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Article
Publication date: 1 February 2016

Lina Stålberg and Anders Fundin

The purpose of this paper is to examine how holistic improvement work can be organized and what challenges can be observed in the process of adopting a holistic…

Abstract

Purpose

The purpose of this paper is to examine how holistic improvement work can be organized and what challenges can be observed in the process of adopting a holistic perspective on production system improvement.

Design/methodology/approach

A qualitative case study and a questionnaire have been carried out. Data for the case study has been collected through semi-structured interviews, archived documents and participatory observations. The questionnaire was done in order to increase the generalizability of the findings from the case study and further validate the conclusions.

Findings

The improvement work at the case company is organized as a continuous improvement approach in a Lean Production system in the form of a company-specific production system (XPS), in which two other improvement approaches are incorporated. Some of the identified challenges are: the establishment of a holistic perspective on improvement opportunities; the development of a process to update the production strategy; the continuous update of the Operational Management System during the XPS implementation; aggregating measures for the improvement work and measuring the effect of improvement work.

Research limitations/implications

As the current case study is limited to one case company, future research is interested in expanding to other production systems contexts for further validation.

Originality/value

The present study offers an increased understanding of the integration difficulties of improvement work that many production companies face regarding operational effectiveness, and based on the findings, some implications for management are presented.

Details

International Journal of Quality & Reliability Management, vol. 33 no. 2
Type: Research Article
ISSN: 0265-671X

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Article
Publication date: 20 April 2010

Yuji Yamamoto and Monica Bellgran

The purpose of the paper is to present a fundamental mindset that an experienced Japanese Toyota Production System (TPS) consultant has when he drives a series of…

Abstract

Purpose

The purpose of the paper is to present a fundamental mindset that an experienced Japanese Toyota Production System (TPS) consultant has when he drives a series of improvement activities during a lean transformation.

Design/methodology/approach

The main author of this paper conducted participant observations on two lean transformation cases at two medium‐sized Swedish manufacturing companies. The studied lean transformations are driven by the mentioned Japanese consultant. Before he became a consultant, he had practiced TPS more than 20 years at a supplier company of Toyota.

Findings

Instead of making a detailed plan to implement lean production, the consultant focuses on creating the need for improvement. The identified fundamental mindset that drives a lean transformation can be described as “occasionally by force, create a situation where people have no choice (or little choice) but to feel the need of improvement. The situation is such that it brings different problems up to surface. Through letting people solve the problems one‐by‐one, the performance of the operation as well as the capability of individual and organizational learning are improved.” Various lean techniques are simply used based on the surfaced problems.

Originality/value

The recent research shows that a contingent nature is required in lean transformation, especially when it requires an organizational cultural change. However, a limited number of researches have shown practical ways of conducting a lean transformation with a contingent approach. The paper identifies a simple but practical way of doing it.

Details

Assembly Automation, vol. 30 no. 2
Type: Research Article
ISSN: 0144-5154

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Article
Publication date: 8 June 2015

Shye-Nee Low, Shahrul Kamaruddin and Ishak Abdul Azid

The purpose of this paper is to investigate multiple criteria decision-making (MCDM) processes within a flow-line production-improvement activity. Investigation can lead…

Abstract

Purpose

The purpose of this paper is to investigate multiple criteria decision-making (MCDM) processes within a flow-line production-improvement activity. Investigation can lead to understanding of how a process improvement framework influences the decision and fulfillment of the potential to successfully change the operation process.

Design/methodology/approach

The improvement process selection (IPS) framework is built systematically by incorporating all related decision criteria with suitable tools required to select improvement alternatives. The process consists of three phases: identification, prediction, and selection. The IPS framework is validated through a case study of a company that was carrying out a flow-line production-improvement project.

Findings

The developed framework is used to prioritize the problem scope and select the solutions from various options. The case study illustrates the process through which the developed framework provided a systematic approach in identifying the solutions and achieving the desired performance improvement. Prediction result analysis shows the framework achieved sustainable process improvement changes and prevents management levels from higher risks in failure improvement. The feedback of the case study has verified the robustness of the framework.

Practical implications

Quantitative improvement tools, such as MCDM employed in the IPS framework are vital for better understanding of the improvement impact of changes. Thus, the improvement solution alternatives can be analyzed in more comprehensive ways by considering numerous performance metrics in order to select the best improvement alternatives.

