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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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Caterino, Garret J. (Garret James) 1971. "Implementation of lean manufacturing in a low-volume production environment." Thesis, Massachusetts Institute of Technology, 2001. http://hdl.handle.net/1721.1/88955.
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Thesis (S.M.)--Massachusetts Institute of Technology, Dept. of Mechanical Engineering; and, (S.M.)--Massachusetts Institute of Technology, Sloan School of Management; in conjunction with the Leaders for Manufacturing Program at MIT, 2001.Includes bibliographical references (p. 91-93).
by Garret J. Caterino.
S.M.
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Kilpatrick, Auston Marmaduke. "Lean manufacturing principles : a comprehensive framework for improving production efficiency." Thesis, Massachusetts Institute of Technology, 1997. http://hdl.handle.net/1721.1/10286.
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Samela, Thandile. "Assessment of the status of lean implementation at selected South African Revenue Service branch offices." Thesis, Nelson Mandela Metropolitan University, 2011. http://hdl.handle.net/10948/8702.
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Governments around the world want to deliver better education, better health care, better pensions and better transportation services. They know that impatient electorates want to see change, and fast. But, the funds required to meet such expectations are enormous, particularly in the many developed economies where populations are aging and the public sector's productivity has not kept pace with that of the private sector. The need to get value for money from governments at all levels is therefore under the spotlight as never before. However, cost-cutting programmes that seek savings of 1 to 3% per year will not be sufficient and, in some cases, may even weaken the quality of service (Bhatia & Drew, 2006). One of the key innovative means to improve productivity, and do more with less, is through the implementation of lean initiatives. The purpose of this study is to conduct an 'Assessment of the status of lean implementation at selected SARS (South African Revenue Service) branch offices'. Literature review was conducted to investigate the origins of lean and how the service industry tapped from this philosophy, which was initially developed for the manufacturing sector. The lean philosophy has now been widely adopted in various service industries, from government agencies such as the South African Revenue Service to financial institutions such as ABSA bank, including the healthcare industry. The findings of the research indicated that even though the organisation has made a strategic decision to implement lean, this has not been entirely successful as there is a lack of understanding of lean among managers and team leaders. There are some pockets of excellence though. The researcher recommends that a comprehensive road map be developed to guide the organisation into a sustainable lean implementation.
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NIU, Zhanwen. "Lean Design and Management for Manufactoring." Economic Research Center, Graduate school of Economics, Nagoya University, 2009. http://hdl.handle.net/2237/11909.
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Jozaffe, Lyndon Brian. "Implementing lean manufacturing to improve production efficiency in the manufacturing operations at the Aspen General facility." Thesis, Nelson Mandela Metropolitan University, 2006. http://hdl.handle.net/10948/529.
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South African producers are constantly facing competition from foreign organisations in their domestic markets. The adverse effects of this competition stem, in part, from the low levels of productivity which characterise South African industry and which is well documented by the National Productivity Institute of South Africa. The concept of continuous improvement offers a proven methodology for increasing the effectiveness and efficiency of production processes. Given the situation that faces South African producers, it would seem appropriate to investigate how the concept of continuous improvement can be applied to a specific South African manufacturing organisation, like the Aspen Pharmacare General Facility, in order to improve its effectiveness and efficiency.
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Yamashita, Kazuhiro. "Implementation of lean manufacturing process to XYZ Company in Minneapolis area." Online version, 2004. http://www.uwstout.edu/lib/thesis/2004/2004yamashitak2.pdf.
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Skelley, Kyle. "Lean implementation to improve scheduling for a multi-cell manufacturing facility." Online version, 2009. http://www.uwstout.edu/lib/thesis/2009/2009skelleyk.pdf.
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Selvaraju, Sathishkumar. "Simulation based scheduling using interactive data and lean concepts in a manufacturing industry." Diss., Online access via UMI:, 2009.
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Thesis (M.S.)--State University of New York at Binghamton, Thomas J. Watson School of Engineering and Applied Science, Department of Systems Science and Industrial Engineering, 2009.Includes bibliographical references.
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Sidinile, Ayanda. "An analysis of the barriers that inhibit sustainable implementation of LEAN." Thesis, Nelson Mandela Metropolitan University, 2014. http://hdl.handle.net/10948/d1021192.
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With global advances in technology, many organizations are finding it difficult and quite challenging to do business as usual. Japanese companies are on top of the world economy, while many Western companies are struggling to find ways to compete with them (Womack, et al., 1990). The Japanese secret weapon “Lean Production” is no longer a secret; more and more western companies are now learning and adopting Lean techniques to remain relevant and competitive. Lean management is a consistent philosophy and a set of practices that must be maintained over time in order to see the gains (Losonci & Demeter, 2013). Lean is not a quick fix to reduce costs, but a continuous improvement journey that will transform an organization into a cost efficient value-driven system. Lean is still a fairly new phenomenon in South Africa, particularly in the Eastern Cape. The road towards the lean implementation is viewed by many as a challenging and yet rewarding journey. South African organizations are following the trend of implementing lean in order to eliminate waste, improve quality, speed, customer satisfaction and thereby increasing profits. It is however still a long journey towards achieving total perfection. The main challenge facing South African organizations is the ability to sustain the lean improvements over a longer period. This study will focus on identifying and analyzing the main barriers that inhibit many successful organizations from sustaining lean improvement efforts.
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Lee, Leslie James. "A next generation manufacturing control system for a lean production environment." Thesis, Loughborough University, 2004. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.443955.
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Börjesson, Henriette. "A Practical Lean Analysis : Streamlining a production system for scalable manufacturing." Thesis, Karlstads universitet, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:kau:diva-75857.
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Denna kandidatuppsats är gjord i samarbete med ett företag som arbetar med att producera fryst mat för hundar. Företaget har stora ambitioner och för att möjliggöra en skalbar produktion behöver företaget effektivisera sina processer. Med hjälp av metoder baserade och förknippade med Lean produktion, kan förteget rationalisera bort manuellt och svårskalat arbete i processerna. Detta görs för att generera effektivitet så produktionssystemet är stark nog att skalas upp och producera mer produkter vid en större efterfrågan. Syftet med rapporten är att undersöka det nuvarande produktionssystemet, analysera och utifrån teori granska vad som kan orsaka ineffektivitet. Företagets produktionsflöde har kartlagts med hjälp av värdeflödesanalys, som är en vedertagen metod inom Lean. Företagets problemområden identifierades och förslag på åtgärder togs fram. Med utgångspunkt i litteraturen om Lean produktion utfördes en analys och diskussion av resultatet. Slutligen kunde man konstatera att produktionssystemet, på detta företag, kan skala upp sin produktion och öka sin volym till en viss mängd. När man som företag arbetar med Lean för förbättringar så innebär det i teorin att man arbetar för ständiga förbättringar. Företaget kommer ständigt att behöva analysera produktionssystemet då olika faktorer kommer att påverka skalbarheten över tid.
