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Relevant bibliographies by topics / Lean manufacturing production

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Academic literature on the topic 'Lean manufacturing production'

Author: Grafiati

Published: 4 June 2021

Last updated: 2 February 2022

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Journal articles on the topic "Lean manufacturing production"

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Abebe, Muluken, Sisay Geremew Gebeyehu, and Amdework Gochel. "Production Lead Time Improvement through Lean Manufacturing." International Journal of Industrial and Systems Engineering 1, no. 1 (2020): 1. http://dx.doi.org/10.1504/ijise.2020.10029891.

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Moroz, Ewa. "Computer aided manufacturing processes using Lean Management and Lean Manufacturing methods." Mechanik 91, no. 7 (July 9, 2018): 535–37. http://dx.doi.org/10.17814/mechanik.2018.7.76.

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In the paper the basic assumptions leading to identification of causes and to the elimination of waste occurring in production processes based on the assumptions of Lean Management and Lean Manufacturing are defined. Presented is the use of example applications for computer-assisted value stream mapping of production streams in industrial practice.

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Kovács, György. "GLOBAL PRODUCTION TENDENCIES – LEAN MANUFACTURING PHILOSOPHY." Journal of Production Engineering 20, no. 1 (June 2017): 137–40. http://dx.doi.org/10.24867/jpe-2017-01-137.

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Вальс, В. И. "Using the Lean-Production principle when optimizing the organization's workflow." Informacionno-technologicheskij vestnik, no. 4(26) (December 15, 2020): 83–88. http://dx.doi.org/10.21499/2409-1650-2020-26-4-83-88.

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В статье рассматриваются основные элементы бережливого производства и аспекты его реализации. В статье описывается процесс оптимизации документооборота компаний в соответствии с концепцией бережливого производства и системы менеджмента качества, основанной на принципе «один процесс – один документ». The article discusses the main elements of lean manufacturing and aspects of its implementation. The article describes the process of optimizing the workflow of companies in accordance with the concept of lean manufacturing and a quality management system based on the principle of «one process –one document».

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Gorener, Ali, Humeyra Baser, and Ali Türkyılmaz. "Lean Production Applications in a Manufacturing Company." International Journal of Research in Business and Social Science (2147-4478) 2, no. 2 (January 3, 2013): 16–27. http://dx.doi.org/10.20525/ijrbs.v2i2.64.

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Lean production is a production model which comes about the pursuit of companies to be able to meet competition and make effective production. The main purpose of lean production is to get control about the wastage. This study includes the requirements for the success of the lean production and how the lean production system can be established. In this paper, lean production techniques were applied to the electric water heater line. Measurements using lean initiatives were made, operation cycle times were determined, and Kaizen improvement methods and line balancing methods were applied according to the results. And the last section of study showed conclusion of lean implementation.

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Sîrbu, Daniel, and Cristina Elena Băișan. "Lean Manufacturing Benefits in a Pharmaceutical Production Plant." Applied Mechanics and Materials 657 (October 2014): 991–95. http://dx.doi.org/10.4028/www.scientific.net/amm.657.991.

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Various Lean developments and related matters have been accomplished [1-7, etc.]. This paper attempts to stress on several main methods of Lean culture applied in Zentiva Romania pharmaceuticals production plant, such as: +QDCI, SMED, 5S, etc. A systematic analysis and development of adequate actions for solving the considered critical problem have been accomplished, based on the Lean manufacturing principles. The Lean tools applied in Zentiva Romania are being used to identify and eliminate wasteful steps in products and processes, increase the manufacturing capability and reduce cost, in order to remain competitive on the market, deal with fast transfers of new products and technologies, etc. An important result is the emphasize of the Lean methods implementation benefits, such as greater productivity, improved lead times, elimination of waste, innovation stimulation, safer work environment, better monitoring of the outputs etc.

