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As the last link of product remanufacturing, reassembly process is of great importance in increasing the utilization of remanufactured parts as well as decreasing the production cost for remanufacturing enterprises. It is a common problem that a large amount of remanufactured part/reused part which past the dimension standard have been scrapped, which have increased the production cost of remanufacturing enterprises to a large extent. With the aim to improve the utilization of remanufacturing parts with qualified quality attributes but exceed dimension, the purpose of this paper is to put forward a reassembly classification selection method based on the Markov Chain.

To begin with, a classification standard of reassembly parts is proposed. With the thinking of traditional ABC analysis, a classification management method of reassembly parts for remanufactured engine is proposed. Then, a homogeneous Markov Chain of reassembly process is built after grading the matching dimension of reassembly parts with different variety. And the reassembly parts selection model is constructed based on the Markov Chain. Besides, the reassembly classification selection model and its flow chart are proposed by combining the researches above. Finally, the assembly process of remanufactured crankshaft is adopted as a representative example for illustrating the feasibility and the effectiveness of the method proposed.

The reassembly classification selection method based on the Markov Chain is an effective method in improving the utilization of remanufacturing parts/reused parts. The average utilization of remanufactured crankcase has increased from 35.7 to 80.1 per cent and the average utilization of reused crankcase has increased from 4.2 to 14 per cent as shown in the representative example.

The reassembly classification selection method based on the Markov Chain is of great importance in enhancing the economic benefit for remanufacturing enterprises by improving the utilization of remanufactured parts/reused parts.

The cost of providing healthcare is spiralling up in recent times. On the one hand, patients expect the highest quality of service, while on the other hand, the managers of the healthcare services want to minimise the total operating expenses. Hence, healthcare organisations implement lean thinking (LT) to achieve these twin objectives. LT reduces the eight wastes that are prevalent in the healthcare processes and functions. In particular, if the wasteful inventories related to expensive medical supplies are reduced, the resulting cost savings can help in providing affordable and accessible healthcare.

Hence, in this paper, a case study of a hospital is presented where LT is implemented. One of the projects was related to inventory reduction in the store of the catheterisation laboratory (cath lab). A hybrid methodology called multi-unit selective inventory control (MUSIC) that combined these three dimensions (3D), namely, consumption value, criticality and lead time or ease of availability was used to classify the medical supplies into different categories.

Based on the results obtained, various inventory systems and the associated tools and techniques of LT were proposed. For example, a deep dive into the A-class items revealed that some of the medical supplies fell under both vital and scarce categories. Hence, it was recommended that the case hospital should follow the economic order quantity (EOQ) with safety stock approach as these items were to be shipped from other states in India. Subsequently, the focus should be on developing a local supplier and attempts should be made to establish a kanban system with adequate information sharing.

This study demonstrates the step-by-step methodology of MUSIC-3D which would guide the procurement managers to apply the same in their organisation. It also helps them in identifying appropriate elements of LT for inventory reduction before the actual deployment.

None of the papers has utilised the MUSIC-3D methodology as a precursor for inventory reduction, specifically within the domain of LT. Similarly, identifying and proposing different type of inventory systems and various LT practices based on this unique method is a novel attempt.

Based on the prediction of the consumption of medical materials, the purpose of this paper is to study the applicability of the grey model method to the field and its predicted accuracy.

The ABC classification method is used to classify medical consumables and select the analysis objects. The GM (1,1) model predicts the annual consumption of medical materials. The GM (1,1) modeling of the consumption of the selected medical materials in 2006~2017 was carried out by using the metabolite sequence and the sequence topology subsequence, respectively. The average rolling error and the average rolling accuracy are calculated to evaluate the prediction accuracy of the model.

The ABC classification results show that Class A projects, which account for only 9.79 percent of the total inventory items, occupy most of the inventory funds. Eight varieties with varying purchases and usages and complete historical data were selected for further analysis. The subsequence GM(1,1) model group constructed by two different methods predicts and scans the annual consumption of eight kinds of medical materials, and the rolling precision can reach more than 90 percent.

