Search results

Generic product offerings in a boundaryless competitive environment do not support economic viability. Time‐based dimensions of a product are becoming an increasingly important component in assessing strategic advantage. A generalized framework is provided for analyzing product environments based on production/consumption gaps that can lead to an augmented product. Traditional long lead times and high inventory levels are less appropriate and more costly endeavours that may not even achieve product parity.

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.

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.

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.

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.

This paper deals with case study part which reflects the true picture of implementation of Lean manufacturing (LM) tools in the organization.

The purpose of this paper is to investigate into the improvement strategies for lead time reduction of military aircraft major overhaul (enhance the overhaul task from present seven to nine-plus aircrafts as agreed to customer) for ABC Company.

This research has been conducted based on the available knowledge and extensive experience gained while working in the overhaul unit of the case organization for a long period of time. The research employs an integrated approach of multi-criteria decision method (in specific analytic hierarchy process (AHP)), theory of constraint (TOC) and simulation for M/M/1/K queuing environment for investigating the improvement strategies for lead time reduction in major overhaul of military aircraft. This has mainly included: Step 1: analysis of existing activity network using actual overhaul data; Step 2: ranking of constraint activities that most affects the lead time using AHP; Step 3: revised flow activity network using time buffers (TBs) concept of TOC; Step 4: mathematical model formulation for effective utilization of TB using single server finite queuing approach (M/M/1/K queuing environment); Step 5: discrete event simulation representing present overhaul conditions and revised overhaul conditions with different scenarios; and Step 6: sensitivity analysis and interpretation of results. The proposed methodology has been tested on an industrial case study dealing with an aircraft overhaul in India (namely ABC Company).

The proposed overhaul lead-time reduction plan points out the augmentation of resources in order to achieve more than 50 per cent reduction in lead time and waiting time under two scenarios – with overtime and without overtime.

An integrated approach proposed has so far been applicable to the specific aircrafts (Jaguar/Mirage/Kiran) of the ABC Company overhaul division. However, the particular methodology can be proved potentially useful and highly practical when applying to other aircraft types.

The results indicate several problems with the current overhaul strategies that need focused process improvements and a need for capacity augmentation for achieving the enhanced overhaul task of nine+ aircrafts per year with reduced overhaul lead time. The proposed approach also provides the maintenance planners with a platform for decision analysis and support often ignored the capacity augmentation.

Part of a research programme being undertaken in Italy on the applicability of the just‐in‐time (JIT) approach. The programme includes both the development of methodological concepts to evaluate JIT applicability and an extensive survey of the value of JIT implementation as seen by Italian industry. Two levels of performances are identified: o First, the various performances at system level (critical manufacturing tasks) where the dimensions and measurement of productivity, service, quality and flexibility are defined; o Second, “operating conditions” being the variables describing the characteristics of single production factors and their interconnection (such as efficiencies, capability, process flexibility and lead times) The set of JIT techniques in the area of product, process, organisation, planning and control and supply are classified, the ways the techniques impact on operating conditions and, through them, on performance at production system level are analysed. A paradigm of JIT approach results, which explains the changes in the traditional trade‐offs within overall performance.

The purpose of this paper is to examine the impact of supply chain lead‐time averages and variability on an organization's financial performance.

The “executive” list for manufacturers, consisting of 1,264 individuals of the Institute of Supply Management provided the study's sampling frame, with surveys sent to 402 firms and responses obtained from 210 firms. The empirical model is tested using LISREL.

The results show that as variance in supply chain lead‐times increases, the financial performance of the organization decreases. Of equal significance, the results show that average supply chain lead‐times have no direct impact on financial performance. The results also indicate that demand uncertainty associates with greater supply chain lead‐time variance and that production technology routineness associates with lower supply chain lead‐time variance. Product complexity and organizational size have no impact on supply chain lead‐time variance or supply chain lead‐time average.

The research is an initial effort to understand variance in supply chain systems. An ongoing challenge in this area is operationalization of measures and data collection techniques that go beyond a single firm and examine a network of organizations cooperating in a value‐added supply chain.

The results suggest that managing the variance in a supply chain system may be more important to an organization's financial performance than managing averages.

This is particularly significant since organizations often act contrary to these findings, focusing scarce resources on reducing average lead‐times rather than on reducing variability in supply chain lead‐times.

This paper aims to explore the divergences and commitments between the lean, agile, resilient and green paradigms while investigating the effect of paradigms' practices within supply chain attributes.

A conceptual model with lean, agile, resilient and green practices and supply chain management attributes is proposed. Causal diagrams were used to represent the relationships between paradigm practices and supply chain attributes. The four diagrams were aggregated to build the conceptual model.

