Academic literature on the topic 'Lean manufacturing,lean production,business process re-engineering,case study'

Value stream mapping has the reputation of uncovering waste in manufacturing, production and business process. This helps in identifying and removing or streaming value added steps and eliminating non value added steps. In this study the process was analyzed to find an opportunity to drastically reduce the number of actions and to simplify the same. By reducing waste the proportion of value adding time increases in the whole process and the process throughput speed could also be increased. This makes the redesigned process more effective and more efficient. The reengineered process was flow charted in its future state with process steps and information flows re-engineering, simplified and economized. The current layout was analysed to identify and eliminate the non value added activities through lean tools like 5S, VSM and line balancing in a manufacturing industry. From the observed results, it was concluded that the non value added time could be reduced by about 13% while the process cycle efficiency could be increased by about 10%. Virtual simulation was conducted to verify and validate the existing situation as well as to propose the results and the effectiveness of lean principles in a systematic manner with the help of ARENA.

Purpose: This paper aims to analyse the challenges of lean manufacturing implementation in the remanufacturing industry. The research was undertaken in three types of remanufacturing company, torque converter, gearbox, and jet engine remanufacturers. This paper describes the characteristics of remanufacturing companies and compares them with the best practice company adopting lean manufacturing best practice: Toyota Motor Company. Through a comparison of the characteristics of the manufacturing environment, macro, and external condition, the challenges of adopting lean manufacturing are identified.Design/methodology/approach: This study utilised a case study method to analyse qualitative data collected from interviews, observations, and focus group discussions. Although case studies are typically used in inductive research, this study followed a deductive approach.Findings: The analysis demonstrated that remanufacturing companies experience challenges due to contextual differences to the benchmark company. The research found that there are some practices that are embedded in remanufacturing companies, but that the companies do not realise that these are lean manufacturing practices. On the other hand, there are a number of external factors that are beyond the remanufacturers’ control that hinder the adoption of lean manufacturing. In addition, the aftermarket business of remanufacturers has resulted in a number of distinctive macro condition characteristics that make the adoption of lean manufacturing more complex.Practical implications: Successfully addressing barriers to lean manufacturing adoption might enhance the performance of remanufacturing process. This is because the business of remanufacturing is not value creation, but capturing value from used products.Originality/value: This paper contributes to existing literature examining lean production in remanufacturing companies. It is novel in the sense that it is the first study examining lean production in the remanufacturing industry from organisational and managerial perspectives.

Purpose: The objective of this study is to improve productivity by means of lean six sigma, TPM, ECRS, and 5S in the highway engineering industry. The study was conducted from November 2017 to April 2018 from a case study of AAA Co., Ltd. The data were collected from the managers and supervisors and the problems were analyzed by brainstorming, cause and effect diagram, and Pareto chart. Referring to the results, it was found that production problems occurred from the asphalt process. The majority problem was wet rock and rock sticking to the conveyor belt. Methodology: Considering the shed, the shed of stone storage could be changed from construction from net or fabric sieve to construction from the metal sheet. Regarding the conveyor belt, the conveyor belt could be changed from conveyor belt without roof to constructed conveyor roof from metal sheet. The messy construction area was improved by 5S. Essential materials and equipment were sorted in construction area, while the other remained materials and equipment were removed to another area. Main Findings: The findings demonstrated that Lean Six Sigma, ECRS, TPM, and 5S can be seen as an effective technique that can reduce waste and improve business performance which can be applied in any industry as well as any size of the company. It very well may be viewed as the advancement of the improvement strategies among the representatives and as a preparation technique for the workers. The discoveries illustrated, in any case, that there are snags in the viable execution of the improved methods for any improvement reason. Implications/Applications: The findings confirmed that it can be applied in both manufacturing and services business. Due to the lower resource investment, it can be implemented in any company like small, medium, and large company.

