigma, Information Systems, Process Capability, and DMAIC principles serves as the bedrock for orchestrating the synergistic alignment of labor, materials, and machinery while concurrently fostering advancements in quality and productivity. The focal point of the research centers on a case study investigating the temporal intricacies entailed in the manufacturing of Piaggio Ape 3-Wheeler mid-body frames within the confines of Budhale Stampings, a cornerstone entity within the multifaceted Budhale & Budhale Group of Companies. The methodical implementation of a proposed methodology at Budhale Stampings has yielded not only a substantial annual financial gain of 21,84,000 but also a discernible 14% augmentation in overall productivity. These commendable outcomes substantiate the efficacy of the adopted approach, underscoring its latent potential for enduring influence on the company's fiscal performance and productivity metrics. Consequently, this research serves as a scientific elucidation of the pivotal role played by innovative methodologies in the optimization of manufacturing operations, thereby furnishing nuanced insights for organizations poised to derive tangible and quantifiable benefits within their production processes.

Penerapan Prinsip 5S untuk Mengurangi Waste Motion dalam Proses Layanan Galon R-Water

This research aims to reduce waste in the R-Water Filling Service Small and Medium Enterprises (SMEs) by applying the principles of Lean Manufacturing, specifically 5S (Seiri, Seiton, Seiso, Seiketsu, Shitsuke). The main problem identified is the length of service time caused by waste, which often hinders the achievement of daily sales targets. Through the Lean Manufacturing approach, we mapped and identified waste through Value Stream Mapping and Process Activity Mapping. The results of Value Stream Mapping show that R-Water's service process lead time is 822.22 seconds. Waste identification revealed the existence of waste motion in filling gallons of water. Based on these findings, root cause analysis was conducted using the Lean Manufacturing 5 Whys approach. The improvement phase was based on the root cause and applied the 5S principles. This improvement's results significantly impacted, reducing the lead time to 750.2 seconds. This research makes an essential contribution to minimizing waste in the service process, which in turn improves operational efficiency and helps achieve set sales targets.

Lean-circular maturity model (LCMM) for companies' self-assessment in terms of process, product and life cycle thinking

Rapidly diagnosing the status of resource efficiency and waste generation throughout the entire value chain is considered one of the key future advancements towards achieving more sustainable production. This study aimed to develop and implement a self-assessment tool to assist companies in decision-making processes for establishing circular flows based on the principles of Lean Manufacturing (LM) and Circular Economy (CE). The self-assessment tool employed a maturity model comprising several stages, which were designed through a combination of design science research and scenario planning. The Lean-Circular Maturity Model (LCMM) consisted of maturity levels ranging from 0 to 4, assessing strategies such as Resource Efficiency, Energy Management, Water and Wastewater Management, Materials and Solid Waste Management, and Chemicals and Emissions Management. The model was applied to nine companies varying in sector, size, region, and nationality. Their engagement in LM, and CE, differed, as did their strategy maturity metrics. Primary sector companies showed higher maturity in water-waste and chemical-emissions management. Larger enterprises focused on these strategies, with nuances based on region. The main findings indicated that 66% of the companies sought cleaner alternatives prior to mapping their production processes, which could lead to errors in planning and prioritizing improvement actions. Furthermore, 61% of the companies lacked sufficient training and employee awareness regarding the efficient utilization of resources. The absence of comprehensive actions to manage the life cycle of products throughout the value chain emerged as the primary barrier identified. To address these gaps, the LCMM offers a set of tailored recommendations for each company to enhance processes, products, and the value chain based on the final score obtained from utilizing the LCMM self-assessment tool.

Implementation of ergonomics and lean manufacturing principles to improve work environment and performance of soccer ball production line

Value addition and performance improvement are important to deal with increasing local and global market competitiveness. Interventions and automation based on Lean and ergonomics principles have strong influence on performance improvement of the production systems. This study focuses on implementation of lean manufacturing and ergonomics principles to improve work environment and performance of the soccer manufacturing production line. Work visualization and value stream mapping (VSM) techniques were employed to identify the opportunities for improvements. Time of value and non-value-added activities is recorded using time study method. Working postures and associated risk factors are evaluated using Rapid Entire Body Assessment (REBA) method. Lean manufacturing principles are employed to minimize wastes and non-value added activities. Similarly, improvements in work environment are made through ergonomics interventions. Various models comprising different levels of lean and ergonomics interventions were evaluated through simulation before actual implementation. The results of the finalized model in terms of decrease in cycle time (8.64 to 7.018 seconds), increase in daily production (20505 to 24176 soccer balls), and improved work environment are evident of performance improvements in all aspects. The integration of lean and ergonomics principles leads to improve the productivity and working environment for workers in soccer ball manufacturing industry.