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Andersson, Carl. "Designing a lean manufacturing model for Johnson Controls SA." Thesis, Nelson Mandela Metropolitan University, 2006. http://hdl.handle.net/10948/188.
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An increase in global competitiveness has forced manufacturing organisations to re – look at their facility from an output and quality standpoint. Leveraging a manufacturing operation into a competitive advantage must at all times support the organisation’s objectives. It is therefore vital that the operation reviews its strategy so that it fulfils the everchanging needs of its market. The main objective of this research was to identify possible approaches that Johnson Controls South Africa (JCI SA) could pursue when implementing a Lean Manufacturing model. In doing this it will improve JCI SA’s manufacturing efficiency and quality, thus giving the organisation a competitive edge over its opposition. The research presented an empirical study of how a Lean Manufacturing model should be implemented in JCI SA. A theoretical and empirical study was conducted on how to successfully implement Lean Manufacturing within an organisation. The main purpose was to establish a theoretical Lean Manufacturing model that the organisation can utilise as a strategic plan to become the global leader in its market place.
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Flores-Meza, S., J. Limaymanta-Perales, J. Eyzaquirre-Munarriz, C. Raymundo-Ibañez, and M. Perez. "Lean Manufacturing Model for production management to increase SME productivity in the non-primary manufacturing sector." Institute of Physics Publishing, 2020. http://hdl.handle.net/10757/656394.
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Currently, there is a large percentage of small and medium-sized enterprises (SMEs) in the Peruvian textile market that show economic loss because of the payment of penalties to customers, which are incurred owing to the delay in the delivery of order batches. This is due to poor production management and a lack of focus. The manufacturing sector is essential because of its high contribution to the country's gross domestic product. Currently, SMEs do not employ methodologies that help improve production and process management as they do not realize how important and necessary the methodologies are, in addition to how complex these may be. Therefore, this paper will propose a production management model designed for SMEs in this sector, based on Lean methodology where the objective is time reductions and production increases as well as exerting changes to the organizational culture. Thus, this model will help organizations to avoid incurring economic losses because of the payment of penalties for orders not delivered on time. To validate the present model, a time simulation was performed in the manufacturing area of a textile company. The result of this project was positive, since there was a 25% increase in productivity and a 20% reduction of takt time with respect to the initial data.
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Hiles, Charmelle Amanda. "Using experience from previous failed implementations to improve future lean implementation strategy." Thesis, Nelson Mandela Metropolitan University, 2015. http://hdl.handle.net/10948/11047.
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The main objective of the study was to ascertain the presence of the identified critical success factors for lean sustainability in a chemical manufacturing company in Port Elizabeth. The critical success factors that formed part of the research included leadership involvement and commitment, management involvement and commitment, employee engagement and organisational culture. The methodology used was one of a positivistic approach. A questionnaire was utilized and the responses were analyzed using various statistical methods. Based on the results from the analysis, recommendations and conclusions could be drawn. The inferential results of the study indicated that all the critical success factors identified for this study were present within the organisation. However, there were still a large percentage of respondents that remained neutral across all the questions which could indicate reasons why previous attempts in lean implementation failed. The recommendations provided were based on the findings of the study. An implementation strategy was identified and outlined. This strategy and recommendations will assist in providing a sound platform for a sustainable lean initiative within the organisation.
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Williams, Ryan Scott. "Lean Manufacturing as a Source of Competitive Advantage." BYU ScholarsArchive, 2010. https://scholarsarchive.byu.edu/etd/2333.
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The productivity advances generated from lean manufacturing are self-evident. Plants that adopt lean are more capable of achieving high levels of quality, shorter lead times, and less waste in the system. While it seems logical that higher levels of productivity and quality, as is common in lean companies, should result in positive financial performance, the research community has failed to establish the financial profitability of lean. Those researchers who have studied the financial returns issue report varying results. The goal of this research was to determine if a connection exists between lean and financial success and to discover why so many researchers are finding mixed results. Information Velocity (IV) was theorized to provide the solidifying link between lean and financial performance. Measured by combining the environmental volatility with a company's leanness, IV measures how fast a company can transmit information from the market into a customer-satisfying product in the hands of the consumer. This study analyzed over 530 publicly-traded manufacturing companies to validate the following hypotheses: 1) there is a positive relationship between leanness and financial returns, 2) there is a negative relationship between environmental volatility and financial returns, and 3) there is a positive relationship between IV and financial returns. Regression models were run in various combinations to determine the effect of lean, environmental instability, environmental unpredictability, and IV on financial performance indicators such as return on sales (ROS), return on assets (ROA), and quarter-closing stock price. The outcome of this study showed that financial rewards do result from lean, which positively affected financial performance in almost all scenarios. Environmental instability always negatively correlated with financial returns, and IV mostly shows a positive effect, but with mixed results. Lastly, IV does not explain why researchers find mixed results on the profitability measures of lean. The results of this thesis highlight the significance of implementing lean manufacturing, especially in a dynamic environment. As the instability in the environment increases, profitability decreases. Therefore, an increase in leanness by boosting inventory turns can compensate for the volatility and create enhanced productivity measures and financial results.
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Ortiz-Bailon, Mariella, Ruben Vera-Espino, Juan Quiroz-Flores, and Jose Alvarez. "Improvement for production management and control using lean manufacturing tools in the manufacturing of posts and accessories." Springer, 2021. http://hdl.handle.net/10757/656028.
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El texto completo de este trabajo no está disponible en el Repositorio Académico UPC por restricciones de la casa editorial donde ha sido publicado.The problem identified is the poor management and control of production, which includes direct consequences with regard to quality, planning of operations and work method; generating mainly penalties for non-fulfillment of orders, increased operating costs and lost opportunity cost that negatively affect the efficiency of the production process of concrete posts and accessories in a SME company. The implementation of an improvement model is proposed applying the Lean Manufacturing philosophy; whose application is focused on improving 3 main waste in the production system: defects, inventory and waiting time. The proposals of the study generated a reduction in the percentage of defects in the company by 6.46%, 9.50% in the case of penalties for non-compliance with orders, 34.67% in the cycle time and a 21% increase in the OEE of the machines.
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Neethling, Gideon Hugo. "Performance improvement by applying lean manufacturing principles at MultiMech." Thesis, Stellenbosch : University of Stellenbosch, 2009. http://hdl.handle.net/10019.1/8329.