The layout re-arrangement of fashion production lines realizing many small batches is rarely deployed according to well-known engineering procedures. In fact, it would often appear too complex to call a plant engineer for the proper layout design of such small production lines. Rather, it is preferred to apply empirical methodologies when considering, generally, factory know-how, general business needs, safety requirements, and so on. In the present work, the results of a fashion manufacturing line re-layout were compared by analysing the current situation with the solutions provided by a “homemade” company design, both through a systematic layout planning approach and a broader lean reengineering activity. In order to evaluate the effectiveness of each solution, the different alternatives were compared with the help of a discrete event simulator, analysing productivity, transportation times and costs. The result of the case study showed a slight advantage with the lean approach in considering such efficiency indicators. In addition, the lean production methods allowed the designers to identify some inefficiencies that other approaches could not see, since the latter did not focus on production in a holistic way.

Purpose Non-value adding activities or wastes in the lean term have been the major challenge of the construction industry. Numerous studies have been conducted to investigate how such wastes can be reduced so as to improve the performance of the construction industry. However, the aspect of bricks production process (BPP) has not been extensively covered. Therefore, the purpose of this paper is to investigate the application of lean manufacturing concepts in BPP with a view to identifying the various wastes in the practice, the causes of these wastes and how such wastes can be reduced. Design/methodology/approach Mixed methods research design was adopted by the researchers where literature review was first conducted to establish the fundamental theories and practice standards of lean manufacturing process. Thereafter, a phenomenological study was carried out in a Shelter Clay and Brick Factory located in Minna, Niger State, Nigeria. The data obtained in the phenomenological study were analyzed through content analysis. These data served as the basis for the validation survey that subsequently followed the phenomenological study. Findings The findings in the study show that poor or inadequate supervision is the main factor responsible for wastes such as excessive drying of bricks, overheating of bricks and re-glazing of bricks in Nigerian BPP. Research limitations/implications The study focused on the various wastes in Nigerian BPP. It also focused on the various lean tools/techniques that can be adopted to reduce the wastes. Aspects such as the percentage of the wastes and their cost implication on the factory were not covered during the study and could be further investigated by prospective researchers. Practical implications The study provides knowledge on how lean thinking can be adopted to reduce wastes in BPP. Such knowledge may be beneficial to the present and prospective bricks producers. This implies that the proposed framework in the study allows producers of bricks to identify gaps in their implementation efforts, focus attention on areas that may require improvements, and access the benefits of lean approach in their factory products. The proposed framework may also be beneficial to the academics. Originality/value This paper first gain originality in the study context to propose for a lean framework that can be adopted to reduce wastes in BPP. Furthermore, the paper has not been previously published and all the information obtained from other sources are duly referenced.

—In this paper, a conceptual framework to apply many techniques for implementing lean in the high-variety low-volume (HVLV) environment is presented. Lean production has increasingly being implemented as a potential solution for many organizations. Anyway, the lean formula is applicable directly only to the make-to-stock business, but the make-to-order (MTO) product environment has to adapt lean manufacturing principle. The method of this paper has a two-phase quantitative framework to transform small and medium enterprises (SMEs) to be lean. Phase 1 has three interrelated components: (1) re-engineering an organization by using the power of computer simulation combined with business process. (2) Value stream mapping (VSM) is used to create a map of both value and waste in a given process. This tool has also a main drawback for job shop facility because many value streams are composed of hundreds of industrial parts and products. (3) Integrative supplier relationship is one of the most critical factors to maintain an advantage in the increasing levels of competition. Phase 2 performs a just in time production schedule by using ant colony optimization technique combines with a simulation tool. The aims of this paper are to develop a suitable lean manufacturing system for SMEs and to study the performance of the system for improving effectiveness. The result shows how to combine lean concept with simulation optimization, the step of this framework to obtain the optimization solution.

