Lean Production System Research Articles

Development of the production system through lean management tools

Lean management or lean manufacturing is a fairly new practice for Russian enterprises. The introduction of lean management systems into Russian realities began in the 2000s. The main problem is that domestic enterprises, starting from the state of the economy and mentality, cannot use foreign experience without changes. In this paper, the main tools of lean manufacturing are considered and a step-by-step method of system implementation is proposed using the example of Uralelectromed JSC. Currently, only large Russian enterprises have the practice of introducing lean production systems. In this paper, we consider the method of implementing the system on the example of a small group of employees of the enterprise. This technique can be successfully applied to small enterprises. The aim of this work was to develop a concept for the development of the production system through lean management tools.

An Experimental Examination of ‘5S’ Technique for Continuous Improvement of the Manufacturing Process

Lean manufacturing is the way of continuous improvement, provide support and execution of lean production system. This technique focused on improving quality of products, minimum cost, customer satisfaction and eliminating waste in industry. This research helps out to find out the various strategies of lean manufacturing. The main objective of this research paper is to study and analysis of improvements in waste reduction a well as improving productivity using 5S technique for an automobile ancillary unit for its production shop floor producing components from where the entire data is abstracted by applying 5S evolution methodology. Furthermore, the features and classification of 5S technique is discussed.

Implementation of Lean Manufacturing to Reduce the Delivery Time of a Replacement Part to Dealers: A Case Study

In today’s automotive industry, Lean production systems are used successfully to reduce delivery times. The current case study addresses a problem that affects an automotive company, which is the excessive delivery time of a spare part to its both national and international authorized dealers. In order to reduce the delivery time of this replacement part, the Lean Manufacturing methodology was used. For this purpose, the value stream mapping and the proposed A3 report are the tools used. With the use of these tools, activities that did not add any value are eliminated or modified; in addition, the logistical flow of the modules of the door-side trim panel delivery process is improved. As a result, added value is increased, the delivery time is reduced (for Mexico) and the number of product variants is reduced. Now, the painting process is done by the authorized dealers, and the number of pieces used for every spare part was estimated. The study demonstrates that the integration of value stream mapping administrative/productive in conjunction with the A3 report proposal allows to identify and eliminate waste in the delivery process.

An Experimental Examination of ‘5S’ Technique for Continuous Improvement of the Manufacturing Process

Lean manufacturing is the way of continuous improvement, provide support and execution of lean production system. This technique focused on improving quality of products, minimum cost, customer satisfaction and eliminating waste in industry. This research helps out to find out the various strategies of lean manufacturing. The main objective of this research paper is to study and analysis of improvements in waste reduction a well as improving productivity using 5S technique for an automobile ancillary unit for its production shop floor producing components from where the entire data is abstracted by applying 5S evolution methodology. Furthermore, the features and classification of 5S technique is discussed

Lean and green: the contribution of lean production and environmental management to the waste reduction

In the current environment of high competitiveness between companies, production systems can constitute threats if the performance of their operational processes is not able to reduce costs, waste, controlling environmental impacts and increase productivity. So, this study aims to investigate the contribution of lean production (Lean) and environmental management (Green) to reduce waste in production processes. This is an exploratory and qualitative research and it was conducted through a multiple case study applied in three companies from Ceará state in different economic sectors, using the lean production system associated with the practice of environmental management. The results provided evidence indicating that lean production associated with environmental management contributes to reducing waste in production processes.

MANAGEMENT ACCOUNTING TOOLS FOR IMPROVEMENT OF PRODUCTION PROCESS - LEAN PRODUCTION SYSTEM

Business in modern business conditions requires a continuous process of improvement and investment in all activities in the company. In order to survive on the market, resist the challenges of competition, but also the demands of customers, companies are constantly innovating the production process in an effort to improve all the company's activities. One of the production systems that proved to be suitable for continuous improvement and improvement of the production process is Lean production system. It represents the way companies react to the challenges of the present and the future. The Lean production system offers a variety of instruments, and for their implementation and application, managers are at all levels of responsibility and responsibility. Bearing this in mind, it can be said that the Lean production system is part of the management accounting. In addition, it represents a complete philosophy of thinking and action, which results in significant results by adequate application. The condition and the assumption that this management philosophy will lead to proper effectiveness and efficiency and enable them to continually improve in the function of maximizing profits is the authorization of employees to engage in the process of continuous improvement and decision-making. Lean is based on certain principles and philosophies, including customer value, value flow mapping, continuous flow, system requirements, and continuous improvements. Lean focuses on the added value. Lean's principle is a continuous search for perfection, perfection in production and business cooperation, with complete elimination of losses. Companies that implement the Lean Concept are constantly looking for ways to continually improve their efficiency, reduce costs and improve the quality of their products.