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Nithia, K. K., Mohd Yusof Noordin, and Muhamad Zameri Mat Saman. "Lean Production Weaknesses in Manufacturing Industry: A Review." Applied Mechanics and Materials 735 (February 2015): 344–48. http://dx.doi.org/10.4028/www.scientific.net/amm.735.344.

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This is a review paper written to discuss the lean manufacturing and the lean weaknesses in manufacturing industry. Lean production or also known as lean manufacturing has been widely practiced as a production improvement tool in manufacturing sectors. Lean manufacturing originated from Japanese automotive manufacturing sectors for about five decades. Over the decades, lean production system have evolved from shop floor improvement tool to a philosophy. The problem statement in this research was to review the weaknesses of lean production system. The purpose of this review paper is to discuss the weaknesses of the lean production system and overview the available methods to address the weaknesses. Limitation and scope of this paper were within manufacturing industry and period of literature reviews. The methodology applied was review literature from the lean manufacturing related journals dated from year 2000 to 2014. Then by consolidating the lean production weaknesses data in to categories of people, material, equipment, know-how, business and planning or scheduling. The authors discussed to elaborate further on the lean weaknesses and methods of addressing it. Therefore, understanding the weaknesses will allow the academic and industry to co-create new solution methods for an effective lean production system. In conclusion, the authors view the weaknesses as an opportunity to integrate with other theories such as agile manufacturing, sustainable development, human factor, safety management and cleaner production in the future.

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Chen, James C., Hunter Lee, Sean Chiu, and Benny Tseng. "Productivity Improvement with Lean Production in Glove Manufacturing Industry." Key Engineering Materials 450 (November 2010): 247–50. http://dx.doi.org/10.4028/www.scientific.net/kem.450.247.

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The study illustrates the application of lean production in a glove manufacturing company in south China. Glove manufacturing has the following production steps, cutting, sewing, pruning, checking, ironing, and packing. With the strong support from the company’s top management and the cooperation with a lean consulting company, the alignment on lean production at different level of management and operators is reached. Value Stream Mapping is used to develop current state mapping showing as-is model. Future state mapping with to-be model is planned through the re-thinking and re-design from “zero”. Significant improvement in lead time reduction and productivity increase are achieved in pilot lean lines. Expansion of the best-practice at lean lines to the other production lines is in progress.

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Adeodu, Adefemi, Mukondeleli Grace Kanakana-Katumba, and Maladzhi Rendani. "Implementation of Lean Six Sigma for production process optimization in a paper production company." Journal of Industrial Engineering and Management 14, no. 3 (July 26, 2021): 661. http://dx.doi.org/10.3926/jiem.3479.

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Purpose: This study aimed at implementing lean six sigma to evaluate the productivity and manufacturing waste in the production line of a paper companyMethodology/Approach: The study is a case study in nature. The method illustrates how lean six sigma (LSS) is used to evaluate the existing production process in a paper production company with focus on productivity and manufacturing waste. The study considered a real-time problem of customer’s dissatisfaction. The gathered data is based on machine functionality (up time, down time and cycle time); materials and labour flow at every process stages of the production line. The optimization of the production process was based on lean tools like value stream mapping, process cycle efficiency, Kaizen, 5S and pareto chartFindings: Based on lean six sigma application, it was discovered that the present production performance was below standard and more manufacturing wastes were generated. The present productivity and manufacturing wastes are reported as low process cycle efficiency (23.4 %), low takt time (4.11 sec), high lead time (43200sec), high number of products not conforming to six sigma values, high down time (32.64 %) and excess labour flow (33). After the implementation of the lean six sigma tools for certain period of time, there are lots of improvements in the production line in terms of all the parameters considered.Research Limitation/ Implications: The study has demonstrated an application of lean six sigma in the case of solving real-time problems of productivity and manufacturing wastes which have a direct implication on customer’s satisfaction. The lesson learned and implications presented can still be further modeled using some lean based software for validityOriginality/Value: The study has contributed to the body of knowledge in the field of LSS with focus to process based manufacturing, unlike most literature in the field concentrate more on discrete based manufacturing.