The link between lean manufacturing and Industry 4.0 for product development process: a systemic approach

Purpose This research examines the impact of integrating lean manufacturing (LM) principles and Industry 4.0 (I4.0) into the product development process (PDP) of manufacturing companies in southern Brazil, with the objective of improving market performance (MP).Design/methodology/approachA survey was conducted with 110 product development managers to evaluate the level of LM and I4.0 principles, PDP phases, and the improvement of MP. Quantitative analysis was employed to analyse the data, including confirmatory factor analysis (CFA) and ordinary least squares (OLS) hierarchical regression.FindingsThe study reveals that integrating LM and I4.0 principles in the PDP enhances product development and positively impacts the MP of manufacturing companies. Additionally, I4.0 partially mediates the LM-PDP relationship, while LM partially mediates the I4.0-PDP relationship, highlighting their interdependence rather than one being a prerequisite for the other.Research limitations/implicationsThe study has limitations regarding its narrow focus on product development managers in Brazil and the absence of multiple case studies.Practical implicationsThe study emphasises the importance of coordinated efforts in manufacturing companies to adopt and manage both LM and I4.0 principles, as they positively impact all phases of the PDP and ultimately contribute to the overall MP of the companies.Originality/valueThe novelty of this study lies in its systemic approach, examining the relationships and effects of LM and I4.0 principles on the PDP, and demonstrating how these effects manifest in manufacturing companies.

Lean manufacturing implementation in iron and steel industries: effect of wastes management on the production costs

Purpose This study aims to improve the market competitiveness of iron and steel manufacturers in developing countries by reducing their production costs. Design/methodology/approach The research methodology relies on a case study-based approach. The study relies on six steps. The first is the preparation, then the five steps of the six-sigma – define, measure, analyze, improve, control. The qualitative and quantitative data were considered. The qualitative analysis relies on the experts’ judgment of internal status. The quantitative analysis uses the job floor data from three iron and steel manufacturers. After collecting, screening and analyzing the data, the root causes of the different wastes were identified that increase production costs. Consequently, lean manufacturing principles and tools are identified and prioritized using the decision-making trial and evaluation laboratory method, and then implemented to reduce the different types of waste. Findings The main wastes are related to inventory, time, quality and workforce. The lean tools were proposed with the implementation plan for the discovered root causes. The performance was monitored during and after the implementation of the lean initiatives in one of the three companies. The obtained results showed an increase in some performance indicators such as throughput (70.6%), revenue from by-products (459%), inventory turnover (54%), operation availability (45%), and plant availability (41%). On the other hand, results showed a decrease of time delay (78%), man-hour/ton (52.4%) and downgraded products (63.3%). Practical implications The current case study findings can be utilized by Iron and Steel factories at the developing countries. In addition, the proposed lean implementation methodology can be adopted for any other industries. Social implications The current work introduces an original and practical road map to implement the lean six-sigma body of knowledge in the iron and steel manufacturers. Originality/value This work introduces an effective and practical case study-based approach to implementing the lean six-sigma body of knowledge in the iron and steel manufacturers in one of the underdevelopment countries. The consideration of the opinion of the different engineers from different sectors shows significant identification of the major problems in the manufacturing and utility sectors that lead to significant performance improvement after solving them.

Modelling of barriers encumbering the advancement of processing technologies towards lean manufacturing principles

The manufacturing sector has grown significantly in various material processing technologies. Hence, improving the capacity utilization of the processing setups becomes necessary by deploying qualitative measures like lean manufacturing to reduce wastage and improve product quality. The current demand for product customization and diversified product portfolios has necessitated the need for compliance with lean manufacturing principles. Owing to this presented work is routed to identify the barriers which encumber the smooth deployment of lean manufacturing principles. Furthermore, the mutual interrelationships between the dimension of the lean production system (LPS) barriers are assessed by the methodology of Interpretative Structural Modelling (ISM). The potential of ISM classifies the barriers to autonomous, driving, linkage and dependent categories. Furthermore, it outranks the various barriers to the smooth deployment of LPS measures in the manufacturing arena relative to its severity. Hence, the ISM and MICMAC analysis duo enables the outranking and classification of the LPS barriers, respectively. It results in outcomes that felicitate adopting the LPS-based principles to overcome operation losses with enhanced capacity and productivity.

