Search results

11 – 20 of 241
Article
Publication date: 1 March 2001

S. Patel, P. Shaw and B.G. Dale

The paper reports a study into set‐up time reduction and mistake proofing methods in a small company involved in the machining of precision components in small batches with high…

2780

Abstract

The paper reports a study into set‐up time reduction and mistake proofing methods in a small company involved in the machining of precision components in small batches with high variety for the aerospace industry. The company has made some set‐up reductions mainly using work study related methods and in one manufacturing cell by the use of the Single Minute Exchange of Die (SMED) methodology. Mistake proofing devices in the form of fouling pins and offset holes have been developed for the family of components manufactured in this cell. Until recently the set‐up times were not measured and worse still were considered as productive hours. As a consequence, there was a lack of awareness and motivation amongst operational personnel to reduce set‐up times and knowledge of SMED was limited to a small group of individuals. This, along with the lack of investment in mechanisms to aid set‐up time reductions and prevent errors, has restricted the use of this type of methods and technology. However, there is evidence that the demands made by the company’s major customer will lead to increased efforts to put into place these types of changes.

Details

Business Process Management Journal, vol. 7 no. 1
Type: Research Article
ISSN: 1463-7154

Keywords

Article
Publication date: 2 February 2015

M. Bevilacqua, F.E. Ciarapica, I. De Sanctis, G. Mazzuto and C. Paciarotti

The purpose of this paper is to uncover the significance of quick changeovers in the packaging line of a pharmaceutical company. Using an integration of different lean practices…

2213

Abstract

Purpose

The purpose of this paper is to uncover the significance of quick changeovers in the packaging line of a pharmaceutical company. Using an integration of different lean practices, the study aims to reduce the batch change and changeover time up to 50 per cent, increasing overall equipment effectiveness by 25 per cent.

Design/methodology/approach

The paper gives setup instructions and guidelines for preparing the standardized setup procedure without ignoring the actual constraints in a pharmaceutical company. It uses a case study to generate an integrated setup reduction approach, utilizing single-minute exchange of die tools (SMED) in combination with suppliers, inputs, process, outputs and customers (SIPOC), Kanban, 5S techniques and Total Productive Maintenance (TPM) indexes to achieve faster setups.

Findings

The SMED approach helps the pharmaceutical company to eliminate unwanted activities and to externalize and reduce the internal activities by simplification or standardization. The application of other tools, such as 5S and Kanban tool-kits, allowed the company to optimize the process and reduce the standard deviation of the changeover times. Good manufacturing practice (GMP) procedures of the pharmaceutical sector limit the conversion of internal setup elements to external setup elements.

Originality/value

The paper demonstrates the practical application of SMED, showing how it can bring real breakthroughs in productivity to a pharmaceutical company. Moreover, in this work, we highlight the importance of an integration of different lean practices to reduce variation in the changeover time. In particular, the standardization of setup tasks and the increased reliability in the material supply chain, in addition to reducing the changeover mean time can also reduce the standard deviation of the setup process time.

Details

Assembly Automation, vol. 35 no. 1
Type: Research Article
ISSN: 0144-5154

Keywords

Article
Publication date: 1 June 2001

S. Patel, B.G. Dale and P. Shaw

The purpose of the study reported in this paper was to examine how manufacturing organisations used set‐up time reduction and mistake proofing methods. The study was conducted in…

2945

Abstract

The purpose of the study reported in this paper was to examine how manufacturing organisations used set‐up time reduction and mistake proofing methods. The study was conducted in companies involved in manufacturing precision components. It was found that the companies were approaching the application of these concepts mainly through traditional work‐study type methods rather than using Shingo’s single minute exchange of die and poka‐yoke or mistake proofing methodologies. There was clear evidence that the four companies are reducing set‐up time through supporting mechanisms such as kaizen teams. The main poka‐yoke devices used were jigs, gauges, pegs, lights and buzzers. Total productive maintenance, suggestion schemes and quality management tools and techniques were also employed to reduce set‐up times and mistake proof processes. The main barriers to the application of these methods include traditional methods of working and resistance to change.