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Thesis (MBA)--University of Stellenbosch, 2009.ENGLISH ABSTRACT: The political changes in South Africa since 1994 and globalisation have brought about a dramatic increase in competition for South African companies. To ensure long-term survival and success, companies have to focus their strategies on continuous improvement and the ability to adapt to continuous change. Lean manufacturing principles were derived from the Toyota Production System (TPS) which was created by Taiichi Ohna, who is widely credited to be the father of Lean manufacturing principles. Lean principles originated in the automotive industry and transformed an industry that previously focused all its improvement efforts on the theory of mass production. Lean principles can be summarised as continuous improvement through focus on the elimination of waste from processes. Lean principles specify that organisations: • Change from using their view to using the view of the customer when evaluating value-creating activities; • Change production plans that focus on mass production to production plans that produce only what customers want now in flow production with small production batches; • Reduce lead times; • Improve quality; and • Achieve the above-mentioned by eliminating waste in all processes. Lean principles are based on the assumption that once waste is removed, the process improves and results in reduced lead time, improved quality, reduced costs and improved customer service. The aim of this research study was to test Lean principles by implementing applicable parts of it in the engine rebuilding section of MultiMech, a division of Golden Arrow Bus Services. The changes that formed part of the implementation included: • Reduced work in progress through improved production planning; • Improved performance of inbound processes through improved communication based on improved production planning; and • Improved productivity due to improved inbound processes and improved performance measuring. The results from the pilot implementation of Lean principles at the engine rebuilding section support the benefits documented in the theory. The major results were: • An increase in the number of engines built for the months June to September, from 54 in 2007 to 88 in 2008 which represents a 63 per cent improvement in productivity; • A decrease in the number of works orders from 58 to 21, which represents a decrease of 63 per cent in work in progress; and • A reduction in stores' lead time from 3.5 days to 1.4 days, which represents an improvement of 60 per cent. The results from the pilot implementation is only an indication of the total potential that will be realised when Lean principles are implanted throughout MultiMech.
AFRIKAANSE OPSOMMING: Die politieke veranderinge in Suid-Afrika sedert 1994 en globalisering het 'n dramatiese verhoging in mededinging vir Suid-Afrikaanse maatskappye tot gevolg gehad. Ten einde langtermyn oorlewing en sukses te verseker, moet maatskappye hul strategiee fokus op aanhoudende verbetering en die vermoe om by konstante verandering aan te pas. 'Spilvrye' vervaardigingsbeginsels ('Lean manufacturing principles') is afgelei van die Toyota produksiestelsel ('Toyota production system') (TPS), wat ontwikkel is deur Taiichi Ohno, wat algemeen beskou word as die vader van spilvrye vervaardigingsbeginsels. Hierdie beginsels het ontstaan in die motorvervaardigingsindustrie en 'n industrie transformeer wat voorheen al sy verbeteringspogings gefokus het op die teorie van massaproduksie. Spilvrye beginsels kan opgesom word as konstante verbetering deur te fokus op die eliminasie van verspilling uit prosesse. Spilvrye beginsels bepaal dat organisasies: • Nie meer vanuit hulle eie perspektief nie, maar vanuit die klient se perspektief waardeskeppende aktiwiteite beoordeel; • Produksieplanne verander wat fokus op massaproduksie tot produksieplanne wat slegs produseer wat kliente nou wil he in 'n vloeiproduksieproses met klein produksievolumes; • Wagperiodes verminder; • Kwaliteit verbeter; en • Bogenoemde bereik deur verspilling in alle prosesse te elimineer. Spilvrye beginsels is gebaseer op die aanname dat sodra verspilling verwyder is, die proses verbeter en verkorte wagperiodes volg, kwaliteit verbeter, kostes verminder en klientediens verbeter. Die doel van hierdie navorsingstudie was om Spilvrye beginsels te toets deur toepaslike gedeeltes daarvan te implementeer in die enjinbou afdeling van MultiMech, 'n divisie van Golden Arrow busdienste. Die veranderinge wat deel uitgemaak het van die implementering sluit in: • Verminderde werk-in-proses deur verbeterde produksiebeplanning; • Verbeterde prestasie van inkomende prosesse deur verbeterde kommunikasie gebaseer op verbeterde produksiebeplanning; en • Verbeterde produktiwiteit as gevolg van verbeterde inkomende prosesse en verbeterde prestasiemeting. Die resultate van die loodsimplemetering van Spilvrye beginsels by die enjinbou afdeling ondersteun die voordele wat in die teorie gedokumenteer is. Die vernaamste resultate sluit in: • 'n Toename in die aantal enjins gebou vir die maande Junie tot September, van 54 in 2007 tot 88 in 2008 wat 'n 63 persent verbetering in produktiwiteit verteenwoordig; • 'n Afname in die aantal werksopdragte vanaf 58 tot 21, wat 'n afname van 63 persent in werk-in-proses verteenwoordig; en • 'n Afname in store se wagperiode van 3.5 dae tot 1.4 dae, wat 'n verbetering van 60 persent verteenwoordig. Die resultate van die loodsimplementering van Spilvrye beginsels is 'n teken van die totale potensiaal wat gerealiseer sal word met die implementering in ander departemente van MultiMech.
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Kubickas, Andrius. "Increasing Of Production Efficiency In Metal Processing Companies." Master's thesis, Lithuanian Academic Libraries Network (LABT), 2010. http://vddb.laba.lt/obj/LT-eLABa-0001:E.02~2010~D_20100628_093043-55796.
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In the final of magistral work I investigate increase of efficiency of industrial companies. I am mostly
concentrated in creation of model for increase of efficiency of manufacturing. That will mostly be appropriate for
industrial companies that are specialized in metal manufacturing and welding.
In the first part analysis of scientific – methodic literature on theme of manufacturing efficiency increase is
described by me including the essential notions. I have investigated various aspects of manufacturing
organization. I have deepen in principles of possession of manufacturing and have analyzed principles of selection
of Lean tools paying attention on criteria set in companies.
In the second part information about surveys of trends of development of industrial companies is being
given. I have invoked data of the Department of statistics. Questionnaire has been concluded and sent to
industrial companies.
In the third part model of increase of manufacturing efficiency is chartered. Also model of installment
stages is drawn and divided. In each stage installment steps are named together with which the tool appropriate
for installment of this is offered. Advantage of the model is such that all steps are shown in priorities together
with the offered tools. For i have been in lack of this after analyzing suggested by other authors, I have a mind
that my model would be very helpful for the beginning companies for the installment of Lean.