Methodology on developing an assessment tool for intralogistics by considering cyber-physical production systems enabling technologies

ABSTRACTThe volatile market and individualised needs have significantly changed traditional lean production system to the enhanced smart production system. As one of the key parts in production system, intralogistics faces the main problem to properly evaluate the current situation, which is one reason for carrying out an improvement strategy and realising intelligent intralogistics. This article studies a method to develop an assessment tool for intralogistics considering Cyber-Physical Production Systems (CPPS) enabling technologies in order to analyse the status quo. Firstly, the key performance indicators of resource efficiency and scope of intralogistics are generated via literature review and empiricism. Secondly, the evaluation aspects are structured and corresponding criteria are identified by considering CPPS enabling technology. Then, the resource efficiency level is defined and the general evaluation results are modelled. A case study based on industrial companies is used to validate the feasibility of the approach. The derived results are presented, discussed and conclusions drawn.

ПРАКТИКА ПРИМЕНЕНИЯ ФИЛОСОФИИ БЕРЕЖЛИВОГО ПРОИЗВОДСТВА В ОРГАНИЗАЦИЯХ ВЫСШЕГО ОБРАЗОВАНИЯ

The article describes the experience of introducing lean production philosophy at Astrakhan State University in terms of a consistent study of the practice of effective implementing 14 principles of Toyota production system in the university. There have been defined main characteristics of the lean production concept. There has been substantiated the expediency of applying the concept of “lean management” in the university - the management system of the organization that contributes to the optimization of all its business processes, enhancing the potential of each employee for maximum orientation to the needs of the consumer. Organizational process of learning modern tools of lean production system at the weekly University seminars through creating the Department of human resources development is being considered, the practice of modeling lean production system tools and their implementation in the structural units of the University is studied. Intercompany training is regarded as a basis of a management system of the University. It has been said that research and innovation activities in Astrakhan State University have taken an important part for the last decade. Special attention is paid to long-term cooperation between the University and its partners from the neighboring countries (Gilyan University, Baku State University, Shanghay University, Dongseo University, Clark University, Bard-College, Worcester Polytechnic Institute etc.) and building the international innovative corridor. There are used methods of analogy, generalization, analysis and synthesis. As a result, a self-learning University - Astrakhan State University - has been created with an extensive communication system, employees engaged in continuous improvement and satisfied customers. There has been presented the algorithm of implementation of lean production tools in the University, which will be useful for other Russian universities.

Os benefícios e desafios na aplicação dos princípios do lean production em uma indústria de equipamentos hidráulicos: um estudo de caso

O objetivo desse artigo é mostrar os benefícios e desafios encontrados ao adotar o sistema Lean Production. A metodologia utilizada foi pesquisa bibliográfica seguida de um estudo de caso. A pesquisa de campo consistiu de um estudo de caso em uma indústria de equipamentos hidráulicos de capital americano situada na região de Campinas/SP. Nesse estudo foram registradas as mudanças efetivadas de acordo com os princípios do Lean Production, com os objetivos de aumento de produtividade, redução de defeitos e reestruturação de processos logísticos. Posteriormente, foi realizada a análise dos resultados obtidos por meio de gráficos comparativos mensais de volume de produção e controle de qualidade, que abrangeram desde a concepção do projeto até a sua conclusão. No geral, foi verificado um resultado positivo, que atendeu as expectativas previamente estabelecidas. Constatou-se um aumento significativo de 49,39% nos níveis de eficiência da linha de montagem objeto deste estudo, além de melhorias nos processos de áreas suporte, como qualidade e logística.

Analisis Pemborosan Waktu Produksi Pada Bagian Perakitan Rumah Boneka Menggunakan Pendekatan Lean

CV. RB which is the object of this research is a manufacturing company producing wood-based doll houses. The purpose of this study is to evaluate waste and provide recommendations for improving the production process so that it can improve the efficiency of production time on the CV. RB. The lean production system gives a good change to the company. In solving the problems that are being faced, the analysis carried out in this study is the analysis of NVA and NVAN using fishbone diagram data analysis techniques in this study in terms of NVA and NVAN. In the process of assembling the pattern there are 27 worker activities, starting from the ground floor assembly to the left to the installation of tile on the right. based on the VA, NVA and NVAN classification in the sanding process, it can be seen that there are 30 wastes in the NVA classification with a percentage of time of 19.2%, there are 18 wastes in the NVAN classification with a percentage time of 0.6%. Based on observations on the production floor there is a waste of time in the process of assembling the pattern. This is caused by several factors, namely: material, human, environment and machinery. Some waste of production time is a pattern assembly process that results in long activities. waste contained in this assembly part is motion and waiting.