Originality/value

The IPS framework can assist the company in determining optimal decisions in relation to selection of improvement alternatives. As a result, production performance can be affected positively.

Details

International Journal of Productivity and Performance Management, vol. 64 no. 5
Type: Research Article
ISSN: 1741-0401

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Article
Publication date: 1 August 2008

I.P.S. Ahuja and J.S. Khamba

The purpose of this paper is to review the literature on Total Productive Maintenance (TPM) and to present an overview of TPM implementation practices adopted by the…

Abstract

Purpose

The purpose of this paper is to review the literature on Total Productive Maintenance (TPM) and to present an overview of TPM implementation practices adopted by the manufacturing organizations. It also seeks to highlight appropriate enablers and success factors for eliminating barriers in successful TPM implementation.

Design/methodology/approach

The paper systematically categorizes the published literature and then analyzes and reviews it methodically.

Findings

The paper reveals the important issues in Total Productive Maintenance ranging from maintenance techniques, framework of TPM, overall equipment effectiveness (OEE), TPM implementation practices, barriers and success factors in TPM implementation, etc. The contributions of strategic TPM programmes towards improving manufacturing competencies of the organizations have also been highlighted here.

Practical implications

The literature on classification of Total Productive Maintenance has so far been very limited. The paper reviews a large number of papers in this field and presents the overview of various TPM implementation practices demonstrated by manufacturing organizations globally. It also highlights the approaches suggested by various researchers and practitioners and critically evaluates the reasons behind failure of TPM programmes in the organizations. Further, the enablers and success factors for TPM implementation have also been highlighted for ensuring smooth and effective TPM implementation in the organizations.

Originality/value

The paper contains a comprehensive listing of publications on the field in question and their classification according to various attributes. It will be useful to researchers, maintenance professionals and others concerned with maintenance to understand the significance of TPM.

Details

International Journal of Quality & Reliability Management, vol. 25 no. 7
Type: Research Article
ISSN: 0265-671X

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Article
Publication date: 2 February 2021

Astha Sharma, Neeraj Bhanot, Ajay Gupta and Rajeev Trehan

This study aims to utilize DMAIC methodology along with value stream mapping and other Lean Six Sigma tools in a major automobile light manufacturing industry to reduce…

Abstract

Purpose

This study aims to utilize DMAIC methodology along with value stream mapping and other Lean Six Sigma tools in a major automobile light manufacturing industry to reduce defect rates and increase production capacity in their manufacturing line. The study also proposes a modified framework based on lean principles and FlexSim to identify and reduce waste in the selected industry.

Design/methodology/approach

A Lean Six Sigma modified framework has been deployed with DMAIC to reduce the defect rate and increase the production rate. Various tools like value stream mapping, brainstorming, Pareto charts, 5S, kanban, etc. have been used at different phases of DMAIC targeting wastes and inventory in the production line. Also, a simulation model has been utilized for the automobile light manufacturing industry to improve the machine utilization time with varying batch sizes.

Findings

The results of the study indicated a 53% reduction in defect rates. Thus, there would be an expected improvement in sigma value from 3.78 to 3.89 and a reduction in defects per million opportunities (DPMO) from 11,244 to 8,493. Additionally, simulation model using FlexSim was developed, and the optimum ordering batch size of raw material was obtained. It was also analyzed that idle time for various stations could be reduced by up to 30%.

Practical implications

The utilized framework helps identify defects for managers to increase production efficiency. The workers, operators and supervisors on the production line also need to be trained regularly for identifying the areas of improvement.

Originality/value

The modified Lean Six Sigma framework used in this study includes FlexSim simulation to make the framework robust, which has not been used with LSS tools in the literature studied. Also, the LSS finds very less application in the manufacturing domain, considering which this study tends to add value in existing literature taking a case of an automobile light manufacturing industry.

Details

International Journal of Productivity and Performance Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1741-0401

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Article
Publication date: 12 November 2018

Jagdeep Singh, Harwinder Singh and Gurpreet Singh

The purpose of this paper is to uncover the significance of lean manufacturing technique in manufacturing environments.

Abstract

Purpose

The purpose of this paper is to uncover the significance of lean manufacturing technique in manufacturing environments.