The final work is consisted of four parts:... [to full text]Baigiamajame magistro darbe nagrinėju pramonės įmonių gamybos efektyvumo kelimą. Labiausiai koncentruojos ties gamybos efektyvumo kelimo modelio sukūrimu. Kuris labiausiai tiks pramonės įmonėms, kuriuos specializuojasi metalo apdirbimo ir suvirinimu. Pirmoje dalyje atlikta mokslinės - metodinės literatūros analizę gamybos kelimo efektyvumo tema aprašiau pagrindines sąvokas. Išnagrinėjau įvairius gamybos organizavimo aspektus. Įsigilinau į gamybos valdymo principus bei išanalizavau Lean įrankių pasirinkimo principus atsižvelgdamas į įmonėse nusistatytus kriterijus. Antroje dalyje yra pateikiama pramonės įmonių plėtros tendencijų tyrimus. Pasitelkiau Statistikos departamento teikiamus duomenys. Buvo sudaryta klausimų anketa ir išsiustos į pramonės įmones. Trečioje dalyje aprašytas mano sukurtas gamybos efektyvumo kelimo modelis. Taip pat nubražytas ir suskirstytas į modelis į diegimo etapus. Kiekviename etape yra įvardijami diegimo žingsniai, šalia kurių yra pasiūlytas tam žingsniui idiegti, galimas įrankis. Modelio privalumas tame, kad visi žingsniai yra parodyti eiles tvarka ir šalia pasiūlyti įrankiai. Kadangi išnagrinėjes kitų autorių pasiūlytus to pasigedau, manau kad mano modelis labai padėtų pradedančioms įmonėms įsidiegti Lean. Baigiamaji darba sudaro keturios dalis: įvadas, mokslinės literatūros analizė, empiriniai tyrimai ir sukurto modelio aprašymas kartu su įgyvendinimu. Taip pat patektos išvados bei pasiūlymai, literatūros sąrašas ir priedai. Darbo apimtis - 92p... [toliau žr. visą tekstą]
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Messaoudene, Zahir. "Formalisation des contradictions pour la conception des systèmes physiques de production : Application au lean manufacturing." Strasbourg 1, 2003. http://www.theses.fr/2003STR13152.
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Dans un contexte industriel difficile, le système de production doit évoluer afin d'être en adéquation avec son environnement. Le système de production est un système complexe composé de ressources interconnectées pour transformer, déplacer, stocker et contrôler les produits. La finalité de tout système de production est de s'améliorer en permanence afin de survivre et de croître. L'une des réponses pour que les systèmes de production s'améliorent est l'implémentation du Lean Manufacturing. Afin d'implémenter le Lean Manufacturing, une modélisation détaillée du système de production est nécessaire. Cette modélisation engendre un réseau complexe de relations entre les ressources et les activités dont il est difficile d'obtenir une compréhension immédiate. Cet entrelacement de relations contient un ensemble de contradictions qu'il est difficile d'extraire. La difficulté de formaliser ces contradictions réside dans le manque de structuration des informations pour l'implémentation du Lean Manufacturing et par le choix judicieux d'un modèle du système en cohérence avec le Lean Manufacturing. Dans le but d'apporter un éclaircissement pour une meilleure compréhension de l'implémentation du Lean manufacturing, nous proposons une démarche pour formaliser les contradictions. Pour la construction de cette méthode, nous utilisons certains principes issus de l'Axiomatic Design et de la TRIZIn a difficult industrial context, the manufacturing system must evolve. The manufacturing system is a complex system which is composed by a unit of interdependent resources to transform, to move, to store the products. The finality of any manufacturing system is to get better in order to survive. One of the responses to satisfy this finality is the implementation of Lean Manufacturing. In order to implement the Lean Manufacturing, a detailed manufacturing system modelling is necessary. This modelling generates a complex network of relations between the resources and activities whose it is difficult to obtain an immediate understanding. This interlacing of relations contains a whole of contradictions which it is difficult to extract. A contradiction is expressed by the opposition which the value of system parameter can take to satisfy needs for implement the Lean Manufacturing. A contradiction is expressed by this way: the transfer lot size must be raised to reduce displacement costs of products, but the transfer lot size must be weak to reduce post-operative storing costs. The difficulty to formalize these contradictions lies in the lack of information's structuring to implement Lean Manufacturing and the judicious choice of model. This model must be in coherence with Lean Manufacturing. In order to provide an explanation for better comprehension of Lean Manufacturing implementation, we propose a method for formalize the contradictions. In order to construct this method, we use certain concepts descended from Theory of General System, Axiomatic Design and OTSM-TRIZ. For greater clarity, we implement this method within the framework of description of specific contradictions network to the lead manufacturing time reduction. Finally, we propose a manner to explore this contradictions network within a workshop study
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Mesones-Guillén, Axel, Lizeth Palacios-Jesús, Edgardo Carvallo-Munar, Rosa Salas-Castro, and Luis Cardenas-Rengifo. "Lean Manufacturing Model Adapted for Waste Reduction in Peruvian Condiment Production Agri-Businesses." Repositorio Academico - UPC, 2021. http://hdl.handle.net/10757/653813.
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El texto completo de este trabajo no está disponible en el Repositorio Académico UPC por restricciones de la casa editorial donde ha sido publicado.The Peruvian export supply is primarily based on the segment of dressings and condiments. This paper seeks to adapt lean manufacturing tools using Poka-Yoke techniques and process standardization, which may align with existing processes to prevent production errors. This combination of tools is expected to reduce the percentage of waste generated throughout the condiment production process. Subsequent to an initial evaluation of the current method combined with the application of both the tools, 11.4% waste reduction was ultimately reported.
Revisión por pares
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Fargani, Haitem. "A framework incorporating Lean Six Sigma and Life-Cycle Assessment in sustainable manufacturing." Thesis, Northumbria University, 2017. http://nrl.northumbria.ac.uk/36189/.
