Papers by Keyword: Lean Manufacturing

Abstract: This study investigates the implementation of lean tools to enhance process cycle efficiency and reduce production lead time by at least 10% in a case study of pipe sleeve fabrication at one of manufacturing company in Indonesia. Improving production efficiency is a critical investment for manufacture sustainability and competitive advantages. The application of lean tools, such as value stream mapping and pareto analysis, can help reduce process inefficiencies by eliminating non-value-added activities, such as machine breakdowns, waiting, and material handling. The results demonstrate that the implementation of lean tools can increase Process Cycle Efficiency (PCE) from 39.76% to 51.40% and reduce Manufacturing Lead Time (MLT) by 22.63%. This case study provides insights into how lean tools can be applied to improve productivity in manufacturing processes. Lean tools can be implemented across various manufacturing industries to enhance their productivity. Broader implications of implementing lean method suggest that companies can enhance productivity, reduce cost of production, improve quality, and ultimately increase their competitive advantage in the market.

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: PT Surya Plastindo is a company that produces plastic sacks. The finishing workstation often encounters various issues, including an excessive number of defective printed products and production quantities consistently exceeding order specifications. This study aims to eliminate waste and implement improvements in the finishing workstation. The lean manufacturing method is suitable for reducing waste at PT Surya Plastindo. The waste elimination process begins with describing the production flow and calculating cycle times for each process, using Value Stream Mapping (VSM) to depict the current state. Subsequently, the Waste Assessment Model (WAM) is employed to weight and rank critical waste. The most critical wastes are further analyzed using value stream mapping tools, with the VALSAT tool selected to map the value flow during production. Finally, a five-why analysis is performed to recommend improvements. According to WAM’s waste weighting calculations, defects (20.76%), motion (18.32%), and overproduction (17.54%) are identified as the most significant wastes. The analysis, combined with discussions with production heads and detailed mapping using VALSAT tools, resulted in three recommendations for improvement: the creation of daily production cards, checklists for printing machines, and plastic sack supports for the printing machines. The implementation of these improvements resulted in a reduction in delays and increased efficiency in plastic sack production.

Abstract: In the current unstable economy, every fabricating sector has continuously made attempts to ensure its survival by adopting new and effective procedures to improve productivity. The industry's production issues were brought on by poor equipment handling, a lack of inventory classification, and an unorganized storage area. So, the objective is to reduce the waste, risk of labour, production cost, and time, and increase the workspace and production, thus gradually influencing the industry's overall profit. It can be achieved by implementing the most relevant lean techniques. Lean, an emerging technology, is used in manufacturing sectors to find and eliminate waste and increase efficiency. It is a completely customer-based strategy that concentrates on the value chain and its improvement. In this paper, lean analysis suggests using a 5S for restructuring the storage area, Kanban, and Kaizen for properly handling waste. It is observed that there is a significant improvement after this implementation.

Abstract: Application of lean manufacturing (LM) principles within the manufacturing industry extends back several decades to drive efficiency and reduce waste across complex production lines. The advent of the Fourth Industrial Revolution, known as “Industry 4.0” technology is transforming the LM processes to promote the manufacturing industry. Additive Manufacturing (AM) has been identified as a technology with great potential to create a longstanding impact on the manufacturing world and is a core component of the Fourth Industrial Revolution. Many successful industries have achieved outstanding performance by integrating LM principles at the core of their corporate transformation. Of recent, AM and 3D printing has been identified as a technology that is revolutionizing LM principles in the following ways: easier prototyping, easily customize products, shorter lead times, local on-demand manufacturing, and lower cost production. Despite the exceptional success of LM principles across different industries and sectors, still many companies LM journeys fail due to many obvious reasons. The emergence of Industry 4.0 digital technologies has created an enabling environment for different manufacturing industries currently using LM principles to identify the need to embrace or add digital technologies to their lean manufacturing transformation journey. The intersections between LM and digital technologies are termed as “Digital Lean” or “Lean 4.0”. There are limited studies and literature gaps on lean manufacturing within the context of AM industry. More so, there is no study that examines the application of digital lean manufacturing in an AM industry. The paper presents a review of the concept of lean manufacturing principles and how it is revolutionizing the AM industry. This paper investigates the concept of digital lean manufacturing and its future potential impact in the AM industry. Finally, this paper develops a digital lean manufacturing system or tools considered suitable for the AM industry.