The metabolic GM (1,1) model is an ideal predictive model that can meet the requirements for a short-term prediction of medical material consumption (Zhang et al., 2014). The GM (1,1) model is more suitable for a short-term prediction of medical material consumption with less data modeling.

Argues that the mathematical techniques embodied in existing computer‐based inventory management systems software have not kept pace with developments. Describes the development of ABC‐classified stock analysis and demand forecasting modules, to be integrated into an existing materials management system, which enable a major cutting‐tool manufacturer to minimize its stockholding costs while providing a high level of customer service.

To redesign the spare parts (MRO) inventory management at Company XYZ's warehouse, considering the conditions after the COVID-19 pandemic.

To address this research project, the authors integrated three methodologies: action research, Lean Six Sigma (DMAIC) and Cross Industry Standard Process for Data Mining. These methodologies integrated the Lean Six Sigma (LSS) 4.0 framework applied in this project.

The spare parts inventory value was reduced by 15%, and inventory turnover increased by 120% without negatively impacting the internal service level.

Practitioners leading or participating in continuous improvement projects (CIPs) should consider data quality (data available and data trustworthiness), problem-solving approach and target area involvement to achieve CIP goals. Otherwise, the LSS 4.0 could fail or extend its duration by several weeks or months.

This project shows the importance of controlling a target area before deciding to conduct a LSS 4.0 project. To address this problem, the LSS 4.0 team implemented 5S during the measure phase of the DMAIC. Also, this project offers significant practitioner and theoretical contributions to the body of knowledge about LSS 4.0.

The purpose of this paper is to present a new hybrid approach based on criticality analysis and optimisation to deal with spare parts inventory management in the initial provisioning phase in the mining industry. Spare parts represent a significant part of mining companies' expenditures, so it is important to develop new approaches to reduce the total inventory value of these items.

This hybrid approach combines qualitative and quantitative methods based on VED (vital, essential and desirable) analysis, analytical hierarchical process (AHP), and e-constraint optimisation method to obtain the spare parts to be stocked. The study was applied to a large mining company. The mineral sector was chosen due to the great importance to the emerging Brazilian economy and the lack of researches in this sector. In addition, the spare parts have a relevant weight on the total inventory cost.

Present a novel approach combining multi-objective optimisation and multi-criteria evaluation approaches to tackle the inventory decision in spare parts management. This work also defines and classifies relevant criteria for spare parts management in the mineral sector validated by specialists. The proposed approach achieves an average increase of 20.2% in the criticality and 16.6% in the number of items to be stocked compared to the historical data of the surveyed company.

This paper applies the proposed approach to a mining company in Brazil. Future research in other companies or regions should analyse the adequacy of the criticality criteria, hierarchy and weights adopted in this paper.

The proposed approach is useful for mining industries that deal with a large variety of resource constraints as it helps in formulating appropriate spare part strategies to rationalise financial resources at both tactical and strategic levels.

The paper presents a new hybrid method combining the AHP a multi-criteria decision making (MCDM) approach coupled with e-constraint optimisation to deal with spare parts inventory management allowing for a better spare parts inventory analysis in the initial provisioning phase and providing managers with a systematic tool to analyse the trade-off between spare parts criticality and total inventory value.

The paper aims to help identify the best logistical practices and to implement them with minimal organizational resistance in an environment with relatively similar business units utilizing an internal benchmarking approach.

A stepwise benchmarking process, where the use of basic inventory control practices is complemented with benchmarking analysis among business units that are of the same kind, but not entirely similar. The viewpoint is that of a supply chain specialist, and the main objective of the paper is to present how the analysis should be carried out.

Four principles were found useful when carrying out the analysis for internal benchmarking: refining stepwise the precision of the analysis, accepting the practical limitations of the data, disaggregating the task to be benchmarked to manageable sub‐areas, and engaging the management and key implementers in the analysis work.