Details

The TQM Magazine, vol. 13 no. 3
Type: Research Article
ISSN: 0954-478X

Keywords

Article
Publication date: 7 February 2019

Raffaello Balocco, Angelo Cavallo, Antonio Ghezzi and Jasmina Berbegal-Mirabent

Business model change (BMC) is a process new ventures are frequently involved in, especially in dynamic environments like the digital industry: copying with it is a key issue for…

3641

Abstract

Purpose

Business model change (BMC) is a process new ventures are frequently involved in, especially in dynamic environments like the digital industry: copying with it is a key issue for entrepreneurs attempting to shorten the transition between current and new business models (BMs) and avoid losses in terms of revenue, image and customer retention, while acquiring experience and validated learning in the process. The purpose of this paper is to propose a lean framework to support digital new ventures in the BMC process.

Design/methodology/approach

The study builds its contribution on two pillars: a review on BM and the lean thinking theories, and a multiple case study on three digital new ventures which underwent BMC.

Findings

The study shows how BMC in a digital context can beneficially follow lean principles, and how these principles can be integrated in an original lean framework to experiment on, validate and subsequently change a BM.

Originality/value

The authors provide the “single minute exchange of die” for BMC framework that extends and complements lean startup approaches to further relate lean thinking and BMC, thus operationalizing the process of BM experimenting and validation that enables change.

Details

Business Process Management Journal, vol. 25 no. 7
Type: Research Article
ISSN: 1463-7154

Keywords

Article
Publication date: 6 September 2021

Guven Gurkan Inan, Zahit Ergun Gungor, Umit Sezer Bititci and Sarina Abdul Halim-Lim

Micro-enterprises have a vital role in the development of a nation by creating employment, encouraging entrepreneurship, balancing social income and educating the workforce. Yet…

Abstract

Purpose

Micro-enterprises have a vital role in the development of a nation by creating employment, encouraging entrepreneurship, balancing social income and educating the workforce. Yet, micro-enterprises face significant operational challenges such as low productivity, high production costs and long changeover times. These challenges are often overlooked by researchers and practitioners but have a drastic impact on micro-enterprises' operational performance. With over 95% of the economy consisting of micro-enterprises, it is vital to improve operational performance and competitiveness of the micro-enterprises.

Design/methodology/approach

Considering the data availability and practical challenges of gathering data from micro-enterprises, an action research methodology was selected as a suitable research method. Following the initial diagnostic visits, planned interventions were prepared and results were observed to gather data and draw conclusions.

Findings

Findings suggest that commonly adapted performance improvement initiatives by large enterprises cannot be directly applied in micro-enterprises to enhance operational performance. Micro-enterprises lack the critical resources and company culture to easily adapt these initiatives. On the other hand, when these performance improvement initiatives are filtered according to specific needs of micro-enterprises, continuous improvement initiatives were often found to be effective in improving operational performance. Specifically, 5S, single-minute exchange of dies (SMED), suggestion schemes, layout improvements, management coaching, visual management, empowerment were found to be useful and suitable to address command and control culture, low productivity, unorganised workspace, undelegated authority, low skilled employees and unwillingness to take responsibility problems.

Research limitations/implications

Further research is required to investigate the specific factors that affect the adaptation of continuous improvement initiatives such as culture and industry type.

Originality/value

This research extends and contributes the current literature on continuous improvement initiatives by revealing how performance improvement initiatives need to be filtered according to the specific needs of micro-enterprises, and how these initiatives can be used to address specific problems to improve operational efficiency. It provides a conceptual framework to guide the decision-making process on operational performance improvement in micro-enterprises.

Details

Asia-Pacific Journal of Business Administration, vol. 14 no. 3
Type: Research Article
ISSN: 1757-4323

Keywords

Article
Publication date: 20 December 2023

Jorge Mendes Monteiro, Diamantino Torres, Ana Luísa Ramos and Carina Pimentel

This study aims to research the usage of virtual reality as a tool to train employees in a changeover process in a company, and if it guarantees the same level of quality…

Abstract

Purpose

This study aims to research the usage of virtual reality as a tool to train employees in a changeover process in a company, and if it guarantees the same level of quality. Moreover, another goal is to understand how it can influence the machines’ availability, reducing the number of hours a machine is stopped to perform training sessions.

Design/methodology/approach

To achieve the goals proposed, the action research strategy was used. After defining the context and purpose, two full cycles were applied, composed by five activities: diagnosis, action planning, action taking, action evaluation and specify the learning.

Findings

The results are extremely satisfactory. On the one hand, it can be concluded that virtual reality is a reliable training tool, guaranteeing proper training to the employees. On the other hand, based on the previous point, the researchers were able to conclude that it is possible to increase machines’ availability, reducing by 50% the time needed to have the machines stopped to run a changeover training.