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Mueller, Cristian. "Application of lean manufacturing principles to coal seam gas production." APPEA Journal 50, no. 2 (2010): 732. http://dx.doi.org/10.1071/aj09096.

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Themes covered: why lean; how lean manufacturing aligns with our business; the areas of focus for lean production; early results; and, the expected rollout going forward. This paper examines the application and alignment of lean manufacturing principles to CSG production at Arrow Energy. Arrow Energy is a vertically integrated energy provider with a focus on exploration and production of CSG. Implementation of lean manufacturing is a critical success factor for Arrow to deliver on its aggressive expansion targets. The lean manufacturing philosophy is not a new concept. Pioneered by Toyota, lean manufacturing has proven (if well implemented) to be able to deliver improvements in delivery, cost, quality and safety. In a commodity business all costs must be scrutinised and the focus on lean drives value for internal and external customers and allows practitioners to identify and remove waste from the system. While CSG production does not look like a traditional manufacturing business, the lean approach to continuous improvement does in fact apply. High volumes of repetitive work in areas such as well drilling, well completion and surface infrastructure deployment support the case for applying the philosophies of lean manufacturing. Long distances between work cells and variability of work conditions, not normally associated with traditional manufacturing, do present challenges; however, these challenges impact any type of improvement effort and the lean production principles can be readily adapted to these conditions. Early applications of lean philosophy have been applied to surface infrastructure deployment with a measured reduction in lead time of approximately 70%. Additional engineering and process redesign work is underway, which will provide additional improvement. The expectation is that over time Arrow will deliver a strong lean culture throughout the organisation, which will have a significant impact on the bottom line results.

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Dissertations / Theses on the topic "Lean manufacturing production"

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Tinoco, Juan C. "Implementation of lean manufacturing." Online version, 2004. http://www.uwstout.edu/lib/thesis/2004/2004tinocoj.pdf.

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Olson, Dana Marc. "Implementing lean manufacturing tools in a small manufacturing environment." Menomonie, WI : University of Wisconsin--Stout, 2004. http://www.uwstout.edu/lib/thesis/2004/2004olsond.pdf.

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Engum, Marianne. "Implementing lean manufacturing into newspaper production operations /." Online version of thesis, 2009. http://hdl.handle.net/1850/9725.

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Kurdve, Martin. "Development of collaborative green lean production systems." Doctoral thesis, Mälardalens högskola, Innovation och produktrealisering, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-25605.

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This thesis deals with development of lean and green production systems from an action research point of view. The studies focus on Swedish-based automotive and vehicle industries and their aims to integrate sustainable thinking and environmental care into their operations management. Starting from operations management in manufacturing and corporate sustainable development, the research is built on how to integrate these two views into one production system. The systematic structure of a multiple-target improvement process with methodologies and tools designed to achieve the sustainability vision has been studied. Since lean as well as green production is based on the entire value chain, the research has gone beyond legal company limits and included the collaborative efforts between suppliers and customers in the value chain. The thesis includes six papers and describes approaches on how to implement integration, how to structure and integrate improvement management systems, how to set up an integrated monitoring and control system for the business and how to organise and redesign green lean tools and methodologies to support collaboration towards common targets. The results can be used for exploration and hypothesis formulation for further studies and development of integrated production systems and collaboration systems. The thesis helps answering how to integrate and implement company-specific green lean production systems.

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Liao, I.-Hsiu. "Designing a lean manufacturing system a case study /." Diss., Online access via UMI:, 2005.

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Thesis (M.S.)--State University of New York at Binghamton, Thomas J. Watson School of Engineering and Applied Science, Dept. of Systems Science and Industrial Engineering, 2005.
Includes bibliographical references.