Design/methodology/approach

Lean manufacturing is a management approach focused on incremental improvements in operations. Different lean strategies are being utilized by manufacturing industry to improve the performance of current manufacturing system processes. This study attempts to evaluate the performance of different lean manufacturing tools in the manufacturing industry of northern India. The importance level of different lean tools, important benefits achieved after successful implementation of lean manufacturing approach and benefits occurred after implementation of different lean tools have been identified. A questionnaire survey in the case company has been performed and the most important element of lean manufacturing has been implemented.

Findings

Results explicitly depict that just-in-time manufacturing is the most important element of lean manufacturing. Results indicate the net savings of rupees 242,208 annually after implementing lean manufacturing technique in a case company.

Originality/value

The paper demonstrates the practical application of lean technique showing how it can bring real breakthroughs in saving cost in the manufacturing industry.

Details

International Journal of Productivity and Performance Management, vol. 67 no. 8
Type: Research Article
ISSN: 1741-0401

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Article
Publication date: 12 June 2018

Ali-Asghar Dadashnejad and Changiz Valmohammadi

One of most important tools for lean production is value stream mapping (VSM), which identifies and reduces errors, losses, waiting time and improves value adding time…

Abstract

Purpose

One of most important tools for lean production is value stream mapping (VSM), which identifies and reduces errors, losses, waiting time and improves value adding time, leading to enhanced product quality through empowering production unit in terms of production risk and cost reduction in the long term. This paper aims to present a general concept for production flow, such that value stream can be fully understood. For this purpose, this research investigates the effect of value stream on operational losses and analyzes the process that has been conducted in preview step operationally, using the discovered pattern.

Design/methodology/approach

In this research, related processes were evaluated after the review of the relevant literature and after extracting operational basics of lean approach using a questionnaire, such that all factors affecting operational losses and VSM were assessed. Then comparison between the result of current state map and the result of future state map were done and analyzed. Cronbach’s alpha was calculated to test the designed questionnaire’s reliability, which resulted in an acceptable level of 0.845. The structural equation modeling method through SPSS and Smart–Partial Least Square was applied to analyze the data and test the hypotheses.

Findings

The results reveal that implementing required changes and corrections will lead directly to production process improvement, which, in turn, results in higher customer satisfaction because of cost reduction and quality enhancement. Also, tests of the hypotheses confirm that VSM affects six operational losses, namely, equipment failures, set-up and changeovers, idling and minor stoppages, reduced speed operation, scrap and rework and startup losses.

Research limitations/implications

Though this study was done in a single manufacturing company, the implementation of this study delivers important results that can be deployed in other such manufacturing companies.

Practical implications

This tool helps to identify loss points, make right decisions, and choose the best methods and lean tools for improvement. The surveyed company can integrate lean principles and tools and achieve better results using this tool. Also, this tool could be used to analyze the process and to define necessary changes before changing the process components.

Originality/value

This study contributes to the body of knowledge in manufacturing research as the study regarding the effects of improvement opportunities identified through VSM on operational losses is still something new.

Details

Journal of Engineering, Design and Technology, vol. 16 no. 3
Type: Research Article
ISSN: 1726-0531

Keywords

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Article
Publication date: 16 December 2019

Gholamreza Heravi, Majid Fazeli Kebria and Milad Rostami

The purpose of this paper is to investigate the effects of implementing value stream mapping (VSM), just in time (JIT), continuous flow and total productive maintenance…

Abstract

Purpose

The purpose of this paper is to investigate the effects of implementing value stream mapping (VSM), just in time (JIT), continuous flow and total productive maintenance (TPM) methods throughout production and erection processes of pre-fabricated steel frames (PSFs) of building projects.

Design/methodology/approach

As phased lean management, after implementing the VSM technique, the JIT technique is implemented as first lean phase and the TPM and the continuous flow techniques are implemented as second lean phase. To evaluate the expected improvement of project performance due to reduce wastes by implementing lean techniques, discrete event simulation (DES) is utilized. In this research, an eight-story residential building project in Tehran, Iran, is studied.

Findings

Simultaneous use of lean techniques to integrate production and erection processes of PSFs leads to the improvement of the performance of production and erection stages, significantly. The results indicate 43 and 17 percent reduction in PSFs production and erection processes time and cost, respectively.

Research limitations/implications

In the present study, only the effects of implementing lean techniques on the production and erection of PSFs have been evaluated. However, it is also possible to apply these lean approaches and the key strategies to the other modular or pre-fabricated construction methods.

