Papers by Keyword: Continuous Improvement

Abstract: In the competitive landscape of today's automotive industry, achieving excellence is fundamental. Our paper delves into the practical application of lean manufacturing principles within a given company.Drawing on collaborative efforts with industry experts and professionals, this paper documents practical experiences gained in the field of production management. By implementing various lean tools on one of the production lines in the company, significant strides were taken towards continuous improvement, resulting in enhanced productivity, reduced lead times, and heightened customer satisfaction.The study focuses on three key dimensions: engineering, economics, and management. The Plan-Do-Check-Act (PDCA) method was employed to establish performance indicators and guide continuous improvement initiatives. A 5S system was implemented to optimize the organization of high racks, resulting in a 3.7% reduction in downtime. Standardized work protocols were developed to promote one-piece flow, and operator cycle time balancing was applied to a specific component (Part X). These efforts led to a 30.77% improvement in productivity, with the line now producing 17 pieces of Part X per hour, compared to the previous output. The cycle time for producing one finished good part was reduced by 132 seconds, from 950 seconds to 818 seconds, and the welding robot was strategically designated as the bottleneck to further streamline operations.Economically, the reallocation of operators reduced Daily Labor Cost, creating a surplus of 0.64 hours (38 minutes) per operator per shift. This surplus allows operators to support other tasks or production lines, demonstrating the potential for ongoing resource optimization. Additionally, the integration of digitalized standardized work protocols facilitated training and streamlined production processes.The results highlight the transformative impact of lean manufacturing principles, including reduced downtime, improved cycle times, and optimized labor allocation. This study underscores the importance of lean tools in driving operational excellence and achieving measurable improvements in manufacturing efficiency, providing a practical framework for continuous improvement in the automotive industry.

Abstract: Continuous improvement of productivity and quality is a potential requirement of any competitive organization. Lean six-sigma is known as the useful and popular method to do it. In this paper, a case study in the mechanical manufacturing process would be presented as a successful implementation. The seven quality control tools would be integrated in specific systematic steps of the PDCA cycle and DMAIC process, and lean technology. The case study shows the promising results on improvement of productivity and quality of a mechanical production line. It could be considered to implement for other production or assembly line in other fields such as electronic assembly line, garment line, and furnitune assembly line.

Abstract: The objective of this research is to implement the lean techniques over CNC machine cells with standardization and line balancing for reduction of overall lead time. The methodology used for this research is a combination of traditional lean system with ZF production system. The analysis was carried out over CNC machine cells with the objective of standardization and line balancing of the cells. Primarily the standardization of the CNC manufacturing cells were done, so that the process is streamlined and optimized without non-value added activity. Also this study deals with productivity improvement in manufacturing line through continuous improvement using kaizen approach. Observation of cycle time was carried out by video based work study technique. The operational videos such as cycle time of various processes were captured and improvement possibilities were identified. Then line balancing was done to overcome bottlenecks between operations to meet customer TAKT time and to increase overall productivity. The overall output has been improved from 22 to 30 per week for all models of gear box. Lean tools such as standard work procedure and Kaizen were employed and found that the overall cycle time was reduced by about 609 minutes with an improvement of 17.54%.

Abstract: The problem of quality and customer orientation are the most important leverage in obtaining success. Over the time, the influence of human resources in terms of training, controlling and shaping client expectations has gained significant meanings. Research in this field has led to the formulation of the hypotheses according to which human resources can represent a vital element in obtaining a competitive advantage. In line with the importance of the topic addressed, the main objective of these scientific approach is to identify the current problems related to the quality of Romanian tourism services and to propose a improvement program using the six sigma method. The paper provides an excellent resource for many researchers who are engaged in research and applications of Six Sigma in the tourism industry. Moreover the dearth of literature on the use of Six Sigma in the tourism sector makes this paper count.

