Journal articles: '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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STRIZHAKOVA, Ekaterina N., and Dmitrii V. STRIZHAKOV. "Lean manufacturing: The history and our time." National Interests: Priorities and Security 17, no. 9 (September 15, 2021): 1650–69. http://dx.doi.org/10.24891/ni.17.9.1650.

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Subject. The article discusses the use of the lean production concept at the production enterprise. Objectives. We evaluate the existing lean production toolkit, determine opportunities for their implementation and possible difficulties. Methods. Methodologically, the study is based on the comparative analysis of methods that constitute the lean production system. Results. We review one of the economic security aspects for Russia, such as an increased production competitiveness due to the ubiquitous implementation and use of lean production instruments. We conducted an historical analysis of the origination and development of the production process approach. Some lean production tools and aspects were proved to have been designed and actively used in the USSR manufacturing sector since the 1960s. The lean production concept was found to become very appropriate for enterprises. We analyzed the continuing production planning system by A.S. Rodov, which were in use ans proved its high cost efficiency at the USSR industrial enterprises. We also delved into the profit generating production process that was put in place in Toyota. The article provides the comparative description of modern lean production methods and concludes on their future use. Conclusions. Having compared the Soviet lean production model and the classical Japanese one, we concluded on the use of such production process methods that really went beyond their time. In the mean time, the Soviet model was simpler to use and implement. Based on the overview of modern lean production tools that evolved from the Soviet and Japanese lean production theories, we believe that the lean production principles and methods will have a positive impact on the efficiency and competitiveness of the national manufacturing sector.

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Zhang, Hong Liang, and Zhan Wen Niu. "Study of Lean Production’s Impact on Improving Manufacturing Enterprise’s Core Competitiveness." Applied Mechanics and Materials 220-223 (November 2012): 35–39. http://dx.doi.org/10.4028/www.scientific.net/amm.220-223.35.

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The manufacturing enterprises in China began to learn and apply lean production at early 1980s, but till now the application scale and level is still far behind Japan and America, so it is necessary to research the relation of lean implementation with enterprises in China. This paper applies grey superior analysis to study lean production’s impact on manufacturing enterprises’ core competitiveness using practical data of China. Through analysis, key factors of lean production to competitiveness improvement and main aspects of core competitiveness affected greatly by lean production are recognized. Finally, based on analysis result, some advice on implementing lean production successfully is given to manufacturing enterprises of China.

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Sahoo, Saumyaranjan, and Sudhir Yadav. "Lean production practices and bundles: a comparative analysis." International Journal of Lean Six Sigma 9, no. 3 (August 6, 2018): 374–98. http://dx.doi.org/10.1108/ijlss-01-2017-0002.

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PurposeTotal productive maintenance and total quality management are two lean manufacturing initiatives that are used by manufacturing plant managers to improve operations capabilities. The purpose of this paper is to investigate the effects of standalone lean practices and lean bundles on manufacturing business performance.Design/methodology/approachA quantitative approach was used. The survey data were drawn from 160 manufacturing organizations in India. The respondent companies were grouped on the basis of the duration of lean production in operation and then classified based on the profile of their operations strategy. The approach, based on comparative assessment between standalone lean practices and lean bundles, has been directed toward justification of lean bundles for its support to competitive manufacturing in the context of the Indian manufacturing sector.FindingsThe paper establishes the long-term effects of lean bundles in significantly improving manufacturing business performance as compared to standalone lean practices. Further findings of the study revealed the significance of the duration of lean production in operation in achieving higher levels of manufacturing business performance.Research limitations/implicationsThe study is cross-sectional in nature. It would be interesting to test the analytical framework adopted for this study for more industries and in different countries. The use of subjective measures in survey questionnaire is also another limitation of the study.Practical implicationsThis study offers clear implications for practitioners, proving that they should give higher emphasis on the implementation of lean bundles using total productive maintenance and total quality management practices together, to prioritize their product, production and business strategies, to achieve sustainable competitive advantage.Originality/valueThis paper empirically examines and evaluates the effect of lean practices and bundles in the context of medium- and large-sized manufacturing industries in India. Besides, there are very few studies that comparatively assess the differences in performance contribution of various lean operational strategies considering duration of implementation of lean. Also, the theoretical contribution of the study establishes the essence of integrating total productive management and total quality management for attaining world class manufacturing is of high value.