Purpose – The purpose of this paper is twofold: to classify the risks that affect the lean production implementation (LPI) process, and to demonstrate how that classification can help to identify the relationships between the risks. Design/methodology/approach – Initially, a survey was conducted to identify the probability and impact of 14 risks in LPI, which had been identified based on a literature review. The sample comprised 57 respondents, from companies in the south of Brazil. An exploratory factor analysis was carried out to analyze the results of the survey, allowing the identification of three groups of risks in LPI. Then, a case study was conducted in one of the companies represented in the survey, in order to identify examples of relationships between the risks. Multiple sources of evidence were used in the case study, such as interviews, observations and documents analysis. Findings – The risks that affect LPI were grouped into three categories: management of the process of LPI, top and middle management support and shop floor involvement. A number of examples of relationships between the risks were identified. Research limitations/implications – The survey was limited to companies from the south of Brazil and therefore its results cannot be completelly generalized to other companies. Moreover, the results of the survey were not subjected to a confirmatory factor analysis. Originality/value – This study helps to improve the understanding of LPI, as: it re-interprets the factors, barriers and difficulties for LPI from the perspective of risk management, which had not been used for that purpose so far; it presents a classification of the risks that affect LPI, which can support the understanding of the relationships between the risks and, as a result, it can support the development of more effective methods for LPI.

Purpose: The present paper aims at developing an effective framework including all the components necessary for implementing lean production properly in Small and Medium-sized Enterprises.Design/methodology/approach: The paper begins with the review of the main existing framework of lean implementation in order to highlight shortcomings in the literature through a lack of suitable framework for small companies. To overcome this literature gap, data of successful initiatives of lean implementation were collected based on a multiple case study approach. These initiatives has been juxtaposed in order to develop a new, practical and effective framework that includes all the components (process, tools, success factors) that are necessary to implement lean in Small and Medium-sized Enterprises.Findings: The proposed framework presents many significant contributions: First, it provides an overcoming for the limitations of the existing frameworks by proposing for consultants, researchers and organizations an effective framework for lean implementation in SMEs that allows SMEs to benefit from competitive advantages gained by lean. Second, it brings together a set of the more essential and critical elements of lean implementation commonly used by SMEs and derived from the practical experiences of them in lean implementation. Finally, it highlights the successful experiences of small companies in implementing lean programs and then proves that lean can give a relevant results even for SMEs.Research limitations/implications: The proposed framework presents a number of limitations and still evokes extension for further researches: Although it was derived from practical experiences of SMEs, the proposed framework is not supported by practical implementation. On the other hand and even though the elements in the proposed framework from the practical experiences of four SMEs, the identified elements need to be generalized and enriching by conducting a survey to identify more elements that are also commonly used in SMEs.Practical implications: Implementing rigorously the proposed framework will help small companies’ managers to improve considerably their organization’s performance and benefits from lean strategies outcomes. Researches and practitioners in small businesses now possess an integral framework for successfully implementing lean strategies.Originality/value: To the best knowledge of the authors, this is the first work that proposes an effective lean implementation framework believed to be easy to understund, practical and suitable for small companies. In short, this study is a real quantum leap to resolve the problematic unanswered of lean implementation in SMEs.

The case study shows the re-optimization of an initial new factory layout design with Value Stream Design (VSD). The VSD is a quantitative method and its’ final goal is to make a waste free optimized material flow. The primary goal of arrangement is to reduce transportation distances and frequencies, optimize human load. Initially the whole factory shop floor layout design was already made in push concept. The plans were made by production management, logistics, engineering department at the headquarter of the multinational automotive company with based on VDI2870 holistic concept linking strategy on tactics and operation. On the layout (v1.) the hundreds of machines were placed and arranged by CAD (Computer Design) engineers to fit the space. The factory building has 15,000 m2 with empty shop floor waiting for the final decisions for equipment. The factory production area was shared into six main production areas (P1-P6), which correlates with their product complexity of the product families. Each production area output can be finished product (FP) or semi-finished product (SFP) for the next production areas. To validate the whole factory layout it was necessary to involve lean experts that identified disadvantages and constraints. Without lean implementation the company’s transportation waste would be 49% more per year. The Value Stream Design importance nowadays is upgrading to a higher level, when the whole global business is changed, the labor force fluctuates, and the cost and delivery time reduction plays a vital role in the company’s profit and future. The research shows that if the decision taking is based on real data and facts the controlling and management can do its best in time. Using VSD and re-evaluating the transportation routes, frequency and costs is the first step to define a smooth, low cost, material flow (v2.). This development ensured the company to drive from push to pull production through mixed production system. Originally, the production flow was clockwise orientation. It was changed step by step to mixed production by eliminating work in process storages, implementing FIFO lanes, Milk Run, and Kanban. The total annual transportation distances were reduced from 4,905,000 m between the rump-up and serial production period. The warehouse storage size was reduced to 50% and implementation cost from €75,000 to €32,500. By eliminating work in process storages along production lines it was possible to open a new two way transportation road that also will serve the AGV’s operations in industry 4.0 projects. Due to decreased lead time the logistic labor productivity increased by 45%. Besides taking measurements for the VSD it was used Value Stream Mapping as a lean tool and an own designed VSD evaluation and a simulation software. The VSD team’s cooperative actions reduced the evaluation and validation time with 65% then it was initially planned. The implementations were evaluated from the rump-up phase to the first serial productions and the results were confirmed by controlling and management