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Manufacturing companies must consider the environmental and social aspects of their business in order to meet the requirements of sustainable manufacturing (SM). In this context, traditional manufacturing management techniques are being challenged because they do not address environmental concerns. Therefore, to meet the commitment to sustainability, a new manufacturing paradigm is needed to improve these techniques in order to assist practitioners and researchers in overcoming this new challenge. This study addresses Lean Six Sigma (LSS) and Life Cycle Assessment (LCA) as important live manufacturing improvement techniques that are currently handled independently, but there could be value in bringing them together. Researching the integration of LSS and LCA is expected to reveal improvement opportunities that would enhance the financial and environmental performance of SM. The main objective of this research has been therefore to design a framework to integrate LSS and LCA so as to yield an outcome better than that obtained if the two methods are applied in isolation. The thesis explores SM through an extensive literature review and then proceeds with data collection using a mixed-methods approach. Analysis of the knowledge and data acquired reveals that communication, environmental strategy and the market are important factors in integrating LSS and LCA. The data is also used to examine the current state of sustainability in a sample of companies by examining the recommendations put forward by other researchers for the transition to SM. The results show that most companies struggle in SM because these recommendations are not adopted. The findings of the study lead to the development of a framework that can be used to support decision making in sustainable manufacturing and to guide environmental improvement projects. The framework illustrates how conducting a LCA study provides the information to formulate an environmental strategy, and how to undertake a LSS project to make improvements. The framework highlights the importance of upgrading standard LSS tools to include environmental measures. Finally, thought experiments are conducted to demonstrate the usefulness of the framework.
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Kisby, Brian M. (Brian Matthew). "Lean visual management in an ERP/MES-controlled production cell." Thesis, Massachusetts Institute of Technology, 2009. http://hdl.handle.net/1721.1/49778.
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Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management; and, (S.M.)--Massachusetts Institute of Technology, Engineering Systems Division; in conjunction with the Leaders for Manufacturing Program at MIT, 2009.Includes bibliographical references (p. 94).
As a company grows, more and more effort is needed to control and coordinate operations. Typically, this is accomplished through an evolving collection of systems and processes, such as an Enterprise Resource Planning (ERP) system, but such systems also influence how a company does business, reviews performance, and communicates results. Manufacturing Execution Systems (MES) are often used in conjunction with ERP systems to streamline and enable actual manufacturing processes. A third type of system, the visual management system, is used to take production out of the closed, computerized realm and make it open, intuitive, and efficient. Visual Management, as a lean concept, can be a simple and effective means to efficiently regulate inventory levels and production activities. However, when visual management systems are to be embedded within a broader ERP/MES system, certain conditions and support systems are requisite, the absence of which will render the visual management system ineffective, at best, or destructive, at worst. Furthermore, there are fundamental issues around implementing visual management, be it high-tech or low-tech. This thesis will describe a case study of the process to manage the design and implementation of a visual management system, while addressing various stakeholders' needs and refined business objectives. Theories and frameworks of Enterprise Architecting and Change Management are utilized to analyze which functions the visual management system should perform and how to achieve operator buy-in.
by Brian M. Kisby.
S.M.
M.B.A.
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Huallpa, Junior, Tomas Vera, Ernesto Altamirano, Carlos Raymundo, and Javier M. Moguerza. "Production management model for increasing productivity in bakery SMEs in Peru." Springer Verlag, 2019. http://hdl.handle.net/10757/656250.
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El texto completo de este trabajo no está disponible en el Repositorio Académico UPC por restricciones de la casa editorial donde ha sido publicado.There is a high margin of informality in small- and medium-sized companies in the bakery sector because of their lack of focus and poor standardization of their activities. Bakery SMEs, the activities of which have not yet been standardized, usually perform activities inefficiently, unnecessarily extending production times. The current average productivity of Lima-based SMEs is 1.7, a figure that, when compared with countries in the Pacific Alliance, is low. In addition, currently no methodologies seek continuous process improvement. Therefore, a Lean Process Management model was established to reduce activities and times. As validation, a production time simulation was performed in a warehouse, increasing the productivity to 2.08, with a percentage variation of 87.39% when compared with the initial productivity.
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Pitout, Callum John. "Determining the critical success factors for implementing lean manufacturing in South Africa: a case study." Thesis, Nelson Mandela Metropolitan University, 2006. http://hdl.handle.net/10948/d1021082.
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The lean manufacturing system that evolved in Japan since World War II has leapt across the globe to North America and Europe. The secret success of Japan’s manufacturing machine has been shared. In Europe and America, lean has been identified as a manufacturing best practice that should be adopted to ensure competitive manufacturing efficiency. Many success stories have been told of American companies adopting the Japanese lean tools and techniques. Now, South African manufacturers are implementing the lean manufacturing philosophy, some with more success than others. This research paper explores lean manufacturing implementations at two South African automotive component manufacturers and identifies the critical success factors that have driven the implementation process forward. Commitment from top company executives, extensive training, worker empowerment and other critical success factors for implementing lean manufacturing into a South African environment are identified as a result of the research conducted.
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Kinder, Tony. "The diffusion of lean production technology within manufacturing industry in West Lothian, Scotland." Thesis, University of Edinburgh, 2002. http://hdl.handle.net/1842/24779.
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This thesis considers the nature and form of lean production from three angles: prevailing institutional arrangements, as a holistic system and as a series of production techniques. In each case, it identifies social, value, and technical characteristics constructing a synthetic theory of lean production from a critical review of existing literature and from grounded theory. From original empirical work in West Lothian’s electronics industry it interprets and analyses the extent and nature of lean production’s diffusion from inward investors into the indigenous sector. This thesis explores the extent to which local supply chains act as knowledge conduits, shaping and promoting the diffusion of technological knowledge. It identifies barriers to the diffusion of lean production technology and considers them within the context theoretical and public policy debate.
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Hardman, Stephen. "Can a tools-based implementation of lean in the manufacturing industry provide attractive investment opportunities for shareholders." Thesis, Stellenbosch : Stellenbosch University, 2008. http://hdl.handle.net/10019.1/6169.
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Thesis (MBA (Business Management))--Stellenbosch University, 2008.ENGLISH ABSTRACT: The concept of a business existing to fulfil the wants and needs of the various stakeholders acknowledges that the prime goal of any commercial business is that of profit maximisation and the resultant stock price maximisation (Brigham & Ehrhardt, 2002:10). Any decision by the senior management or the board of an organisation should be primarily in the interest of its shareholders. It follows that any decision that does not add shareholder value subtracts from shareholder value; in other words, decisions must impact the bottom line financially. The manufacturing sector has seen its fair share of methods, interventions and programmes aimed at cost reduction and profit maximisation through a variety of total quality management (TOM), statistical process control (SPC), right/downsizing, efficiency improvements and yield maximisation. One of the most enduring and successful of these has been the advent of the lean manufacturing philosophy, defined as the complete and thorough elimination of waste to reduce the time line from receipt of customer order to delivery. It is a process-focused philosophy and not results focused, the belief being that the elimination of waste from all aspects of the process will ultimately result in financial success. Toyota have developed, and perfected more than most, the concept of lean manufacturing. They have termed their lean initiative the Toyota Production System (TPS). At the core of TPS is the concept of one piece flow controlled by customer pull. Given the success derived from TPS by Toyota it is only natural that other organisations have shown interest and have attempted, in varying degrees of success, to copy the TPS. But the magnitude of attempting to change the philosophy of an organisation in the short term is a daunting task and it is understandable why adopters of a lean way forward have rather turned to the lean tools as drivers of the process and value. The attraction of lean tools is that they can be applied in many areas of an organisation independent of one another. Organisations have a range of needs that need to be satisfied which include growth, increased profits, cash now and talent retention. The need to decide what interventions to apply when and where and what impact to profit and share value is of paramount importance to decision makers of organisations. By analysis of the results of a global industrial packaging company's efforts to implement lean through a tool-based approach, this study attempts to offer guidance to those organisations interested in implementing lean tools. The tools employed comprise four operational and three commercial tools. A financial model examining the impact of the tools on financial metrics is then developed and tested. The results show that the impact of the applied tools impact directly financial metrics used by investors to assess the relative attractiveness of an organisation's shares for the period 2003 to 2007. Further research should be conducted to determine the performance of the organisation for a ten to fifteen-year period to determine future success.