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Atari, Sina, and Gunnar Prause. "Lean Intrapreneurship for Networked Manufacturing Enterprises." Journal of Entrepreneurship and Innovation in Emerging Economies 5, no. 1 (January 2019): 10–21. http://dx.doi.org/10.1177/2393957518815288.

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Manufacturing processes are usually imbedded in cross-company value and supply chains. Most manufacturing companies are currently encountering the obligation to react on their rapidly changing network environments. For companies, which are willing to remain competitive and to keep their position in the global business environment, continuous improvement and innovation of production system processes has become a necessity. Lean manufacturing and lean thinking represent meanwhile traditional frameworks for improving the performance for production systems in various industries. But not all production companies succeed with their implementation efforts towards lean manufacturing and performance improvements due to failures in organisational topics, especially at the interfaces within supply chains. Lean start-up theory and its methodologies represent success factors for organisational development paving the way to intrapreneurial and innovation concepts in a lean management influenced by lean thinking. Modern manufacturing concepts which are embracing networked enterprises are emphasising approaches for production in networks. The article investigates the innovation shortcoming in the lean manufacturing framework; organisational development in the context of intrapreneurship in a case study of a modular manufacturing company which is based on a smart and lean production concept. The research is empirically validated by using data samples from a business reengineering project in an internationally operating high-tech manufacturing enterprise from Estonia. The empiric analysis is based on semi-structured expert interview data and secondary data revealing the synergies between lean practice bundles and networked production enterprises in the context of intrapreneurship.

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Holloway, L. E., and A. Hall. "Principles of Lean Manufacturing." Industry and Higher Education 11, no. 4 (August 1997): 241–45. http://dx.doi.org/10.1177/095042229701100410.

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Lean manufacturing is a philosophy for continually eliminating waste. The practice of this philosophy requires both a management structure and a manufacturing technical structure that facilitate identifying wastes in the firm's operations, focuses management efforts on improving processes to reduce or eliminate any waste elements, and maintains the improvements through a focus on standards for all elements of manufacturing. This paper identifies the types of wastes in manufacturing. It then shows how lean manufacturing focuses on these wastes through employee involvement in continuous improvement of standards, visual management techniques to help identify wastes (deviations from standard), quality at the source techniques that focus on eliminating wastes of defects, and ‘pull’ production control methods that can be used to reduce wastes of inventory and to expose wastes hidden by high inventories.

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Wickramasinghe, G. L. D., and Vathsala Wickramasinghe. "Implementation of lean production practices and manufacturing performance." Journal of Manufacturing Technology Management 28, no. 4 (May 2, 2017): 531–50. http://dx.doi.org/10.1108/jmtm-08-2016-0112.

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Purpose The purpose of this paper is to investigate the effects of lean production practices and lean duration (the duration for which lean production is in operation) on manufacturing performance. Design/methodology/approach The survey was used as the main method of data collection. In addition to survey data collected from 1,189 respondents from export-based textile and apparel firms operating in Sri Lanka, longitudinal data were collected over a period of seven months from a firm in the study sample to corroborate the survey findings. Findings The findings revealed that lean production practices significantly enhance manufacturing performance. Further findings revealed the importance of the duration of lean production in operation in achieving higher levels of manufacturing performance. This provides empirical support for the contention that the adoption of lean production can only be achieved through time. Practical implications Findings have implications for practices of export-based textile and apparel producing countries from Asia, Latin and Central America, the Caribbean, Eastern Europe, and North Africa, which are competing intensively with each other for their market share in the global export-based textile and apparel production. Originality/value Manufacturing firms are adopting production methods and management practices to become leaner and fitter to create a new labour intensive production model that generate distinctive internal capabilities for survival and growth in international markets. Academics and practitioners in the field of manufacturing technologies will be interested in better understanding how lean production practices would enhance manufacturing performance from a non-western developing country context.

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Amrina, Elita, Nilda Tri Putri, and Dwara Mitha Anjani. "Waste assessment using lean manufacturing in rubber production." IOP Conference Series: Materials Science and Engineering 528 (June 12, 2019): 012051. http://dx.doi.org/10.1088/1757-899x/528/1/012051.