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Subramanian, Nima. "Lean manufacturing in a semiconductor environment : production leveling." Thesis, Massachusetts Institute of Technology, 2007. http://hdl.handle.net/1721.1/39686.

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Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management; and, (S.M.)--Massachusetts Institute of Technology, Dept. of Mechanical Engineering; in conjunction with the Leaders for Manufacturing Program at MIT, 2007.
Includes bibliographical references (p. 60-61).
Intel Corporation's Fab17 located at Hudson, MA underwent a large scale manufacturing ramp-up, increasing its production volume by over 50%. As a result of this manufacturing ramp-up, the factory is faced with various capacity issues. These capacity issues along with current work-in-progress inventory (WIP) management strategies lead to an unbalanced inventory flow within the factory. The unbalanced WIP flow results in wafers accumulating in front of certain operations/areas. This WIP accumulation or "WIP bubbles" creates unexpected demand for the various resources on the shop floor, putting an undue strain on them. This strain is felt the most in the bottleneck area. The objective of this project is to develop a sustainable solution methodology to alleviate the strain on the bottleneck. The scope of this project falls under Fab 17's lean manufacturing organization, known as the manufacturing excellence (mX) group, and, the analysis used in this internship utilizes lean manufacturing concepts and principles. The solution methodology analyzes the wafer fabrication process in layers rather than in segments. This approach clarifies WIP movement and identifies problem areas that cause WIP bubbles. Further, the thesis applies the concept of production leveling to wafer fabrication in order to alleviate (and eliminate) the pressure on the bottleneck.
by Nima Subramanian.
S.M.
M.B.A.

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Dhayanithi, Amarnath, and Deepak Sureshkumar. "COST OPTIMIZATION IN PRODUCTION SYSTEMS : USING LEAN MANUFACTURING." Thesis, Tekniska Högskolan, Högskolan i Jönköping, JTH, Produktionsutveckling, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-47382.

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In the era of globalization, every company is trying its best to sustain its company’s name and their product in its respective market. The overreach goal of the thesis to optimize the cost in the production system using lean manufacturing. To attain the primary goal of the thesis, three layered approach has been carried out. Firstly, the non-value-added activities in the shop floor has been identified. The tools like VSM and spaghetti diagram is used to identify the non-value-added activities Secondly, the lead time of a particular product has been calculated for a particular product. The lean tools like JIT,5s, TQM, TPM has been used to reduce the lead time. TQM is used to identify the quality issues, TPM is used to identify the maintenance problems and JIT &5s is used to identify the problems in tool arrangement and delivery of the raw materials. The last part of the thesis is to measure the cost-effectiveness by implementing lean manufacturing to produce a particular product family. Tools like Activity based costing is used to allocate the cost involved in the various activities that can be measured by the cost drivers and cost pool. To measure the performance of the production system OEE is used in this thesis

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Sezen, Mesut Bora, and Haiyan Wang. "Lean and Green Production Development : Examples of Industrial Practices in China and Turkey." Thesis, Mälardalens högskola, Akademin för innovation, design och teknik, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-13887.

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This master thesis project was initiated in connection to the research project “Green Production Systems”, which is being conducted at Mälardalen University with involvement of academics and Swedish automotive and manufacturing industries. This thesis is prepared in guidance of “Development of guidelines for environmental value improvement and cost decrease” work package and the work package associated “Lean and Green Production Systems” master thesis proposal (see Appendix I). The aim of the thesis is to provide the work package with an international aspect under the given master thesis proposal scoping. The main objective of this thesis has been to contribute to a further understanding of how approaches to lean and green can be used to develop competitive production systems. A theoretical frame of reference has been presented in order to provide the research with a theoretical foundation. Further, empirical studies of four companies from China and Turkey have been carried out to investigate how companies perceive and work with their production systems in terms of applications of lean and green approaches. The empirical studies also aimed at identifying good examples of current practices that the companies achieved within the area.