Abstract: Lean manufacturing could enhance the overall equipment efficiency (OEE) by decreasing process setup, changing over time, and eliminating unnecessary activities. Meanwhile, Lean quality tools and standard work procedures implementation increase daily production. This study investigates the role of Lean manufacturing in enhancing environmental performance besides the operational one relating to small- and medium-sized enterprises (SMEs) in manufacturing firms through a Lean framework compatible with any firm's limited resources and experience. The study uses tools that small enterprises could apply, such as project charter, value stream maps, and 5S, accompanied by a Kano questionnaire and market analysis. The study has been validated in a small-sized Egyptian candle manufacturing enterprise and successfully implemented. It was possible to increase daily production by 31.95%, reduce cycle time by 19.82%, increase inspection and packaging overall efficiency by 10%, and decrease raw material waste by 29.6%.

Abstract: The aim of this study is to analyze the existing production line in the automotive industry and proposed a layout of improved production line in the manufacturing process and obtain the optimum rate of production time. Thus, line balancing method and Yamazumi Chart was utilized to analyze the current and proposed production line. The collection of the data of the existing production line was conducted at one of the automotive company in Malaysia. From the analysis of current production line, two improved layout were proposed and evaluated. The proposed layout was selected based on a balanced production line and ability to meet customer demand. A balanced production line will ensure smooth process and eliminate wastage during operation

Abstract: To be economical, enterprises confronting present intense and phenomenal worldwide business situations must plan and provide the best products and services and move forward their manufacturing maneuvers by typically utilizing Lean manufacturing practice. It is involved with converting materials into valued products by utilizing raw material to enhance productively and to maximize the benefit of an organization and minimize the waste. Green manufacturing is a strategy that reduces waste and contamination by the nonstop approach. This study points to examine the lean and green manufacturing concept and its integration in operation management. Operations management is a collective endeavor to adjust costs incurred with income to realize the most elevated networking benefit conceivable [1]. In this way, procedures of lean logic can play an incredible role. The present paper is a case study approach in the qualitative analysis of selected SMEs.

Abstract: 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%

Abstract: The research is designed to reduce production lead time using Value Stream Mapping (VSM). The purpose of this lean tool is to uncover the wastes in supply and production process by separating value-adding and non-value-adding steps first and then reduce non-value added steps. A map shows the current state of the operation is drawn first using the time and flow data. By this non-value added actions are recognized and the waste of time and resources between the steps are also identified. To reduce lead time and streamline the process the map is analyzed. The lead time can be reduced by taking some actions or applying some lean tools. Value adding time in the whole process increases and the process production lead time decreases after reducing the wastes. A future state map is made with new and improved processes. Future state map makes the reformed process more effective and more efficient. It comprises the developments through some value stream symbols used only for this mapping. Bata, a leading shoe company was selected for this research work. To draw the current state map, data was collected from the floor. The wastes identified then which were waiting, motion, inventory & transport. The lean tools that were suggested to apply for reducing these wastes were Kanban, Kaizen, Safety Stock and some manpower adjustment. Kanban is a method to achieve JIT, a system to control the logistical chain from a production point of view and also an inventory control system. Safety stock represents an inventory hedge against problems such as downtime, to protect the system against sudden fluctuations in customer orders or system failures. And Kaizen is the small and continuous improvement methods. The result of the research was quite remarkable as this decreases the lead time by around 8% and increases the capacity by 8.8%. It is feasible to use value stream map in the current situation.