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Pena, R., L. P. Ferreira, F. J. G. Silva, J. C. Sá, N. O. Fernandes, and T. Pereira. "Lean manufacturing applied to a wiring production process." Procedia Manufacturing 51 (2020): 1387–94. http://dx.doi.org/10.1016/j.promfg.2020.10.193.

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Pham, D. T., P. T. N. Pham, and A. Thomas. "Integrated production machines and systems – beyond lean manufacturing." Journal of Manufacturing Technology Management 19, no. 6 (July 25, 2008): 695–711. http://dx.doi.org/10.1108/17410380810888094.

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Osman, Azim Azuan, Abdul Aziz Othman, and Mohd Kamarul Irwan Abdul Rahim. "A REVIEWOF LEANAPPLICATION IN MANUFACTURING ENVIRONMENT: DEFINITIONS AND TERMINOLOGIES." Journal of Technology and Operations Management 14, Number 2 (December 28, 2019): 28–45. http://dx.doi.org/10.32890/jtom2019.14.2.4.

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This articleis a review of definitions and terminologies used in existing literatures related to application of Lean Systemin manufacturing environment. The article is made to provide clear insight and comparisons on various terms used incontemporary academicjournals, booksand published theseson the subject of Lean System.This review realizes that the term Lean Manufacturing was more popular among Malaysian and Asian countries, while Lean Production was mostly used by American scholars. From this review, readers also might learn that Lean System and Toyota Production System are not really the same system due to a missing principle. The presentreview is concluded with visual explanation regarding several major jargons in Lean System.

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Majava, Jukka, and Tiina Ojanperä. "Lean Production Development in SMEs: A Case Study." Management and Production Engineering Review 8, no. 2 (June 1, 2017): 41–48. http://dx.doi.org/10.1515/mper-2017-0016.

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AbstractThe competitiveness of small and medium sized enterprises (SMEs) is vital for the European economy. Also, manufacturing is often the core competence of SMEs. Adopting lean philosophy is a viable and popular approach for developing production and enabling continuous improvement. Despite the increased interest in empirical lean research, the body of knowledge about lean manufacturing development in SMEs is currently insufficient. This paper describes a study of a lean development project in a Finnish-based manufacturing SME. A current state analysis and development proposals are presented. The project applies a framework that other SMEs can utilize in identifying their problem areas and creating development proposals for their production activities. The results of the study contribute to the existing body of knowledge in lean manufacturing. In addition, managers in SMEs can utilize the study results as a reference when designing production development projects.

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Imane Al Mouzani et al.,, Imane Al Mouzani et al ,. "The Integration of Lean Manufacturing and Lean Maintenance to Improve Production Efficiency." International Journal of Mechanical and Production Engineering Research and Development 9, no. 1 (2019): 593–604. http://dx.doi.org/10.24247/ijmperdfeb201957.

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De Vin, Leo J., Lasse Jacobsson, JanErik Odhe, and Anders Wickberg. "Lean Production Training for the Manufacturing Industry: Experiences from Karlstad Lean Factory." Procedia Manufacturing 11 (2017): 1019–26. http://dx.doi.org/10.1016/j.promfg.2017.07.208.

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Priyono, Anjar, and Fazli Idris. "Analysing the adoption of Lean production in remanufacturing industry." Journal of Industrial Engineering and Management 11, no. 4 (October 10, 2018): 697. http://dx.doi.org/10.3926/jiem.2614.

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

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Warnecke, H. J., and M. Hüser. "Lean production." International Journal of Production Economics 41, no. 1-3 (October 1995): 37–43. http://dx.doi.org/10.1016/0925-5273(95)00080-1.

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Muhammad Adib Uz Zaman and Emad Rabiei Hosseinabad. "Production flow improvement and value stream mapping in a lean manufacturing world." Global Journal of Engineering and Technology Advances 6, no. 1 (January 30, 2021): 036–50. http://dx.doi.org/10.30574/gjeta.2021.6.1.0125.