Objective.This study explores the views of senior managers regarding their experience of participating in the Clinical Services Redesign Program (CSRP) in New South Wales and the impact of that Program. Methods.Semi-structured interviews were conducted in 2007 with 42 senior managers working in the NSW health system. Results.Managers reported being increasingly oriented towards efficiency, achieving results and using data to support decision-making. The increased focus on managing performance was accompanied by concerns about the narrowness of the indicators being used to manage performance and how these are applied. The value placed by interviewees on the use of ‘competition’ as a lever for improving services varied. Leadership was repeatedly identified as important for long-term success and sustainability. No one was confident that the CSRP had yet been sufficiently embedded in day to day practice in order for it to keep going on its own. Conclusion.Our findings are generally consistent with the extensive literature on change management, performance management and leadership. Some cultural change has taken place in terms of observed patterns of behaviour but it is unrealistic to think that CSRP can on its own deliver the desired deeper cultural changes in the values and assumptions underpinning the NSW Health system. There is some evidence of dysfunctional aspects of performance management but no call for the focus on performance or redesign to be abandoned. What is known about the topic?There has been growing interest internationally in the potential of industrial process improvement models (such as business process re-engineering, Six Sigma and Lean Manufacturing) to secure sustained improvements in the efficiency of healthcare services. Such approaches are often accompanied by the implementation of a rigorous performance management system. However, overall results in the healthcare sector have been mixed with outcomes sometimes falling short of stated ambitions. To date, in-depth research into the use of such approaches and systems in Australia has been limited. What does this paper add?This paper reports on research in New South Wales to evaluate one such approach: the 3-year Clinical Services Redesign Program that aims to achieve transformational, sustainable, system-wide change by ‘undertaking deep seated structural and cultural reform of traditional work practices’. The original CSRP business case envisaged a radical – rather than incremental – approach to system change, in keeping with a ‘re-engineering’ ethos. The qualitative findings presented here are based on interviews in 2007 with 42 senior health managers working at different levels of the health system. These interviews explored the experience of participating in the CSRP and elicited views as to the perceived impact of the Program from a managerial perspective. The findings are related to theories of system level change and compared with the emerging evidence-base relating to large-scale improvement strategies in healthcare. What are the implications for practitioners?Managers support the principle of managing performance by setting targets, with concerns primarily about the narrow focus of the selected targets, how the targets are applied locally and the nature of their central monitoring. Targets need to be well defined and measure the processes and outcomes that really matter. The principle of linking performance with service redesign was also supported. However, interviewees did not believe that changing culture to achieve sustainable change could be brought about by a single centrally-led change program. Significantly, leadership was seen as a critical factor in improving performance but needs to be considered within a broad framework (i.e. a system of leadership) that relies on more than just the attributes of individuals. Finally, management development should not be overlooked, or seen as less important than leadership development. Improvement projects frequently fail in implementation and this is as much a management issue as a leadership issue.