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Francis, Merwin. "A model for assessing the anticipated relative financial impact of implementing the tools of lean manufacturing on a manufacturing concern." Thesis, Nelson Mandela Metropolitan University, 2011. http://hdl.handle.net/10948/1326.

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Lean manufacturing has seen its creators, Toyota, rise from insignificance in the middle of the previous century, to the biggest selling car manufacturer in the world today. Another Japanese car manufacturer, Honda, which has also been practising the principles of lean avidly during the last few decades, has also made huge strides towards becoming a dominant force in the car market. These Japanese companies‟ adoption of lean has seen many of their mass producing United States (US) and European counterparts struggle for survival. Maynard (2003:10) predicted that by the end of the decade, at least one of the „Big Three‟ auto makers in the US – Chrysler, Ford, and General Motors (GM) – would be forced to undertake significant restructuring to continue in operation. At the time of this writing all indications are that this prediction will come true. GM is in the process of major shareholding restructuring in an attempt to keep the company afloat, having run up insurmountable debts in the face of the current global economic downturn. Adopting the lean methodology has become a matter of necessity. The continued use of mass production methods alone is no longer viable; companies need to also employ lean methods intelligently in order to remain competitive. This study is regarded as a crucial endeavour to assist operations managers of manufacturing concerns in developing lean implementation strategies which will maximise the benefits to the organization.

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Gahagan, Sean M. "Simulation and optimization of production control for lean manufacturing transition." College Park, Md. : University of Maryland, 2008. http://hdl.handle.net/1903/8358.

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Thesis (Ph. D.) -- University of Maryland, College Park, 2008.
Thesis research directed by: Dept. of Mechanical Engineering. Title from t.p. of PDF. Includes bibliographical references. Published by UMI Dissertation Services, Ann Arbor, Mich. Also available in paper.

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Books on the topic "Lean manufacturing production"

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Feld, William M. Lean Manufacturing. London: Taylor and Francis, 2000.

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1948-, Wysk Richard A., and Torres José Manuel, eds. Improving production with lean thinking. Hoboken, N.J: Wiley, 2006.

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How to implement lean manufacturing. New York: McGraw-Hill, 2010.

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Lean manufacturing for the small shop. Dearborn, Mich: Society of Manufacturing Engineers, 2001.

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Lean manufacturing for the small shop. 2nd ed. Dearborn, Mich: Society of Manufacturing Engineers, 2009.

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Semanc̆o, Pavol, and Vladimír Modrák. Handbook of research on design and management of lean production systems. Hershey PA: Business Science Reference, an imprint of IGI Global, 2014.

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Lean supply chain and logistics management. New York: McGraw-Hill, 2012.

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Myerson, Paul. Lean supply chain and logistics management. New York: McGraw-Hill, 2012.

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Lean production for the small company. Boca Raton, FL: CRC Press, 2012.

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Bozzone, Vincent. Speed to market: Lean manufacturing for job shops. 2nd ed. New York: AMACOM/American Management, 2001.

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Book chapters on the topic "Lean manufacturing production"

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Jeziorek, Olaf. "Manufacturing Resource Planning." In Lean Production, 55–71. Wiesbaden: Vieweg+Teubner Verlag, 1994. http://dx.doi.org/10.1007/978-3-322-89477-9_5.

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Nicholas, John. "Workcells and Cellular Manufacturing." In Lean Production for Competitive Advantage, 283–318. 2nd edition. | Boca Raton : Taylor & Francis, CRC Press, 2018.: Productivity Press, 2018. http://dx.doi.org/10.4324/9781351139083-12.

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Satoglu, Sule, Alp Ustundag, Emre Cevikcan, and Mehmet Bulent Durmusoglu. "Lean Production Systems for Industry 4.0." In Springer Series in Advanced Manufacturing, 43–59. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-57870-5_3.