AFRIKAANSE OPSOMMING: Die konsep dat 'n sakeondememing bestaan om die verwagtinge en behoeftes van die onderskeie rolspelers te dien erken dat maksimale wins en die gevolglike optimale aandeleprys die primere doelwitte van enige kommersiele onderneming is (Brigham & Ehrhardt, 2002:10). Enige besluit deur die senior bestuur of the direksie van 'n ondememing behoort dus primer in die belang van sodanige ondememing se aandeelhouers te wees. Gevolglik sal enige besluit wat geen waarde tot die aandeelhouer bied nie, sodanige waarde verminder en moontlik lei tot disinvestering; met ander woorde, besluite moet finansieel 'n invloed op winsgewendheid he. Die vervaardigingsektor het al verskeie metodes, ingrypings en programme beleef wat gemik is op kostevermindering en winsverhoging deur middel van 'n verskeidenheid van algehele kwaliteitsbestuur ("total quality management"), statistiese prosesbeheer ("statistical process control"), herstrukturering deur middel van sogenaamde afskaling ("rightdownsizing"), verbetering van effektiwiteit en opbrengs. Een van die standhoudendste en suksesvolste van hierdie is die skep van die "spilvrye" vervaardigingsfilosofie ("lean manufacturing philosophy") wat gedefinieer word as: die totale en volledige eliminering van verspilling om die tydsverloop tussen die ontvangs van die klient se bestelling tot die aflewering te verminder. Die aanname word gemaak dat die eliminering van verspilling vanuit alle aspekte van die proses uiteindelik finansiele sukses tot gevolg sal he. Die filosofie is dus gefokus op die proses en nie op resultate nie. Toyota het die konsep van "spilvrye"-vervaardiging ontwikkel en, meer as ander, vervolmaak en verwys na hul inisiatief as die "Toyota Production System" of TPS. Sentraal tot die TPS is die konsep van enkel-aaneenlopende produksievloei beheer deur klienteopdrag en -behoefte. As gevolg van Toyota se sukses met die toepassing van die TPS is dit te verwagte dat ander organisasies belangstelling sou toon en met wisselende sukses gepoog het om die TPS na te boots. Om die filosofie van 'n organisasie in die kort termyn te verander is so 'n omvangryke taak dat dit begryplik is waarom nuwe bekeerlinge tot die "spilvrye" -filosofie eerder "spilvrye"-instrumente verkies as die dryfvere van die proses en waarde. Die aantrekkingskrag van "spilvrye"-instrumente is dat dit onafhanklik van mekaar in baie areas van 'n organisasie deur individue, werkspanne of konsultante aangewend kan word. Insluitend groei, die verhoging van wins, kontantvloei en die behoud van talent, het organisasies uiteenlopende behoeftes wat aangespreek moet word. Dit is van die uiterste belang vir besluitnemers van organisasies om te besluit op toepaslike ingryping, wanneer en waar, asook die uitwerking op wins en aandeelwaarde. As 'n poging om belangstellende organisasies te help, bied hierdie studie 'n analise van die resultate voortspruitend uit 'n globale industriele verpakkingsmaatskappy se pogings om die "spilvrye" konsep deur middel van 'n instrument-gebaseerde benadering te implementeer. Die resultate toon dat die impak van die toegepaste instrumente 'n direkte invloed het op die finansiele meetinstrumente, wat deur beleggers aangewend word om die relatiewe aantrekkingskrag van 'n organisasie se aandele vir die tydperk 2003 tot 2007 te bepaal. Om toekomstige sukses te bepaal behoort verdere navorsing egter gedoen te word ten opsigte van die organisasie se prestasie oor 'n tien- tot vyftien-jaar tydperk.
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Adedeji, Adeyemi Charles. "Enhancing the role of the Kaizen suggestion tool in South African lean automotive companies of the Eastern Cape." Thesis, Nelson Mandela Metropolitan University, 2011. http://hdl.handle.net/10948/d1008157.
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The Toyota manufacturing system, aptly referred to as Lean manufacturing, has received a reasonable appreciation and awareness over the past decade in South African industry. This production phenomenon constitutes an organizational culture that encourages world-class production success through the liberation of factory resources, while employees are empowered and encouraged to contribute ideas for the improvement of processes and products. However, despite lean awareness and the crucial role of employee participation in the suggestion of ideas in world-class organizations, the performance level of lean manufacturing in South African industry is largely devoid of the Kaizen suggestion tool, particularly in the automotive companies of the Eastern Cape. The aim of this research was to proffer appropriate recommendations, improved awareness, understanding and practice for the improvement of the Kaizen suggestion principle in the automotive companies of the Eastern Cape. The research primarily focused on the ‘management/employees’ paradigm within the organisational context. The methodology employed in the study included a thorough review of the relevant literature and a questionnaire, which was developed and administered to both the management and employees of the thirty automotive components suppliers in Eastern Cape. The target companies constituted the units of analyses and therefore provided the opportunity for a detailed investigation of the links between management and employees as well as a submission of ideas for operational and organisational processes as established in the literature review. Epistemologically, the research is objectivist and paradigmically, positivist. However, some qualitative aspects of the data were relevant to the study and, therefore, were used in a complementary manner. The case approach utilized mixed methods by applying a range of data collection techniques and evidence from multiple sources while the sampling technique was sequential, involving both purposive and stratified random sampling. The study reveals the apparent lack of a systematic mechanism for the practice and administration of the Kaizen suggestion tools in most Eastern Cape automotive companies. This demerit is found to have negatively affected maximum employee participation and involvement in organizational decision making within the Province. The study has established a basic level of awareness and understanding among employees / employers relations that the Kaizen suggestion scheme is a vital tool for delivering strategic objectives in the management of decision making and organizational growth. The study strongly advocates the inclusion of employee suggestion systems as part of the organizational process.