Lo sviluppo industriale dell’epoca moderna è giunto al punto in cui le aziende non possono concentrarsi su una produzione che non tenga conto delle dinamiche esterne, ma devono porre sempre più attenzione ai processi che portano ad un efficiente funzionamento dell’azienda stessa. Nello stesso tempo i fruitori dei prodotti richiedono sempre più qualità, in minor tempo possibile e con un prezzo più competitivo. Questo è il contesto in cui le aziende attuali si trovano a dover competere. In soccorso a questa esigenza di produrre tutto bene, subito e a prezzi competitivi arriva la lean production la cui intera filosofia si basa su un principio cardine: “zero sprechi”. La tesi proposta di seguito pone un focus sulle tecniche della lean production applicate ad un contesto aziendale. In particolare, l’obiettivo della tesi è quello di utilizzare gli strumenti conosciuti al fine di raggiungere degli obiettivi tangibili.

D.Phil.
The new millennium brought its own pressures to bear on organisations insofar as competitiveness and profitability is concerned. Globalisation required businesses to become more competitive through the elimination of waste, reducing costs and improving general business processes. The improvement of business processes has been around since the early 1990’s, but due to a number of factors organisations were wary of change. The major reasons were that the methodologies that were available were abused when business processes were investigated for possible improvement. Organisations utilised the available methodologies to achieve cost savings in the most obvious place, staff reductions. Before the advent of globalisation it was sufficient, but after globalisation more is expected from organisations. The security exchanges place undue pressure on organisations to perform with higher profit expectations. Customers were demanding better and cheaper products from organisations. Shareholders had higher expectations for the monies invested in an organisation. A consequence of the downsizing of organisations was that the value added by organisations was shrinking. Employees, shareholders and customers felt cheated. Business leaders were questioning the existing methods in which production were undertaken. The management of large conglomerates, multinationals and even small business was yearning for improvements. In the global economy organisations were looking to expand their market share. Many achieved it through mergers or takeovers. The organisations that were taken over were in some instances not on the same standards of performance as the parent company. Quick results were required to assure a reasonable return on investment for the parent organisation. Business leaders and consultants ran out of ideas how to achieve the return on investment required. Many of the organisations returned to the tried and trusted methodologies of improvement. The researcher was requested by ASSA ABLOY Southern Africa to assist them in achieving lean status through the implementation of recognised improvement methodologies. iii The research of the methodologies of BPR, lean production, lean techniques, Quality management six-sigma and associated methodologies were undertaken. The purpose was to determine whether the theories remained valid in the 21st century. The reason was that some of the methodologies were developed during the 1900’s and were improved upon during the 1990’s. The main thrust of the study was the need for improvements where processes were neglected for a long period of time. In instances as described, a need for radical interventions becomes necessary. The methodology of BPR was investigated to establish the relevancy of the methodology in the global environment. Even though the methodology was developed in the 1990’s it was still an authoritative methodology. The methodology delivered the necessary radical improvements that can aid an organisation in becoming more competitive. The correct application of the methodology by an organisation can produce the desired results. The study of the methodology produced clear procedures that had to be followed for the success of an improvement project. The conclusion from the study of the literature was that the methodology could be applied to ASSA ABLOY Southern Africa. To achieve it certain modifications had to be made to the methodology. As the study progressed it became apparent that the methodology of BPR will be insufficient to achieve lean status. Therefore the methodology of lean production was studied in combination with BPR. The methodology of lean production demands that an organisation eliminate waste and reduce cost. The single most important source of waste and cost is the holding of inventory. The holding of excess inventory masks the real reasons why an organisation is not performing well. It is that the organisations processes are dysfunctional. Different classes of waste were identified during the research as well as the costs that are incurred as a result. Different strategies were identified to prevent the wastes and cost to occur or at least minimise it. The lean methodology identified a number of other methodologies that could be utilised to achieve lean status. The methodologies of Kaizen, Kanban, standardisation, small batch production and many others were identified. iv The methodologies focussed on inventory, capacity, facilities and labour. The conclusion was arrived at that it was an authoritative set of methodologies. Most of the methodologies originated from Japan. It became apparent that the management of quality was very important to be competitive. Inferior quality was major contributors towards waste and cost. A number of methodologies were investigated. In some instances the research postulated the fact that a combination of the methodologies studied was better suited to the achievement of lean status. The researcher applied the methodologies to the case study of ASSA ABLOY South Africa and spectacular improvements were achieved. Even though lean status was not achieved by the organisation during 2006 and 2007 they are well on their way to do so. The only prerequisite is that ASSA ABLOY Southern Africa remains true to the methodologies and apply them diligently.