METHODOLOGY AND ARCHITECTURE FOR THE IMPLEMENTATION OF TPM 4.0 IN SMALL AND MEDIUM-SIZED COMPANIES

Total Productive Maintenance (TPM) is one of the main maintenance management strategies based on the principles of Lean Manufacturing (LM). The emergence of the Industry 4.0 (I4.0) paradigm has promoted the massive digitization of several functional areas, with predictive maintenance standing out as an ideal field for the application of IIoT (Industrial Internet of Things) sensorization and data analytics. However, TPM encompasses many more techniques and the scientific literature shows that the integration of I4.0 with TPM needs further development to understand how technologies can support continuous improvement. This paper explores the relationship between TPM and I4.0 tools. It proposes a roadmap for its implementation in SMEs to achieve a Cyber-Physical TPM 4.0 system. The proposal is being validated by means of a practical case study in an industrial SME, with no previous experience in TPM, and which is pursuing the digital transformation of its processes. Keywords: SME, TPM, Industry 4.0, Cyber-Physical

The Reflections of Lean Digitalization in Indian MSMEs: A Case Study

Lean production is very widely used and thoroughly tested approach among various enterprises for many decades, its motive is to remove non-value-added activities (waste) from the value stream and make the system highly optimized and efficient. Industry 4.0 is combination of technology driven applications that merge the traditional physical industry to cyber word with the use of digital technology, IoT and sensors etc. In today’s highly competitive and volatile market scenarios it is very hard to fulfill the consumer demands and to produce highly customized quality product, without applications of integrated lean principles and industry 4.0 technologies. This combination known as lean 4.0, is not a replacement for either Industry 4.0 or Lean, but rather a way to improve the performance of the industrial sector. This study looks at how lean manufacturing principles can be used with Industry 4.0 to help India's hard-hit Micro, Small, and Medium-Enterprises (MSMEs). The concepts of lean 4.0 were tested in selected Micro, Small, and Medium-Sized Enterprises at the NCR region in India. Different parameters of productivity and customer satisfaction index has been compared after traditional lean and lean 4.0 implementation, there is a significant improvement has been observed as a result, another aim of this study is to put effort to persuade MSMEs to accept this fusion in order to boost productivity, quality and customer satisfaction.

Tools for Industrial Enterprises Management Based on the Principles of Lean Manufacturing and ESG

Relevance. To date, most industrial enterprises focus on "green" and environmental standards. Driven by stricter regulations, pressure from investors and changing customer preferences, companies are forced to use technologies that are either completely harmless or the least harmful in comparison with traditional production methods. Such actions involve modifications in many directions, including changes in supply chains, production processes and business models. Companies are also rethinking how their products are developed, designed and used, looking for ways to meet performance and quality requirements while using fewer resources throughout the life cycle of everything they produce.The purpose – the study of the management process of industrial enterprises based on the principles of lean manufacturing and ESG.Objectives: compare the similarities and differences between the principles of lean manufacturing and ESG; assess the current state of their implementation at industrial enterprises; as well as consider the criteria for assigning ratings.Methodology. In this research, theoretical (for example, analytical, descriptive, historical, etc.) and empirical (for example, comparative; forecasting and measurement) research methods are used.Results. The relevance of such industrial enterprise management tools, which are based on the principles of lean manufacturing and ESG, is revealed – today they are a priority for the economy. Conclusions. If an enterprise wants to be highly competitive, it should adhere to the continuous development and improvement of equipment that could reduce emissions into the environment. Such an indicator can be achieved with the introduction of lean manufacturing and ESG tools at the enterprise. Thus, it becomes clear that concern for the environment is closely linked to the success of firms.