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The importance of lean manufacturing concepts has been discussed many times over the few decades. The most important elements in lean manufacturing practices are value stream mapping (VSM), Kaizen events, load leveling (heijunka), etc. In this case study, a real-world clock assembly simulation has been used to study the performance improvement in terms of production flow and lead time after introducing lean concepts. In each round of simulation, the lean concepts have been introduced one by one and performance metrics were recorded. After implementing the concepts, the productivity was improved enormously. So, this simulation study emphasizes the importance of continuous improvement of production flow through lean concepts in a real production setting.

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HERNÁNDEZ VÁZQUEZ, José Israel, Salvador HERNÁNDEZ GONZÁLEZ, José Omar HERNÁNDEZ VÁZQUEZ, José Alfredo JIMÉNEZ GARCÍA, and María del Rosario BALTAZAR FLORES. "Production Planning through Lean Manufacturing and Mixed Integer Linear Programming." Leather and Footwear Journal 21, no. 1 (March 31, 2021): 47–62. http://dx.doi.org/10.24264/lfj.21.1.5.

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Production planning is one of the most important administrative decisions a company can make, as it involves achieving the lead times set by the customers while taking advantage of the resources the organization has. Over time, different strategies using mathematical models have been implemented in production planning, aimed at finding the best solution for optimizing the available resources. In recent years companies throughout the world have successfullly implemented Lean Manufacturing, aimed at improving their production processes and eliminating everything that does not add value to the product. This article exemplifies a new strategy for production planning, using basic concepts from Lean Manufacturing and mixed integer linear programming models by stages. We took a women’s footwear factory in the city of León, Guanajuato, México, as a case study. The results show that it is possible to get planning that optimizes the organization’s resources and shortens the products’ lead times by shrinking inventories, from a Lean Manufacturing perspective.

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Pech, Martin, and Drahoš Vaněček. "Methods of Lean Production to Improve Quality in Manufacturing." Quality Innovation Prosperity 22, no. 2 (July 31, 2018): 01. http://dx.doi.org/10.12776/qip.v22i2.1096.

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Purpose: Quality in manufacturing can be improved by using lean production methods. The paper discusses traditional and modern methods of lean production and their use in different enterprises.Methodology/Approach: Through a questionnaire survey and research, 90 industrial enterprises were classified by the size, production scope and their ownership. The research results were analyzed by means of statistical methods to determine the differences in the use of lean production methods.Findings: Regarding the lean production and its different methods, the size of the enterprise is an important factor. The statistics revealed that large enterprises tend to use lean production more. It was also proved that some methods of lean production are not completely common in the Czech Republic. Moreover, some methods are quite new to the majority of the enterprises.Research Limitation/implication: Some questionnaire surveys conducted in different countries (especially in the US) use a different enterprise size classification. As the research results show, there is still a large potential for the introduction of lean production methods in small and middle-sized enterprises that can help enterprises to improve the quality of their production.Originality/Value of paper: The application of lean production methods has been investigated so far, especially in large engineering enterprises. The paper deals with the use of these methods also in small and medium sized enterprises. The authors focused their research also on non-engeneering enterprises in the field of the food industry and production of products for domestic use too.

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Ghobakhloo, Morteza, Masood Fathi, Dalila Benedita Machado Martins Fontes, and Ng Tan Ching. "Modeling lean manufacturing success." Journal of Modelling in Management 13, no. 4 (November 5, 2018): 908–31. http://dx.doi.org/10.1108/jm2-03-2017-0025.

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Purpose The purpose of this study is to contribute to the existing knowledge about the process of achieving Lean Manufacturing (LM) success. Design/methodology/approach This study uses interpretive structural modeling and captures the opinions of a group of LM experts from a world-class Japanese automobile manufacturer, to map the interrelationships among potential determinants of LM success. This study further uses the data from a survey of 122 leading automobile part manufacturers by performing structural equation modeling to empirically test the research model proposed. Findings Management support and commitment, financial resources availability, information technology competence for LM, human resources management, production process simplicity, supportive culture and supply chain-wide integration are the key determinants that directly or indirectly determine the level of achievement of LM success. Research limitations/implications The determinants of LM success as experienced by Asian automobile manufacturers might be different from determinants of LM success as experienced by Western automobile manufacturers. An interesting direction for future research would be to capture the experts’ inputs from Western automobile manufacturers to complement the findings of this study. Practical implications The practical contribution of this study lays in the development of linkages among various LM success determinants. Utility of the proposed interpretive structural modeling and structural equation modeling methodologies imposing order, direction and significance of the relationships among elements of LM success assumes considerable value to the decision-makers and LM practitioners. Originality/value Building on opinions of a group of LM experts and a case study of leading auto part manufacturers, the present study strives to model the success of LM, a topic that has received little attention to date.