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Dombrowski, Uwe, Tim Mielke, and Sven Schulze. "Lean Production Systems as a Framework for Sustainable Manufacturing." In Sustainable Manufacturing, 17–22. Berlin, Heidelberg: Springer Berlin Heidelberg, 2012. http://dx.doi.org/10.1007/978-3-642-27290-5_3.

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Meier, Klaus-Jürgen, and Manuel Fuchs. "Quick Response Manufacturing – Eine zeitbasierte Wettbewerbsstrategie." In Lean Production für die variantenreiche Einzelfertigung, 89–117. Wiesbaden: Springer Fachmedien Wiesbaden, 2017. http://dx.doi.org/10.1007/978-3-658-13969-8_5.

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Meier, Klaus-Jürgen, and Manuel Fuchs. "Quick Response Manufacturing – Eine zeitbasierte Wettbewerbsstrategie." In Lean Production für die variantenreiche Einzelfertigung, 89–118. Wiesbaden: Springer Fachmedien Wiesbaden, 2020. http://dx.doi.org/10.1007/978-3-658-30948-0_5.

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Moreira, Francisco, Anabela C. Alves, and Rui M. Sousa. "Towards Eco-efficient Lean Production Systems." In Balanced Automation Systems for Future Manufacturing Networks, 100–108. Berlin, Heidelberg: Springer Berlin Heidelberg, 2010. http://dx.doi.org/10.1007/978-3-642-14341-0_12.

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Salinas-Coronado, Jesús, Julián Israel Aguilar-Duque, Diego Alfredo Tlapa-Mendoza, and Guillermo Amaya-Parra. "Lean Manufacturing in Production Process in the Automotive Industry." In Lean Manufacturing in the Developing World, 3–26. Cham: Springer International Publishing, 2014. http://dx.doi.org/10.1007/978-3-319-04951-9_1.

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Dombrowski, Uwe, and Thomas Richter. "The Lean Production System 4.0 Framework – Enhancing Lean Methods by Industrie 4.0." In Advances in Production Management Systems. Smart Manufacturing for Industry 4.0, 410–16. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-99707-0_51.

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Dombrowski, U., T. Mielke, and S. Schulze. "Employee Participation in the Implementation of Lean Production Systems." In Enabling Manufacturing Competitiveness and Economic Sustainability, 428–33. Berlin, Heidelberg: Springer Berlin Heidelberg, 2011. http://dx.doi.org/10.1007/978-3-642-23860-4_70.

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Conference papers on the topic "Lean manufacturing production"

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Wohlwender, Tom. "Implementing Lean Production Principles Through Production Monitoring and Feedback Systems." In Southern Automotive Manufacturing Conference & Exposition. 400 Commonwealth Drive, Warrendale, PA, United States: SAE International, 1998. http://dx.doi.org/10.4271/982089.

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Black, J. T., and Kavit R. Antani. "Cellular Manufacturing Insights in Lean Production Systems." In Southern Automotive Manufacturing Conference & Exposition. 400 Commonwealth Drive, Warrendale, PA, United States: SAE International, 1999. http://dx.doi.org/10.4271/1999-01-3380.

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Piciacchia, F. Roy. "Planning a Lean Production Implementation Using Visioneering." In Southern Automotive Manufacturing Conference & Exposition. 400 Commonwealth Drive, Warrendale, PA, United States: SAE International, 1999. http://dx.doi.org/10.4271/1999-01-3382.

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Wu Peng. "Reducing carbon emissions in precast concrete production through the lean production philosophy." In 5th International Conference on Responsive Manufacturing - Green Manufacturing (ICRM 2010). IET, 2010. http://dx.doi.org/10.1049/cp.2010.0448.

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Deshmukh, Girish, Chandrakant Ramesh Patil, and Mona G. Deshmukh. "Manufacturing industry performance based on lean production principles." In 2017 International Conference on Nascent Technologies in Engineering (ICNTE). IEEE, 2017. http://dx.doi.org/10.1109/icnte.2017.7947977.