An empirical investigation on lean production system framework in the Indian manufacturing industry

PurposeThe purpose of this paper is to verify the applicability of proposed lean production system (LPS) framework in the Indian manufacturing industry.Design/methodology/approachThe authors conducted a cross-sectional study to collect responses from five major sectors, namely, automobile, process, machines and equipment, electronics and components and textile. They collected 200 responses to perform empirical validation from Indian manufacturing industry. They performed reliability analysis on the proposed framework of LPS in the Indian manufacturing industry.FindingsThe findings revealed that all the elements and sub-elements have a high value in reliability. Subsequently, the study performed principles component analysis on LPS framework. The empirical investigation revealed that the proposed LPS framework has a high level of reliability as well as validity in the Indian manufacturing industry. Hence, the study concluded that the LPS framework is helpful to implement lean principles in a structured manner in any Indian manufacturing industry to achieve excellence in organizational functions.Originality/valueThe authors conducted an empirical survey to verify the applicability of the proposed LPS framework in the Indian manufacturing industry. They observed that many researchers proposed various LPS frameworks, but none of the researchers focused on verifying the proposed frameworks. To overcome, the same limitations, the study verified the proposed framework with the larger sample size.

Deriving essential components of lean and industry 4.0 assessment model for manufacturing SMEs

Quantifying lean and ICT architecture related to Industry 4.0 is a new challenge in Small and Medium Scale Enterprises (SMEs) that needs to be addressed by both research as well as enterprises themselves. Especially in the manufacturing sector, SMEs need to transform themselves into emerging trends such as industry 4.0 while practicing existing manufacturing philosophies such as Lean Production Systems (LPS) to be competitive in global markets. The major concern is that there are many assessment models available to measure the status of an enterprise related to either LPS or Industry 4.0. Often, these models are complex and don’t fulfill the requirements of manufacturing SMEs. On the other hand, most of the models only consider either lean or industry 4.0 elements. The outcomes of this research help to develop a hybrid model including both lean and industry 4.0 features suitable for manufacturing SMEs. The main objective of this research is to provide state of the art literature on existing assessment models and consequently map lean and industry 4.0 components to the specific characteristics of manufacturing SMEs. The paper concludes with a summary and outlook for our future research.

Help chain: guidelines for design and operation in Lean Production Systems

Abstract Lean production aims at operational improvement by the elimination of waste and variability reduction. The lean practice known as help chain, which contributes to the lean goals is an underexplored topic. Thus, the objective of this paper is to propose guidelines regarding the help chain design and operation by addressing issues related to the definition of the events that need support from the chain and selection of the members to be involved. The proposed guidelines involve seven steps: (i) delimitation and evaluation of the scenario of application; (ii) identification and classification of abnormalities; (iii) identification of the types and contents of visual devices; (iv) identification of agents involved in the help chain; (v) definition of the operating logic of the help chain; (vi) training and qualification; and (vii) application and evaluation of the results. A partial application in the printing department of a tobacco’s manufacturer plant is a basis for discussing the strengths and weaknesses of the guidelines.

Center of Excellence for Lean Enterprise 4.0

Abstract Lean Production Systems are state of the art in manufacturing industry. A Lean Enterprise integrates all business units, such as Lean Development, Lean Production and Lean Sales and Service, as well as Lean Administration or Lean Leadership in order to maximize efficiency and effectiveness of value creation on an overall level. Current research suggests that the process orientation as well as the efficient design of value streams within a Lean Enterprise are the necessary foundation for the beneficial implementation of Industrie 4.0. However, changes in the working environment through Industrie 4.0 applications as well as the need to sensitize employees in terms of interdisciplinary thinking, process orientation and interconnected value creation lead equally to changed competency requirements in future world of work. After giving a theoretical presentation on changed competency requirements for the employees of the future, it will be shown how the Institute of Advanced Industrial Management (IFU) at Technical University Braunschweig makes a structured contribution to meet these requirements. The aim is to develop fully integrated practical learning environments to give students as well as employees from industry the opportunity to experience the benefits of integrating all enterprise areas in a holistic Industrie 4.0 approach – the Lean Enterprise 4.0.

An improved genetic algorithm with variable neighborhood search to solve the assembly line balancing problem

Purpose This study aims to propose an efficient optimization algorithm to solve the assembly line balancing problem (ALBP). The ALBP arises in high-volume, lean production systems when decision-makers aim to design an efficient assembly line while satisfying a set of constraints. Design/methodology/approach An improved genetic algorithm (IGA) is proposed in this study to deal with ALBP to optimize the number of stations and the workload smoothness. Findings To evaluate the performance of the IGA, it is used to solve a set of well-known benchmark problems and a real-life problem faced by an automobile manufacturer. The solutions obtained are compared against two existing algorithms in the literature and the basic genetic algorithm. The comparisons show the high efficiency and effectiveness of the IGA in dealing with ALBPs. Originality/value The proposed IGA benefits from a novel generation transfer mechanism that improves the diversification capability of the algorithm by allowing population transfer between different generations. In addition, an effective variable neighborhood search is used in the IGA to enhance its local search capability.