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Womack, J. P. "A measure of lean [lean production]." Manufacturing Engineer 85, no. 4 (August 1, 2006): 6–7. http://dx.doi.org/10.1049/me:20060401.

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Liu, Y. H., and Dun Wen Zuo. "Research on Lean Assembly." Key Engineering Materials 499 (January 2012): 378–83. http://dx.doi.org/10.4028/www.scientific.net/kem.499.378.

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Lean Production, which was born in manufacturing industry, is considered to be the most suitable production mode for the modern manufacturing enterprises. This paper investigates the application of Lean Production Thinking in the assembly technology, and proposes the concept of Lean Assembly. The Lean Assembly could be described as follows: Eliminating all wastes in assembly process through certain management tools and technologies. There are three sub goals of Lean Assembly: zero inventories, high flexibility, zero defects. What’s more, this paper studies several key technologies, such as assembly line balancing, mixed-model scheduling, part supplying, assembly cell, virtual assembly etc.

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HUNTER, STEVE L., and J. T. BLACK. "LEAN REMANUFACTURING: A CELLULAR CASE STUDY." Journal of Advanced Manufacturing Systems 06, no. 02 (December 2007): 129–44. http://dx.doi.org/10.1142/s0219686707000954.

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This paper documents the basic manufacturing philosophies and methodologies utilized for the design and implementation of a Lean Manufacturing remanufacture cell. Remanufacture deals with overhauling or reworking products that have been in service and need modification in order to continue to be serviceable. This remanufacturing cell implementation is the first cell of an eighteen-cell manufacturing and remanufacturing system. A systematic detailed case study is utilized as a Lean Production example and proves the flexibility of Lean Manufacturing to be adaptive while being cost effective in the remanufacture arena. This study provides key insights into a concept and strategy for implementing Lean Production thinking — cellular manufacturing. Most factories need significant assistance in understanding how to make Lean Production work; this paper provides many insights into both the theory and application of cellular manufacturing/assembly systems for remanufacture.

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Afriansyah, Afriansyah, and Amrifan Saladin Mohruni. "Production Planning and Control System with Just in Time and Lean Production: A Review." Journal of Mechanical Science and Engineering 6, no. 2 (January 23, 2021): 019–27. http://dx.doi.org/10.36706/jmse.v6i2.31.

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Manufacturing can be defined as applying physical and/or chemical processes to modify the structure, properties, and appearance of a given starting material to produce parts or products. Manufacturing often entails combining multiple elements for the creation of assembled products. This study aimed to establish a general understanding of development production planning and control and typical products such as just in time and lean production. Method of this study through literature review. This study described activities related to production planning and production control, the difference between lean production and traditional production (push system), and the structure of lean production as known as Toyota system manufacturing.

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Shoeb, Mohd. "Implementation of Lean Manufacturing System for Successful Production System in Manufacturing Industries." International Journal of Engineering Research and Applications 07, no. 06 (June 2017): 41–46. http://dx.doi.org/10.9790/9622-0706044146.

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Pathak, Ajai Kumar. "Some Aspects of Lean Manufacturing." Advanced Materials Research 488-489 (March 2012): 1142–46. http://dx.doi.org/10.4028/www.scientific.net/amr.488-489.1142.

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Lean manufacturing production system considers the expenditure for any goals other than the creation of value for the end customer to be wasteful. Only operation adds value to the product and other functions such as inspection, transportation, and delays of a permanent or temporary nature are waste and should be eliminated. The beginning of lean manufacturing can be seen in Just In Time (JIT). It was first implemented in Ford automobile in the form of line assembly. Lean manufacturing is based on pull system. In the pull system parts are produced when they are pulled by the process before that. Lean manufacturing defines the value of a product or a service with the customer point of view not on the basis of type of technology and amount of labour. In the lean manufacturing the organization is treated as a single unit. Team work is more important than individual effort. The implementation of lean manufacturing reduces lead time, reduces work in progress (WIP), saves floor space, increases productivity, improves quality and reduces overall cost. In this paper various aspects of lean manufacturing have been examined and discussed.