The conceptual model allows for the identification of synergies and divergences resulting from the paradigms practices implementation. The synergies between paradigms are related to “information frequency” and “integration level” increasing as well as reduction of “production lead time” and “transportation lead time”. However, other supply chain attributes such as “capacity surplus”, “inventory level” and “replenishment frequency” are affected in opposite directions by some paradigms creating divergences.

The model relationships were established using an anecdotal approach derived from the literature review, reflecting only a partial view of supply chain dynamics. More research related to other supply chain attributes and/or paradigm practices, and validation of the proposed relationships is suggested.

The proposed model can be the basis for further research in lean, agile, resilient and green paradigms, contributing to a more sustainable and competitive lean supply chain with the necessary agility toward a quick response, resiliency to disruptions, and harmonization with the ecologic and environmental aspects.

To the authors' knowledge this paper is the first to provide an understanding about the tradeoffs among lean, agile, resilient and green supply chain paradigms.

Problem solving and continuous process improvement are key elements to achieve business excellence. Many problem solving and process improvement methodologies have been proposed and adopted by organisations, with DMAIC being the most widely used. The purpose of this paper is to present an empirical application of a modified version of DMAIC which enabled a world-class organisation to achieve an optimum reduction in the lead time of its aerospace engine assembly process.

The paper reviews the most commonly used problem solving and process improvement methodologies and specifically, DMAIC, its variations and limitations. Based on this, it presents define, measure, analyse, improve, review, control (DMAIRC). Finally, DMAIRC is empirically applied through a case study, in a world-class manufacturing organisation.

The results obtained from the case study indicate that DMAIRC is an effective alternative to achieve the maximum improvement potential of a process. In particular, DMAIRC helped the organisation studied to achieve a 30 percent reduction in the lead time of its engine assembly process.

The novel problem solving and process improvement methodology presented in this paper can be used by organisations to undertake a more effective improvement project by assuring that the maximum potential of their improvement initiatives and processes is achieved.

Key components of the logistics mix are described in an effort to create an understanding of the total logistics concept. Chapters include an introduction to logistics; the strategic role of logistics, customer service levels, channel relationships, facilities location, transport, inventory management, materials handling, interface with production, purchasing and materials management, estimating demand, order processing, systems performance, leadership and team building, business resource management.

This paper aims to address the application of lean manufacturing using value stream mapping (VSM) concepts in an auto‐parts manufacturing organization. Using value stream concepts, both current and future states maps of the organization's shop floor scenarios have been discussed to identify sources of waste between the existing state and the proposed state of the selected organization for improving its competitiveness.

VSM process symbols were used to discuss lean implementation stages in the auto‐parts manufacturing unit. Current states of the selected manufacturing unit were prepared with the help of VSM symbols and improvement areas were identified. A few modifications in current state were made and, with these modifications, a future state map is suggested.

After comparison of the current and future states of the selected manufacturing unit, it has been found that there was 69.41 percent reduction in cycle time, 18.26 percent reduction in work in‐process inventory and 24.56 percent reduction in production lead times for the replacement ball product. While for Weldon ball end product 51.87 percent reduction in cycle time, 21.51 percent reduction in work in‐process inventory, 25.88 percent reduction in lead time was noted.

The findings of this case study are valid due to limited selection of products only.

This paper depicts a true picture of the implementation of lean manufacturing tools in an organization.

The purpose of this study is to apply value stream mapping (VSM) in Malaysian pharmaceutical production warehouse. A current and future state value stream map from the raw material receiving end to the production unit was developed to find out waste and unwanted lead time. It was very much essential to cut down the supply chain lead time at the initial phase as the raw material unloading, sorting, temporary storage and dispatch to production were seen contributing to a huge lead time build-up.

The study was initiated with the selection of a product family, construction of the current state map, identification of various wastes and the development of future state map.

The expected outcomes of the study include the quantification of wastes, improvement in value-added percentage and lead time reduction.

The study was carried out in a single pharmaceutical company. The results of the study are deployable and can be functional in similar production organizations. Contrary to common VSMs that capture core production processes, this study provides strong insights that shall help design lean supply chains, especially in the pharmaceutical domain. This paper has also addressed the viability of the lean in the pharmaceutical warehouse and the reduction in lead time to improve demand forecasting, marketing and sales.

The results of this study have indicated that a significant reduction in pharmaceutical warehouse supply chain lead time is possible as a result of the implementation of VSM from the supply chain’s perspective.

The insights from this study help in understanding the pharmaceutical supply chain risks and their outcomes.

The paper reports a real-time study conducted in a warehouse of a pharmaceutical organization. Hence, the contributions are original.