Abstract: Lean behavior is an essential element to create a culture of continuous improvement culture in a service organization. Continuous improvement is defined as the never-ending efforts for improvement involving everyone in an organization. The purpose of this study is to evaluate the changes of behavioral practices after the introduction of lean tools and discuss the effects of lean behavior in developing a culture of continuous improvement in an office environment. This study adopted a self-administered questionnaire method to obtain real time data for the analysis of behavioral practices. Ford Questionnaire was used and distributed to employees of different management levels in the Business Development and IT Department. The obtained results were analyzed using the Statistical Package for the Social Sciences (SPSS) software. The same questionnaire survey was distributed after the introduction of lean tools. The expected outcomes of this study were to determine the level of lean behavioral practices in the office department and to provide a clear understanding of some lean behavioral practices that need to be nurtured among the employees in order to produce a healthy work environment.

Abstract: This paper addresses the application of a promising and concept known as Lean Manufacturing (LM) concepts that can be used to prevent incorrect parts size at subassembly 1 and 5. In the context of size versus volume, the possibility of small parts to encounter defects is much greater compare to huge size. This undesirable circumstance will lead to the financial deficits in terms of waste. At this stage, this paper will identify and investigate the sources of inputs that cause the failure in the manufacturing system. The finding of the failure will be analysed and extending to the problem solution by suggesting the lean approach at the allocated area. By adapting some of this approach, it will deliver to the performance of production line that includes an assessment of fulfilling the objectives in terms of preventing parts incorrect size, reducing related cost from waste and providing customer with quality products. Taking into account of the objectives, the implementation of this approach in the sub assembly line is then described. Nevertheless, further investigations are necessary to improve the proposed applications which currently function with limitation due to small area of production line.

Abstract: This abstract is an introduction to High Performance Manufacturing through process management, teamwork and continuous improvement. We focus on methods and techniques as SMED, OEE (Overall Equipment Effectiveness), Hidden factories and Quality management in order to increase performance. However our main issue is the link between performance and profit, waste and loss. High performance manufacturing demands that we measure and improve processes continuously. OEE is well known standardized tool for this purpose. Techniques and methods are just that, but we need to integrate and adapt these into a business system in order to achieve profit. Management normally acts on the bases of facts and financial performance. In most companies increased profit is the overall goal. See also our previous paper called “High Performance Innovative teams.

Abstract: With the continuous development of economic globalization and the overall deepening of China's reform and opening up, energy efficiency has increasingly become a major strategic issue related to national social-economic development, energy security and environmental protection. At present, the general trend of energy efficiency in China is continuously improving, but the development among regions is seriously uneven. There is still a big difference compared with the current and the international advanced level. Therefore, establishing the policy support system and the long-term development mechanism helping to continuously improve energy efficiency will undoubtedly be a strategic topic both for present and future.

Abstract: Assessment of a process capability is an important area of the quality management. Quality of produced outputs depends on the quality of the process, in which product characteristics are formed. In considering the capability of the process, the ability of the process should be determined to provide the required quality of products. The required product quality has to meet customer requirements and expectations. For determination of process capability are used methods, which are based on comparing variability of selected product quality characteristics. The smaller the variability of the input factor is, the better is the process capability and therefore a better quality of product is produced. Improvement of process capability and reducing the variability of the product quality characteristics can be achieved by means of applying of statistical methods. Standards for the quality management system require the need of statistical methods application as well as other tools and techniques for improvement in business practice. It is necessary to use statistical methods in measuring, monitoring and process improvement. So can be determined the process variability, identified common and special causes of variability and in consequence to propose corrective actions. The paper describes first theoretical characteristics of capability assessment methods and tools in continuous improvement in industry praxis. With application of chosen statistical methods has been improved capability of the riveting process of clutch disk.

Abstract: With the constant pressures from upcoming markets and legislations, systems management modeling become ever more crucial to leverage the survival of the companies and to improve the strategic vision of market and internal situation; however, theres no guidelines on best practices or on how to best evaluate your internal process. The proposal on this paper is the use of a methodology from the information technology, which consists on a complete mapping of needs and interfaces, to improve the mapping and modeling of the management system. A final proposal is shown according a preliminary study to illustrate the potential of its use.