Lean production as a competitive approach to managing the production and trading activities of a modern public catering enterprise

The article presents an overview of the features of the economic environment that forms the appearance of a modern catering enterprise. All this affects the stability of a company’s activities in market conditions and its ability to meet consumer expectations. The purpose of the research is to implement the basic principles of lean manufacturing in the practical activities of catering enterprises aimed at organizing the technological process in such a way that, with minimal labor costs and efficient use of material and technical equipment available at the enterprise, to obtain the maximum result associated with an increase in production profits and a decrease in the expenditure part of the balance. The profit of the enterprise is considered as the prosperity of the business. The selling price is determined by the market, and the reduction of losses is considered as a way to influence the amount of profit. The research methods used are analysis, synthesis, generalization, observation and forecasting. The results are as follows: the article emphasizes the need to pay attention to the development of the creative potential of a company’s personnel. The 5S methodology for system improvement of the working environment has been characterized. Standardization of production operations has been considered as a way to consolidate the best order of work. Assessing how close an enterprise is to its goal, performance indicators related to the use of overcoming methods for successful management of organizational changes are used. The standard directions of improving the company’s activities to minimize losses have been identified. With this in mind, the characteristic of the ADKAR model has been presented, which is found in almost any work and is associated with change management. The following conclusions have been drawn in order to achieve results in the activities of public catering enterprises: a lean manufacturing approach contributes to solving problems related to the final performance indicators of an enterprise, dependent on throughput, which, in turn, is associated with the consumer desire to visit this enterprise, which inspires employees to improve their skill level to meet the bar of guests’ expectations.

Digital Technologies’ Risks and Opportunities: Case Study of an RFID System

Smart technologies have been the subject of a growing interest for the past few years due to the growing market demand. They are believed to improve human life, existence, and companies’ performance. Considering the recent advances, X.0 concept has proven to be a mindset changing so that companies can now see that they can improve their competitiveness, ensure an innovative, sustainable and resilient environment, and smarten and develop their lean manufacturing tools. Nevertheless, if X.0 adoption is still not at its highest level, it is because of the relevant challenges and difficulties that occur during the implementation process. Within this scope, this paper aims, through a systematic literature review, to identify risks and opportunities of X.0 technologies to constitute a referential to be taken into consideration for a successful implementation. Results are validated by the modelling and simulation of an RFID system applied within the automotive industry, for which we identified risks and opportunities from one side and the system contribution in terms of smart Lean Manufacturing. From one hand, the value added of this paper, on the contrary of previous researches, is mainly regrouping risks and opportunities of most relevant digital technologies to conclude on those of X.0 revolution as a concept as described in following sections. From another hand, we were able to prove, through a real case study, that X.0 concept directly contribute in smartening and improving lean manufacturing principles.

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.

Analisis Lean Manufacturing Produksi Saus Gulai dengan Metode Value Stream Mapping

Work productivity can be improved by minimizing waste on the production line. This study aimed to identify the flow process, evaluate constraints and waste, and design improvements in curry sauce production. Using Value Stream Mapping based on Lean Manufacturing principles, the study analyzed the production process through three stages: (1) current state mapping; (2) identification of constraints and waste; and (3) development of a future state map. The waste identified on the production line included worker/product movement, waiting time, and overproduction, resulting in a total lead time of 25621.4 seconds. Future state improvements, such as the implementation of Standard Operational Procedures (SOP), optimization of worker numbers, maintenance of equipment, and use of efficient machines, reduced the lead time to 25018.2 seconds. The study demonstrates the potential for increased productivity and resource/energy utilization through production line improvements.

Implementation of a fully integrated continuous manufacturing line for direct compression and coating at a commercial pharmaceutical facility – Part 1: Operational considerations and control strategy

We implement a fully integrated continuous manufacturing (CM) line for direct compression and coating of a pharmaceutical oral solid dosage form in a commercial production facility. In this first paper of a two-part series, we describe process design and operational choices made to introduce CM using infrastructure originally intended for batch operations. Consistent with lean manufacturing principles, we select equipment, facilities, and novel process analytical technologies that meet production agility goals alongside an existing batch process. Choices address process risks, are aligned with existing quality systems, yet allow exploration of CM agility benefits in commercial operations. We outline how operating procedures, control schemes, and release criteria from the historical batch process are adapted for CM with modified lot and yield definitions based on patient demand. We devise a hierarchy of complementary controls including real-time process interrogation, predictive residence time distribution models of tablet concentration, real-time product release testing using automated tablet NIR spectroscopy, active rejection and diversion, and throughput-based sampling. Results from lots produced under normal operational conditions confirm our CM process provides assurance of product quality. Qualification strategies to achieve lot size flexibility aims are also described. Finally, we consider CM extensions to formulations with differing risk profiles. Further analysis of results for lots produced under normal operational conditions is provided in part 2 (Rosas et al., 2023).