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Bautista-Calderon, Kenneth, Dante Padilla-Reyes, Fernando Maradiegue-Tuesta, and Jose Alvarez-Merino. "Improvement of shirt making production through lean manufacturing." In 2019 IEEE Sciences and Humanities International Research Conference (SHIRCON). IEEE, 2019. http://dx.doi.org/10.1109/shircon48091.2019.9024864.

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Koskela, Lauri, and Jukka Leikas. "Implementation of Lean Production in Construction Component Manufacturing." In 12th International Symposium on Automation and Robotics in Construction. International Association for Automation and Robotics in Construction (IAARC), 1995. http://dx.doi.org/10.22260/isarc1995/0027.

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Ritter, Chelsea, Youyi Zhang, Roger Dupuis, and Mohamed Al-Hussein. "Simulation of Production Line Improvement in Modular Home Manufacturing." In 25th Annual Conference of the International Group for Lean Construction. International Group for Lean Construction, 2017. http://dx.doi.org/10.24928/2017/0232.

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Sharma, Rohan, Morriel Kasher, Lucy Zhang, Nisha Mani, and Brian Lai. "Application of Lean Manufacturing Principles in Optimizing Factory Production." In 2018 IEEE MIT Undergraduate Research Technology Conference (URTC). IEEE, 2018. http://dx.doi.org/10.1109/urtc45901.2018.9244796.

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Thammatutto, Chairat, and Chayakrit Charoensiriwath. "Improving production efficiency through Lean Flexible Cellular Manufacturing Simulation." In 2011 IEEE International Conference on Quality and Reliability (ICQR). IEEE, 2011. http://dx.doi.org/10.1109/icqr.2011.6031734.

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Reports on the topic "Lean manufacturing production"

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Raj, Deepika, Yoon Jin Ma, Hae Jin Gam, and Jennifer Banning. The Implementation of Lean Production and Environmental Sustainability Practices in the Indian Apparel Manufacturing Industry. Ames: Iowa State University, Digital Repository, 2013. http://dx.doi.org/10.31274/itaa_proceedings-180814-866.

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Slattery, Kevin. Unsettled Topics on the Benefit of Additive Manufacturing for Production at the Point of Use in the Mobility Industry. SAE International, February 2021. http://dx.doi.org/10.4271/epr2021006.

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An oft-cited benefit of additive manufacturing (AM), or “3D-printing,” technology is the ability to produce parts at the point of use by downloading a digital file and making the part at a local printer. This has the potential to greatly compress supply chains, lead times, inventories, and design iterations for custom parts. As a result of this, both manufacturing and logistics companies are investigating and investing in AM capacity for production at the point of use. However, it can be imagined that the feasibility and benefits are a function of size, materials, build time, manufacturing complexity, cost, and competing technologies. Because of this, there are instances where the viability of point-of-use manufacturing ranges from the perfect solution to the worst possible choice. Unsettled Topics on the Benefits of Additive Manufacturing for Production at the Point of Use in the Mobility Industry discusses the benefits, challenges, trade-offs, and other determining factors regarding this new level of AM possibilities.

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Roye, Thorsten. Unsettled Technology Areas in Deterministic Assembly Approaches for Industry 4.0. SAE International, August 2021. http://dx.doi.org/10.4271/epr2021018.