Presenting a model for decoupling points in supply chain networks

The decoupling point (DP) is gaining attention as a significant factor in design and management of supply chains. The DP divides the part of the supply chain oriented towards customer orders from the part which is based on forecast planning and it can be stated that DP separates production process from lean production system to agile system. So, we can use the advantages of both production systems. Position of the decoupling point is a key factor that influences the design and management of a supply chain. In this study, we describe determination of decoupling point as a multiobjective decision making (MODM) problem, and our objectives are minimisation of production cost and production delivery time and maximisation of customer satisfaction. We use NSGA II for determining Pareto optimal solution to extract some solution concepts. Finally, a numerical example is applied to validate applicability and feasibility of the proposed model and performance of the developed algorithm.

An Implementation Framework to Attain 6R-Based Sustainable Lean Implementation—A Case Study

The concepts of lean manufacturing operations and sustainability are congruent in nature, marked by the facet of improving organizational efficiency. However, only difference lies in the definition of waste. This definition is given a new dimension by sustainability by incorporating the extensive scope of reductions in the environmental consequences in the form of 6R (reduce, reuse, recycle, recover, redesign and remanufacture); which requires a consolidated integrated approach. Therefore, as to affirm the requirement, a systematic literature review has been carried out which scrutinized previous researches in view of their originality, methodology, objectives and limitations. Based on this literature study, 25 most related approaches (lean and sustainable integrated approaches) were selected and their originality was investigated. Investigation revealed that few research articles are integrating lean and sustainable approaches. This study identifies the gap of the integration of lean practices with 6Rs and a framework was developed which implemented on the case study that carries ability to attain 6R based sustainable lean production systems. Because of more social and environmentally friendly atmosphere achieved through 6R based implementation, the results achieved are 50% decrease in heating cost by redesigning furnaces (from oil furnaces to gas furnaces), 36.33% improvement in value added time, 40.14% in lead-time and 22% reduction in labour utilization. This improvement indicates that use of proposed integrated framework is highly beneficial for any kind of manufacturing sector.

Presenting a model for decoupling points in supply chain networks

The decoupling point (DP) is gaining attention as a significant factor in design and management of supply chains. The DP divides the part of the supply chain oriented towards customer orders from the part which is based on forecast planning and it can be stated that DP separates production process from lean production system to agile system. So, we can use the advantages of both production systems. Position of the decoupling point is a key factor that influences the design and management of a supply chain. In this study, we describe determination of decoupling point as a multiobjective decision making (MODM) problem, and our objectives are minimisation of production cost and production delivery time and maximisation of customer satisfaction. We use NSGA II for determining Pareto optimal solution to extract some solution concepts. Finally, a numerical example is applied to validate applicability and feasibility of the proposed model and performance of the developed algorithm.

Requirements for a methodology for the assessment and selection of technologies of digitalization for lean production systems

Since the beginning of lean production there have been two implementation waves. The first one failed as manufacturing companies implemented methods of lean production isolated from each other, whereas in the second wave these companies learned from this experience. Ever since then lean production has been used for production organization and waste reduction but has not evolved, even though markets are more demanding due to individualization and volatility. Digitalization offers methods to adapt lean production to such aggravated market conditions by expanding its abilities. Therefore, digitalization has the potential to initiate a third wave within the philosophy of lean production.

Integration of Active Pharmaceutical Ingredient production into a pharmaceutical Lean Learning Factory

Abstract In the context of the implementation of Lean Production Systems, companies have become significantly more aware of the need for employee qualification and motivation. Due to the high share of practice, Learning Factories have proven to be an effective approach to respond to this circumstance. While the focus of Learning Factories has so far mainly been on discrete manufacturing, applications in the pharmaceutical industry are still comparatively rare. Based on this, a Learning Factory, that takes into account the special requirements and needs of the pharmaceutical industry, was developed and implemented in collaboration with a German pharmaceutical company. So far, Lean culture and tools have been trained on formulation and packaging processes. However, the active pharmaceutical ingredient (API) production, which is characterized by a higher level of automation as well as chemical and process engineering procedures, was initially not displayed, as no sufficient demand was assumed. Due to the increasing need for a holistic consideration of the whole value chain, the API production is moving into the focus of Lean improvements. In this context, many established tools need to be adapted. From feedback of over 120 conducted trainings and a series of interviews, it became clear, that for employees from API production, it is difficult to transfer the necessary knowledge to their work environment, leading to resistance in implementing Lean tools. In order to counter this problem, the Learning Factory was expanded by an additional API learning module. This increased the willingness of employees to participate in the trainings and to implement the contents.