Originality/value

The main contribution to knowledge is improving the construction project performance by integrating the production and erection processes, using phased lean management through implementing lean techniques. The results of the current study provide valuable insight into the possibility of integrating and improving construction processes of pre-fabricated construction.

Details

Engineering, Construction and Architectural Management, vol. 28 no. 1
Type: Research Article
ISSN: 0969-9988

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Article
Publication date: 7 September 2015

TickFei Chay, YuChun Xu, Ashutosh Tiwari and FooSoon Chay

Failure in engaging shop floor employees (including supervisory staff) in lean, lacking of supervisory skills in leading workers and lacking of lean technical knowhow…

Abstract

Purpose

Failure in engaging shop floor employees (including supervisory staff) in lean, lacking of supervisory skills in leading workers and lacking of lean technical knowhow among the shop floor employees are some of the major obstacles in lean transformation. One of the reasons of inefficient lean transformation is the shortages in frameworks or plans in implementing lean. The purpose of this paper is to investigate the shortfalls in the current lean implementation frameworks.

Design/methodology/approach

The frameworks were analysed according to the following criteria: first, “What” is the approach of lean implementation, i.e. top-down or bottom-up; second, “How” to implement lean (description of steps or sequences of lean implementation along the lean journey); third, “Why” – the reason of adoption of the proposed lean tools, techniques or practices (thereafter TTPs) in each phase of lean implementation; and fourth, “Who” are the targeted internal stakeholders to use or apply the lean TTPs that were proposed in the frameworks.

Findings

Most of the current available lean frameworks were prone to top-down approach but not bottom-up. Improvement initiatives from the shop floor employees were often overlooked by researchers. In proposing their frameworks, most of the researchers have neglected the importance of “Why” aspect in the adoption of TTPs or the framework itself without giving the “reason” for each of the elements in lean implementation. Besides the aspects of “What” and “How”, the mentioned “Why” aspect is important in contributing to capability building among the shop floor employees in carrying out improvement, problem-solving or waste elimination activities. The aspect of “Who should carry out which lean TTP” was somewhat not emphasised by most of the lean researchers. In addition, the current frameworks were prone to “one-best-way” approach with lacking of contingency sense, which is one of the common criticisms against Lean Production System.

Originality/value

This paper provides a critical view on the shortfalls of current lean implementation frameworks, and proposes an insight of new criteria for future research in analysing and proposing new lean implementation framework towards lean transformation.

Details

Journal of Manufacturing Technology Management, vol. 26 no. 7
Type: Research Article
ISSN: 1741-038X

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Article
Publication date: 25 November 2019

Panagiotis H. Tsarouhas

As overall equipment effectiveness (OEE) is a metric to estimate equipment effectiveness of production systems, the purpose of this paper is to identify strategic…

Abstract

Purpose

As overall equipment effectiveness (OEE) is a metric to estimate equipment effectiveness of production systems, the purpose of this paper is to identify strategic management tools and techniques based on OEE assessment of the ice cream production line.

Design/methodology/approach

This paper presents the collection and the analysis of data for ice cream production under real working conditions. The data cover a period of eight months. A framework process to improve the OEE of an automated production system was proposed. Six major stoppage losses, i.e. equipment failure, setup and adjustment, idling and minor stoppage, reduced speed, defects in the process, and reduced yield, were examined with the help of Pareto analysis. In addition, the actual availability (A), performance efficiency () and quality rate (QR) measures, together with the complete OEE for each working day, week and month of the production line were shown.

Findings

The main goal of the study is to identify major stoppage losses, in order to examine and improve the overall equipment efficiency (OEE) of the ice cream production line through the application of an adequate management, i.e. TPM approach. Based on the obtained results, maintenance management strategy and production planning have been suggested to improve their maintenance procedures and the productivity as well.

Originality/value

The proposed method can be applied to each automated production system. The main benefits of this method are the improvement of productivity, quality enhancement of products, the reduction of sudden breakdowns and the cost of maintenance. Moreover, the analysis provides a useful perspective and helps managers/engineers make better decisions on the operations management of the line, and suggestions for improvement were proposed and will be implemented accordingly.

Details

International Journal of Productivity and Performance Management, vol. 69 no. 5
Type: Research Article
ISSN: 1741-0401

Keywords

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