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Increased production rates and cost reduction are affecting manufacturing in all sectors of the mobility industry. One enabling methodology that could achieve these goals in the burgeoning “Industry 4.0” environment is the deterministic assembly (DA) approach. The DA approach is defined as an optimized assembly process; it always forms the same final structure and has a strong link to design-for-assembly and design-for-automation methodologies. It also looks at the whole supply chain, enabling drastic savings at the original equipment manufacturer (OEM) level by reducing recurring costs and lead time. Within Industry 4.0, DA will be required mainly for the aerospace and the space industry, but serves as an interesting approach for other industries assembling large and/or complex components. In its entirety, the DA approach connects an entire supply chain—from part manufacturing at an elementary level to an OEM’s final assembly line level. Addressing the whole process of aircraft design and manufacturing is necessary to develop further collaboration models between OEMs and the supply chain, including addressing the most pressing technology challenges. Since all parts aggregate at the OEM level, the OEM—as an integrator of all these single parts—needs special end-to-end methodologies to drastically decrease cost and lead time. This holistic approach can be considered in part design as well (in the design-for-automation and design-for-assembly philosophy). This allows for quicker assembly at the OEM level, such as “part-to-part” or “hole-to-hole” approaches, versus traditional, classical assembly methods like manual measurement or measurement-assisted assembly. In addition, it can increase flexibility regarding rate changes in production (such as those due to pandemic- or climate-related environmental challenges). The standardization and harmonization of these areas would help all industries and designers to have a deterministic approach with an end-to-end concept. Simulations can easily compare possible production and assembly steps with different impacts on local and global tolerances. Global measurement feedback needs high-accuracy turnkey solutions, which are very costly and inflexible. The goal of standardization would be to use Industry 4.0 feedback and features, as well as to define several building blocks of the DA approach as a one-way assembly (also known as one-up assembly, or “OUA”), false one-way assembly, “Jig-as-Master,” etc., up to the hole-to-hole assembly approach. The evolution of these assembly principles and the link to simulation approaches are undefined and unsolved domains; they are discussed in this report. They must be discussed in greater depth with aims of (first) clarifying the scope of the industry-wide alignment needs and (second) prioritizing the issues requiring standardization. NOTE: SAE EDGE™ Research Reports are intended to identify and illuminate key issues in emerging, but still unsettled, technologies of interest to the mobility industry. The goal of SAE EDGE™ Research Reports is to stimulate discussion and work in the hope of promoting and speeding resolution of identified issues. SAE EDGE™ Research Reports are not intended to resolve the challenges they identify or close any topic to further scrutiny.

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Quak, Evert-jan. The Link Between Demography and Labour Markets in sub-Saharan Africa. Institute of Development Studies (IDS), January 2020. http://dx.doi.org/10.19088/k4d.2021.011.

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This rapid review synthesises the literature from academic, policy, and knowledge institution sources on how demography affects labour markets (e.g. entrants, including youth and women) and labour market outcomes (e.g. capital-per-worker, life-cycle labour supply, human capital investments) in the context of sub-Saharan Africa. One of the key findings is that the fast-growing population in sub-Saharan Africa is likely to affect the ability to get productive jobs and in turn economic growth. This normally happens when workers move from traditional (low productivity agriculture and household businesses) sectors into higher productivity sectors in manufacturing and services. In theory the literature shows that lower dependency ratios (share of the non-working age population) should increase output per capita if labour force participation rates among the working age population remain unchanged. If output per worker stays constant, then a decline in dependency ratio would lead to a rise in income per capita. Macro simulation models for sub-Saharan Africa estimate that capital per worker will remain low due to consistently low savings for at least the next decades, even in the low fertility scenario. Sub-Saharan African countries seem too poor for a quick rise in savings. As such, it is unlikely that a lower dependency ratio will initiate a dramatic increase in labour productivity. The literature notes the gender implications on labour markets. Most women combine unpaid care for children with informal and low productive work in agriculture or family enterprises. Large family sizes reduce their productive labour years significantly, estimated at a reduction of 1.9 years of productive participation per woman for each child, that complicates their move into more productive work (if available). If the transition from high fertility to low fertility is permanent and can be established in a relatively short-term period, there are long-run effects on female labour participation, and the gains in income per capita will be permanent. As such from the literature it is clear that the effect of higher female wages on female labour participation works to a large extent through reductions in fertility.

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