The approach is a complementary approach to the traditional inventory models, which often rely on more or less arbitrary parameter values. The analysis provides realistic, individual inventory objectives and gives suggestions for focused improvement actions.

The purpose of this paper is to develop and validate an extended Define-Measure-Analyze-Improve-Control (DMAIC) based framework through a case study of an Indian fasteners manufacturing organization.

Research methodology is established on the development of the existing DMAIC framework through an extensive literature review of 25 LSS/DMAIC based frameworks and discussions held with practitioners. This paper also depicts a case study of Indian manufacturing organization for validation of the developed framework.

The study proposed an extended DMAIC based framework for effective implementation of Lean Six Sigma (LSS) methodology. Furthermore, this framework has been implemented successfully in the Indian manufacturing organization and showed encouraging results. The in-house rejections of Nut Cylinder Head (NCH) were brought down to 966 from 2910 PPM and sigma level was improved by 0.40. The case organization has achieved significant improvements in the process capability, customer satisfaction, and cost savings of US$ 0.25 million in one financial year. Intangible benefits like improvements in employee's morale, communication, housekeeping and decision-making capabilities were also observed significantly.

The proposed DMAIC based framework has been implemented successfully in the Indian case organization, and the results will enable the policymakers, specifically practitioners, to strategically leverage the resources for successful implementation of the LSS in healthcare, aerospace, service sectors etc.

This research develops a DMAIC based framework which can be used to implement LSS effectively in different industries. Moreover, the pre (initial/introduction) and post (validation/verification) implementation phase provides the top management, an edge to think strategically into broader improvement areas.

With rising income and changing lifestyle, increased disposable income along with rapid urbanization is boosting the country’s biscuit market. The purpose of this paper is to represent the implementation of Kaizen in a biscuit-manufacturing unit of Imperial Tobacco Company (ITC). Although the concept of Kaizen is not a standard practice in India, the company chosen for the case study has a prominence in the Indian market.

The methodologies that have been applied to implement Kaizen in the ITC are discussed. Why-Why techniques, fishbone diagram, failure modes and effects analysis, ABC analysis have been used to study cause and effects.

It was found that the yield was increased from 88.3 to 92.2 percent, which was a significant change, as far as the product line is concerned. The product complaints were reduced to zero with an added increased product quality rating system to 98.2 from the existing rating of 96.7. The product consistency was also improved as an application of Lean in the manufacturing process.

This case study is restricted to the manufacturing sector, especially in the field of biscuit company.

The paper should assist those practitioners and consultants who have the desire to find a better way of Kaizen implementation in small-scale industries of India. The academia can also use this case study for a better understanding of the difference between the theoretical and application aspects of the concept.

This paper is an original contribution in the existing body of literature. It shows the application of Kaizen in the manufacturing sector in India.

The purpose of this paper is to confirm the existence of contradictions in total quality management (TQM) implementation among some Ghanaian companies and to provide a framework for balancing these contradictions.

Closed-ended questionnaires were used as a survey instrument. A sample of 80 managers from 40 Ghanaian multinational companies implementing TQM responded to the questionnaires.

The results showed that the implementation of TQM comes with inherent contradictions, which may hinder the success of TQM if not checked. Three pairs of contradictions were established in this study, namely “Standardization vs Innovation,” “Manipulation vs Empowerment,” and “Collectivism vs Individualism.” A framework was proposed to balance these contradictions in order to ensure TQM success.

The study used all the 40 ISO certified firms in Ghana, but this number is quite small relative to ISO certified firms worldwide. Further, the study was done in Ghana and, for these reasons, generalization to the rest of the world is limited.

The proposed framework when applied by managers to balance the contradictions will achieve success in TQM implementation.

Previous studies have talked about the existence of the contradictions. This paper proposes a framework to balance the existing contradictions. This framework is new and has never been proposed in the literature to minimize the adverse effects of these contradictions on a firm’s profit generation.