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Masmali, M. "Implementation of Lean Manufacturing in a Cement Industry." Engineering, Technology & Applied Science Research 11, no. 3 (June 1, 2021): 7069–74. http://dx.doi.org/10.48084/etasr.4087.

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The lean manufacturing concept is a systematic minimization of waste and non-value activities in production processes introduced by the Toyota production system. In this research, lean manufacturing is implemented in a cement production line. Value Stream Mapping (VSM) is applied to give a clear picture of the value chain in cement production processes and to highlight the non-value-added in the shop floor. To begin, the existing VSM is constructed based on the information and data gathered during visiting and observing the manufacturing process in the firm. As a result, the excess inventory between workstations was identified as a major waste generation, hence, the proposed VSM conducts further improvement and makes action plans to alleviate the unwanted activities. Then, the takt time to ensure smooth material flow and to avoid any occurring delay or bottleneck in the production line was figured out. The supermarket pull-based production control is suggested to be adopted in the future map. Two pull production strategies are selected in this case. The first is applying the Kanban system to control the level of inventory between workstations. The other is the CONWIP approach to control the amount of work in process to the entire production line. The outcome of the proposed models indicates a decrease of the none-value time from 23 days in the current state to about 4 and 2 days in Kanban and CONWIP systems respectively, so the CONWIP was suggested as most efficient. Some suggestions for further research are also mentioned.

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Frankowska, Marzena. "Implementation Barriers of Lean Manufacturing in the Production Sector." European Journal of Service Management 28 (2018): 125–33. http://dx.doi.org/10.18276/ejsm.2018.28/1-16.

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Zahra, A. Az, S. Indrawati, and J. Sulistio. "Performance Improvement in Aerospace Production Through Lean Manufacturing Implementation." IOP Conference Series: Materials Science and Engineering 722 (January 21, 2020): 012045. http://dx.doi.org/10.1088/1757-899x/722/1/012045.

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Aydinoglu, Nihan, Tugçen Hatipoglu, Hatice Esen, and Nilgun Figlali. "Application of lean production techniques in the manufacturing industry." International Journal of Services and Operations Management 27, no. 3 (2017): 324. http://dx.doi.org/10.1504/ijsom.2017.084432.

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Fığlalı, Nilgün, Hatice Esen, Tuğçen Hatipoğlu, and Nihan Aydınoğlu. "Application of lean production techniques in the manufacturing industry." International Journal of Services and Operations Management 27, no. 3 (2017): 324. http://dx.doi.org/10.1504/ijsom.2017.10005224.

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Siregar, Ikhsan, Abdillah Arif Nasution, Aji Prasetio, and Kharis Fadillah. "Analysis of production flow process with lean manufacturing approach." IOP Conference Series: Materials Science and Engineering 237 (September 2017): 012002. http://dx.doi.org/10.1088/1757-899x/237/1/012002.

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Rubio, Sergio, and Albert Corominas. "Optimal manufacturing–remanufacturing policies in a lean production environment." Computers & Industrial Engineering 55, no. 1 (August 2008): 234–42. http://dx.doi.org/10.1016/j.cie.2007.12.009.

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Liker, Jeffrey K., and Thomas Lamb. "What is Lean Ship Construction and Repair?" Journal of Ship Production 18, no. 03 (August 1, 2002): 121–42. http://dx.doi.org/10.5957/jsp.2002.18.3.121.

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The success of the Toyota Production System is well known. Toyota is the most productive and innovative automobile manufacturer in the world. Directly or indirectly they have pioneered approaches and principles such as, among many others, just in time, one-piece flow, and "andon." The Toyota Production System was the basis for "lean manufacturing." The purpose of lean manufacturing is to improve product cycle time, cost competitiveness, and quality by eliminating any waste in the manufacturing process through continuous improvement by a motivated workforce. The authors, as part of the NASSCO shipbuilding production system project, were responsible for introducing lean manufacturing to the project team and developing a "Guide to Lean Shipbuilding." This paper first discusses what lean manufacturing is, and then reports on a benchmarking visit to Japanese shipyards. Finally, a description of lean shipbuilding and its implementation is presented with case examples of lean workshops.