The purpose of the research outlined in this paper is to explore the question of how the Lean concept evolves at a strategic management level in an international manufacturing company. The firm has set out to review its strategy and management system in a series of workshops to meet upcoming challenges in a business environment under transformation. Full access to the ongoing strategic work and related documents facilitates the execution of this longitudinal case study that started in March 2019. The empirical findings demonstrate concrete examples from the process of developing a management system that has its foundation in Lean production. One model comprising three types of co-existing conceptual management systems is presented, illustrating a scenario of how to handle the expected increasing industrial complexity. An opportunity to learn and further develop from the three types of management systems arise. The data further displays examples of the presence of co-existing corporate versions of the management system as a possible reaction to the different contexts and challenges at hand. The research suggests and further elaborates on the phenomenon of co-existing management systems and management systems development based on Lean.

This single case study used value stream mapping as input data to analyse alternatives for production of quenching tools in an on-site tool department of an automotive manufacturer. The existing manufacturing organised as a functional workshop was compared to the alternatives, adding an additive manufacturing cell or a conventional automated cell, with regards to lead-time and needed process changes. The results indicate that lead-time savings should not be the only reason for considering additive manufacturing. When it is beneficial for design and product functionality improvements, however, lead time improvements may give a contribution to the business case.

Lean is a key process that understands customer value and its goal is to provide perfect value to the customer by engaging a process cycle that minimizes waste. This paper focuses on the implementation of Lean in the Design and Manufacturing Industries. The complex interactions of the financial, logistical, and geological processes that are involved in developing a product and then handing it over to customers are driving forces in today’s industries. Hence, if industries do not implement Lean, product cost will rise. Lean design involves identifying wastage in the processes of product manufacturing/production. This means, specifically, eliminating waste and non-value-added activities in design, production, marketing, supply chain integration and customer interactions by making product flow through the Value Stream without any interruption. Our goal is to minimize production resources by eliminating non-value-added activities, thus saving time in production and improving product quality. The basic goal behind this paper is to reduce product cost by eliminating unnecessary elements that increase final product cost. This will be demonstrated by way of manufacturing a fuel tank by removing or redesigning the parts now used by the current industry. The paper also will show how Virtual Reality plays a key role in helping students and engineers to learn applications and to understand simulation more effectively. It is a powerful learning tool for both engineers and students. The paper will emphasize the development of active learning experiences in relation to Lean Product Development. The different models that are developed in this paper will help students and engineers to gain knowledge in various streams like Engineering, Business and Sciences, with the aid of Virtual Reality. This paper concentrates mainly on undergraduate and graduate students. Solid Works, one of the more common and available tools in most U.S. schools, is utilized as a software that allows users to change product designs on their own, so as to get better results. After learning these tools, users will be able to apply their skills in various industries to reduce non-value-added activities. Developing Lean Manufacturing models using Virtual Reality will increase any user’s capability, quality and efficiency in Product Development.

Increasing manufacturing complexity continues to be one of the most significant challenges facing the manufacturing industry today. Due to these rapid changes in manufacturing systems, one of the most important factors affecting production is recognized as the frequent production setup or changeovers, consequently affecting the overall production lead times and competitiveness of the company. Developing responsive production setup and process capability is increasingly important as product ranges and varieties in manufacturing companies are growing rapidly and, at the same time, production business models are operating more towards being customer-oriented. Furthermore, although different conventional methods have been used to manage complexity in production changeovers, sustainability and competitiveness development in a manufacturing company needs to be scientifically addressed by managing manufacturing complexity. In this paper, a sustainable manufacturing-oriented approach is presented in mind of managing manufacturing changeover complexities. A case study is carried out specifically concerning changeover complexity in a pharmaceutical company, aiming at minimizing complexities in production changeover and waste, increasing plant flexibility and productivity, and ultimately the sustainable competitiveness of the company in managing manufacturing changes.