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Meade, David Joseph. "Modeling the strategic impact of management accounting methods on the implementation of lean manufacturing." Full text available, 2004. http://images.lib.monash.edu.au/ts/theses/meade.pdf.
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Bohemia, Erik Industrial Design UNSW. "Lean manufacturing and its impact on the role of industrial designers in Australia." Awarded by:University of New South Wales. Industrial Design, 2002. http://handle.unsw.edu.au/1959.4/19087.
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The aim of this research was to determine the extent of use, by Australian manufacturers, of lean manufacturing techniques, and the current and future implications for industrial designers. A survey was conducted to gather data on organisation demographics, the role of the industrial designer, production techniques and product development. The survey was distributed to 220 manufacturing organisations undertaking product development in Australia. The number of surveys returned was 134, representing a 60.9 percent response rate. The surveyed organisations represented a broad cross-section of Australian manufacturers by size, location and industry. Manufacturing organisations were categorised into three groups: lean manufacturers, emerging users of lean manufacturing and non-lean manufacturers. It was concluded that lean manufacturing is being adopted by Australian manufacturers and that lean manufacturing is impacting on the role of the industrial design. In general, the data obtained in this research confirms views expressed in the literature that describes current changes in the manufacturing industry. This literature suggests that design will become the next competitive 'weapon', and become a central part of organisational strategy. However, the data also suggests the design profession has still some way to go to adequately grasp its full professional potential, particularly in the area of product development management. The results indicate that industrial designers underperformed in five functional areas that could be considered fundamental to the service normally provided by industrial designers and they have not exceeded expectations in any of the functions included in the survey. It was found that overall, industrial designers were not regarded highly by organisations as a source of new product ideas. Another troubling finding was that industrial designers were generally not perceived as being suitable to manage product development groups. The results of this research could be used to guide educational institutions in regard to curricula for industrial design courses so that future graduates may more effectively fulfil industry requirements.
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Richards, Philip L. (Philip Lloyd). "Effective synchronization of MRP to production during a lean transformation." Thesis, Massachusetts Institute of Technology, 2007. http://hdl.handle.net/1721.1/39691.
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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 Electrical Engineering and Computer Science; in conjunction with the Leaders for Manufacturing Program at MIT, 2007.Includes bibliographical references (p. 64-65).
Raytheon - Network Centric Systems (NCS) division develops and produces mission solutions for networking, command and control, battlespace awareness, and air traffic management. The facility in Largo, Florida, produces radios and their associated equipment for programs in the NCS division. The Largo facility uses traditional Material Resource Planning (MRP) systems to drive supply chain and production output. This push system runs directly against lean principles of flow and pull during Raytheon's continuous lean improvements. This tension makes the lean transition difficult for all aspects of the business. This thesis specifically examines the reduction in throughput variability that comes with lean controls and shows that the lean principles of flow, pull and pursuit of perfection help MRP be more accurate by providing the stability required for the MRP system. This is especially important during the transition between a classic MRP push system and the more efficient use of material planning available in a lean organization. Results of the alignment between operations and MRP include lower lead times, lower inventory and lower cost production. This thesis also explores the fundamental cultural, structural and political issues with implementing certain lean changes and the effects of these issues on variability of the system.
by Philip L. Richards.
S.M.
M.B.A.
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Sosa-Perez, V., J. Palomino-Moya, C. Leon-Chavarri, C. Raymundo-Ibañez, and F. Dominguez. "Lean Manufacturing Production Management Model focused on Worker Empowerment aimed at increasing Production Efficiency in the textile sector." Institute of Physics Publishing, 2020. http://hdl.handle.net/10757/656397.
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For companies operating within the garment manufacturing industry, having frequent downtimes in their production flows is an extremely common issue. In this context, a balanced production line is required to prevent high waiting times due to limited productive capacity. A well-balanced assembly line allows products to be produced in an optimum time while using less resources, such as machines, materials, or labour, since the right number of products is produced with the exact amount of resources, thus generating savings in production costs. This paper seeks to foster optimum resource allocation through the line balancing tool. Finally, to define a work methodology, best practices were selected, and a procedures manual was developed focusing on Standardization. Both tools were implemented after implementing changes to the company culture by means of the Employee Empowerment tool. As a result of this implementation, workers acquired greater accountability and control over the resources, methods, and equipment of their work areas. After the proposed improvements had been deployed, the company reported an increase of over 20% in production line quality, performance, and efficiency.
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Arroyo-Andrade, Flavio, Pebelyh Coral-Rodriguez, Jhonatan Cabel-Pozo, and Jose Alvarez. "Improvement of the polymer insulation production process using lean manufacturing tools and plant layout design." Springer, 2021. http://hdl.handle.net/10757/656032.
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El texto completo de este trabajo no está disponible en el Repositorio Académico UPC por restricciones de la casa editorial donde ha sido publicado.This study focuses on problems of inadequate production capacity management. The factors that generate this scenario are related to the incorrect distribution of work areas, the absence of standardization of the production process and unorganized workstations in the production line. The application of 5S’s tool, Value Stream Mapping (VSM) and a proposal for plant design are presented to solve the problem. After the application of the design solution, it was identified that 1 h and 23 min can be saved in transfer times, which can be invested in the manufacture of more products, improving the use of the plant’s capacity.
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Alwazir, Jihad Khalil. "Exploring lean production in the flexible manufacturing systems environment : some tensions between features of advanced manufacturing technologies and new wave manufacturing strategies." Thesis, Loughborough University, 2000. https://dspace.lboro.ac.uk/2134/6912.
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Madwara, Nomonde Juliet. "Overcoming supply line barriers to the implementation of lean manufacturing in the Transwerk Uitenhage Plant." Thesis, Nelson Mandela Metropolitan University, 2006. http://hdl.handle.net/10948/552.
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The objective of this study is to assess the Lean Manufacturing practices by Transwerk Uitenhage and to reveal the barriers to implementation of lean manufacturing strategies experienced by their supply line. This will be compared to what the literature says and suggestions to overcome these barriers will be developed.
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Riat, Amerdeep Singh. "#Best practice' lean production in small to medium sized manufacturing enterprises, and its assessment." Thesis, University of Sunderland, 1996. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.337041.
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Poole, Andrew David. "Development of a lean manufacturing method for the production of metallic fuel pump bearings." Thesis, University of Birmingham, 2014. http://etheses.bham.ac.uk//id/eprint/5500/.