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Lorenz, B. Prof, and I. Kaltenmark. "Kameraunterstützte Verschwendungsreduktion*/Computer-vision supported waste reduction in lean production." wt Werkstattstechnik online 107, no. 09 (2017): 572–77. http://dx.doi.org/10.37544/1436-4980-2017-09-10.

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In modernen Produktionen ist Lean Manufacturing einer der wichtigsten Treiber für Produktivitätssteigerungen. Durch neue Entwicklungen im Bereich Industrie 4.0 können Impulse im Lean Manufacturing gegeben werden. An der OTH Regensburg wird getestet, wie kostengünstige Kamerasysteme helfen können, Verschwendungen sichtbar zu machen und zu minimieren. Es zeigt sich, dass auch mit geringen Investitionskosten neue Potentiale zur Verschwendungsreduktion aufgedeckt werden können.   In modern production lean manufacturing is one of the most effective drivers for productivity. Due to new developments in the Industrie 4.0-campaign new impulses can be given into lean manufacturing. Experiments at OTH Regensburg indicate that a low-cost camera system can help to make waste visible and minimize it. This shows that with low invest costs, new potentials for waste reduction can be revealed.

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Singh, Jagmeet, and Harwinder Singh. "Application of lean manufacturing in automotive manufacturing unit." International Journal of Lean Six Sigma 11, no. 1 (January 9, 2020): 171–210. http://dx.doi.org/10.1108/ijlss-06-2018-0060.

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Purpose This paper aims to apply lean manufacturing using value stream mapping (VSM) in the manufacturing organization (automotive suspension and fastening components section). To validate the VSM approach, simulation has been done. Design/methodology/approach VSM approach has been used to implement lean stages in the U-bolt section. Current state map was prepared and future state map has been implemented. Further, simulation has been done to compare current state and future state maps. Findings It has been found that there is 87.59% reduction in cycle time (C/T), 76.47% reduction in work-in-process (WIP) inventory, 95.41% reduction in production lead time, 66.08% increase in value added (VA) ratio, 95.78% reduction in non-value added (NVA) time, 57.14% reduction in the number of operators and 70.67% reduction in change over (C/O) time for the U-bolt section. Simulated and VSM of current and future state has observed error of 5 s. Research limitations/implications This study is based on automotive manufacturing industry situated in northern part of India. The outcome of this study is applicable only to the selected product of the manufacturing company. Originality/value This paper deals with case study part which reflects the true picture of implementation of Lean manufacturing (LM) tools in the organization.

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Wang, Chen Hua, Jar Her Kao, and Sanjay Kumar Thakur. "Implementation of the Lean Model for Carrying out Value Stream Mapping and SMED in the Aerospace Engine Case Production." Advanced Materials Research 542-543 (June 2012): 302–10. http://dx.doi.org/10.4028/www.scientific.net/amr.542-543.302.

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The lean manufacturing has been widely applied in the most of the industry sectors. Single Minute Exchange of Dies (SMED) is one of lean manufacturing tools that can be used to further reduce production waste. In order to ensure waste be effectively reduced, lean manufacturing has tools to achieve its goal. The first step is analysis of current state value stream map from the production line. The second step is the use of Single Minute Exchange of Dies to propose and carry out improvement actions in bottleneck process. In this study, the aerospace engine case production lead time was reduced from 9 weeks to 7 weeks by VSM method. The SMED method was applied to improve bottleneck’s setup time from 95.68 minutes to 76.97 minutes. The lean manufacturing tool can help factory to reduce inventory in the WIP.

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Jambor, Jaroslav. "Lean Manufacturing in Operations Management in Improving the Efficiency of Manufacturing Processes." Advanced Materials Research 945-949 (June 2014): 3117–25. http://dx.doi.org/10.4028/www.scientific.net/amr.945-949.3117.

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In this paper, we discussed the application of Lean Production for the application efficiency of the use of workstations on an assembly line in a car plant. The main objective is to increase the efficiency of labor, which is one of the key indicators of the competitiveness of the company and is directly related to its cost of production and cost of the final product. In this context, we compared the efficiency analysis of individual workstations on the assembly line and then select those whose efficiency was the lowest. It was carried out detailed analysis of all operations and operations that are performed on these selected stations. On this basis, we identified unproductive time delays causing low efficiency. They represent an opportunity to improve the production process in the form of adjustments to labor standards and workplace. The result of this work was to increase efficiency while repealing specific job position, which has resulted in savings in production costs.

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Gavriluță, Ana. "The Analysis of a Production Flow with the Help of Value Stream Mapping." Materials Science Forum 957 (June 2019): 203–10. http://dx.doi.org/10.4028/www.scientific.net/msf.957.203.

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The main aim of Lean Manufacturing concept is to produce more with less: space, stock, workforce and time. The companies that along the years implemented Lean Manufacturing, reached a spectacular development, mainly because with the same workforce and financial resources, succeeded to increase significantly their profit (some reached up to 300-400% increase). The strength of Lean concept is the calculation of value of product for the final client, considering each stage of manufacturing. Therefore, the main aim of this paper is to analyze and improve the manufacturing flow of a component, from the system entry point to its exit using Flow Mapping and Value Stream Mapping. After all the actions on improving the flow, the activities without added value decreased with 15.92% and the lead time with 15.61%

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Ismail, Risyawati Mohd, Razli Che Razak, and Halim Mad Lazim. "Manufacturing Technology Impact on Environmental Factors and Manufacturing Performance." Applied Mechanics and Materials 541-542 (March 2014): 1532–36. http://dx.doi.org/10.4028/www.scientific.net/amm.541-542.1532.

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The purpose of this study is to study the impact of manufacturing technology in facilitating lean manufacturers in achieving superior manufacturing performance while operating with by various challenges from external environment. The paper is based on a survey research done on lean manufacturers in Malaysia and their adoption of manufacturing technology to couple the implemented lean system in mitigating challenges. The challenges faced by lean manufacturing firms in many developing countries includes adopting the right technology, using it efficiently and continuously reviewing production technology in order to gain maximum output. Model from this empirical study is expected to contribute towards the enhancement of theory on contingency and its effect on performance. At theoretical level, the study results showed that of manufacturing technology mediate the relationship between environmental factors and performance of lean manufacturers.

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Gîfu, Daniela, Mirela Teodorescu, and Dan Ionescu. "Design of a Stable System by Lean Manufacturing." International Letters of Social and Humanistic Sciences 28 (May 2014): 61–69. http://dx.doi.org/10.18052/www.scipress.com/ilshs.28.61.

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Markets are organized so that buyers and sellers have a choice of participating in production-to-stock or production-to-order auctions. A production-to-stock (PTS) institution requires the seller to hold inventory before trading. Data from computerized double auctions are analyzed. Inventory cost diminishes trading activity. When the choice of institution is endogenous, sales from stock are about 15 percent of the total. When there is only a PTS market, econometric estimates show sellers as a group seek higher prices and seller surplus is relatively high. A production-to-order choice increases buyer surplus and market efficiency: doing more with less by employing 'lean thinking.' Lean manufacturing involves never ending efforts to eliminate or reduce 'waste' in design, manufacturing, distribution, and customer service processes. Developed by the Toyota executive Taiichi Ohno during post-Second World War reconstruction period in Japan, and popularized by James P. Womack and Daniel T. Jones in their 1996 book 'Lean Thinking.' Also is called lean production. The core idea is to maximize customer value while minimizing waste. Simply, lean means creating more value for customers with fewer resources. A lean organization understands customer value and focuses its key processes to continuously increase it. The ultimate goal is to provide perfect value to the customer through a perfect value creation process that has zero waste. To accomplish this, lean thinking changes the focus of management from optimizing separate technologies, assets, and vertical departments to optimizing the flow of products and services through entire value streams that flow horizontally across technologies, assets, and departments to customers. Lean thinking involves: specify what creates value from the customers perspective, identify all steps across the whole value stream, making those actions that create value flow, making what is pulled by the customer just-in-time, strive for perfection by continually removing successive layers of waste.

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Journal articles on the topic 'Lean manufacturing production'

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