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The project aim was to develop a lean method for bimetallic fuel pump bearing manufacture using powder metallurgy (PM), as an alternative to flame spraying. Specifically, the sintering and diffusion bonding of aluminum powder alloy to 30% leaded bronze included: • 'Press and sinter': AI-6%Si alloy. 7075 alloy (AI-5.5%Zn-2.5° oMg-1.6%Cu), \(\leq\)500 °C AI-8%Mg-4%Zn alloy, \(\leq\) 500 °C. • HIP (Hot Isostatic Pressing) - AI-6%Si alloy. • 'Hot compaction' - AI-8%Mg-4%Zn alloy. 'Press and sinter' of AI-6%Si alloy resulted in residual porosity and expansion during cooling, due to silicon density reduction during solidification. HIP enabled simultaneous compaction, sintering and diffusion bonding of AI-6%Si alloy to leaded bronze; bearing 'blanks' were manufactured, with an intermetallic layer (approximately 100\(\mu\)m) at the interface.'Press and sinter' of 7075 alloy resulted in swelling during transient liquid phase formation and residual porosity. However, using AI-8%Mg-4%Zn alloy this process demonstrated improvement, as it was closer to its solidus temperature at the chosen processing temperature. Test pieces and bearing 'blanks' were produced, with an intermetallic layer (approximately 20 \(\mu\)m) at the interface, of tensile strength > 20 MPa, superior to flame sprayed bearings. Further work involved optimising HIP and 'hot compaction' processing for batch production.
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Mokhalimetso, Lucky. "Investigating the effects of lean thinking on production processes within SMEEs." Thesis, Cape Peninsula University of Technology, 2011. http://hdl.handle.net/20.500.11838/1275.
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Dissertation (MTech( Mechanical Engineering)--Cape Peninsula University of Technology, 2011Lean thinking and its principles, as described by Womack and Jones (1996) has been successfully applied to the manufacturing and operational environment, as evidenced by associated case studies. Fostered by a rapid spread into many other sectors beyond the automotive industry, there has been a significant development and localisation of the lean concept in general. This research study sets out to investigate the effects of lean thinking on production processes in a Small and Medium Engineering Enterprise (SMEE). It is hoped that the methodology adopted and the results of the study in the form of a concise lean principle model will assist SMEEs in the strategic planning of their manufacturing processes and improve their sustainability. The case described here, where lean principles were adopted at a transformer manufacturing company (referred to as ABZ), was considered a success by most of those involved at the company. The production cycle time improved from 33 days to 4.5 days within a few weeks of the implementation. In addition; product quality, worker morale, and housekeeping also improved drastically.
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Raymann, Roman. "Digitisation & Lean Manufacturing : Changes in Manufacturing when the Products are getting Smarter and Connected." Thesis, Högskolan i Gävle, Industriell ekonomi, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:hig:diva-27569.
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Background – Through the progress in information and communication technology (ICT) new possibilities to connect smart objects via the internet arose. The number of connected devices had a strong growth in the past years and will continue rising fast in the next years as well. This new kind of smart and connected products (SCP) enables a lot of new product capabilities which have an impact on the creation of new customer value and competition on the market. Related to that, companies have to deal with digitisation and the affects for their products and manufacturing system. Purpose – The purpose of this thesis is to investigate changes in the manufacturing system when the products are getting smarter and connected. A special focus lays on the well-established Lean thinking approach. The results shall help to understand what new circumstances the decision to make the products smarter and connected will bring for a manufacturing department. Methodology – Relevant literature was reviewed to gain a theoretical framework. For gathering primary data, a qualitative case study was applied. Meetings with members of the case company’s management were arranged to conduct interviews. Additionally, observations were made during a guided tour through the production shop-floor and at a company presentation. The interview was recorded, transcribed and evaluated. Afterwards, the results from the case study were analysed and compared with theory based on the theoretical framework. Conclusions were made. Findings – The differences or changes in manufacturing because the products are getting smarter and connected are much more electronic components and software. Furthermore, new operating equipment is needed. The new circumstances require new knowledge and skills. Therefore, people have to be trained. New problems occur e.g. software problems. The use of Lean tools can be more difficult and time-consuming because of missing know-how and improvements itself are becoming more digital. Contribution – This thesis investigated the effects on the manufacturing system when the products get smarter and connected, which nobody did before. A practical case study with interviews, observations and secondary data from the company was applied. Limitations – The findings match reality based on data from the case company. Available time and access to data from the company’s side were limited. This means that the generalisation must be done with caution. However, it can be said that the findings may apply to many other industrial companies of similar size and similar products.
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Cuellar-Valer, Stephanie, Angie Gongora-Vilca, Ernesto Altamirano-Flores, and Daniel Aderhold. "Application of lean manufacturing in a peruvian clothing company to reduce the amount of non-conforming products." Springer, 2021. http://hdl.handle.net/10757/655941.
Full textAbstract:
This article describes how Lean Manufacturing tools were applied in a Peruvian textile company. A production management model is proposed whose goal is to reduce the number of non-conforming products in the pants manufacturing line. For this, all information was gathered from the production area of the company under study. With the use of quality tools, the diagnosis of the current situation of the pants line was made, identifying the most significant defects, which were 19.43% of produced units in 2018. It was determined that the main causes of the observed defects refer to non-standardized sewing processes, quality control errors, non-standardized cutting processes, and poor production planning. The application of VSM and SMED allowed the correct standardization of denim pants production, TQM allowed proper control and quality management of the production process, and JIT for optimal production planning.
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Viard, Antoine. "Production improvement in a traditional small scale company." Thesis, Mälardalens högskola, Akademin för innovation, design och teknik, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-20863.
Full textAbstract:
Nowadays business atmosphere is to constantly come up with new improvements, in order to become more competitive, or simply stay competitive.Lean manufacturing rose up few decades ago and is now famous for its radical improvements but also for its difficulty to implement. The aim of this study is to get a better understanding of how can Lean bring such important changes, but also what must be done in order to implement it.In order to solve the problem of this report, it was decided to conduct a quantitative research relying on a case study. The company chosen wants to implement Lean but does not really know how to achieve it, so it is a very good opportunity for this project to collaborate with it and see what can be done to implement Lean manufacturing.The results of this thesis demonstrate the need of implementing a philosophy, a way of thinking, rather than different production tools. People must also be prepared for long implementation, which can take between 5 to 10 years. One of the key factors for this implementation is the involvement and empowerment of workers, who will massively contribute to the change process by removing different kind of waste which slow down the processes.