Originality/value

To the authors’ knowledge, this is the first study to use the action research strategy to develop a virtual reality simulation as a training tool for machines’ changeover in the automotive industry.

Details

International Journal of Lean Six Sigma, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2040-4166

Keywords

Open Access
Article
Publication date: 14 July 2023

Vikas Singla and Sachin Sharma

The study aims to explore the argument of implementing the lean method to part or whole of an operation by examining the moderating impact of varying levels of the extent of

Abstract

Purpose

The study aims to explore the argument of implementing the lean method to part or whole of an operation by examining the moderating impact of varying levels of the extent of implementation of four different lean methods, along with their functionalities, in predicting productivity improvement (PI).

Design/methodology/approach

As the focus of understanding the efficacy of lean principles is shifting from process to industry level, this study tried to generalize the approach by gathering data from 132 large Indian auto component manufacturers. This involves an assessing/monitoring approach rather than measurement.

Findings

Results highlighted the interdependence or individuality of the extent of implementation of lean methods and their functionalities. Findings revealed a significant moderating effect in improving productivity to a greater extent of 50%.

Research limitations/implications

Adopting an assessment approach to a measurement study provides a noteworthy contribution to bridging theory and practical consequences. The findings can be appropriately extrapolated to medium and small enterprises forming a critical connection in the entire automobile manufacturing ecosystem.

Practical implications

The study showed that even if a lean method is applied to a certain extent of operations the chances of PI are significant. This is important for decision makers as they confront problems of optimum resource allocation.

Social implications

PI, reduced cost and generalization of results would enable the auto component industry to become more competitive.

Originality/value

The examination of the moderation effect of a lean principle implementation extent, along with that of its functionalities to predict the improvement in productivity from its existing level, is a major outcome of this study.

Details

RAUSP Management Journal, vol. 58 no. 3
Type: Research Article
ISSN: 2531-0488

Keywords

Article
Publication date: 3 October 2016

Vikram Sharma, Amit Rai Dixit and Mohammad Asim Qadri

It is difficult for anyone to implement all the lean tools simultaneously. One of the core issues is identifying critical criteria for the successful implementation of lean…

Abstract

Purpose

It is difficult for anyone to implement all the lean tools simultaneously. One of the core issues is identifying critical criteria for the successful implementation of lean manufacturing (LM) and evaluating them. The purpose of this paper is to analyze the causal relationships of LM criteria in a machine tool manufacturing firm located in national capital region of India using the Decision-Making Trial and Evaluation Laboratory (DEMATEL) method.

Design/methodology/approach

The research paper presents a blend of theoretical framework and practical applications. Based on literature review, 17 LM criteria were extracted that were validated by experts. A questionnaire was developed that was answered by experts serving in the XYZ machine tool manufacturing firm. Then, the DEMATEL method was applied to analyze the importance of criteria and the casual relations among the criteria were developed.

Findings

Using DEMATEL, the lean criteria were divided into cause group and effect group. In this study, information technology, computer-integrated manufacturing, enterprise resource planning, training, fixed position layout, smart processes and automation and concurrent engineering were classified in the cause group. Just in time, value stream mapping, 5-S, single minute exchange of die, visual control, job scheduling, standardized work, cellular manufacturing, poka-yoke, and total quality management were categorized in the effect group. The DEMATEL framework indicates that “training” is the most influencing factor for the lean implementation process in machine tool sector.

Originality/value

To know the key lean criteria and relationship among them can help many organizations to develop lean competencies. If the authors want to obtain high performance in terms of the effect group factors, it would be necessary to control and pay a great deal of attention to the cause group factors beforehand. This study is perhaps among the first few with focus on segmenting the set of lean criteria into some meaningful portions in order to effectively facilitate its implementation. The paper provides useful insights to the lean production implementers, consultants, and researchers.

Details

Benchmarking: An International Journal, vol. 23 no. 7
Type: Research Article
ISSN: 1463-5771

Keywords

Article
Publication date: 16 December 2019

Léony Luis Lopes Negrão, Moacir Godinho Filho, Gilberto Miller Devós Ganga, Sunil Chopra, Matthias Thürer, Mário Sacomano Neto and Giuliano Almeida Marodin

The purpose of this paper is to explore the adoption of lean practices by manufacturing companies in regions of low economic and technological development and to compare findings…

Abstract

Purpose

The purpose of this paper is to explore the adoption of lean practices by manufacturing companies in regions of low economic and technological development and to compare findings with previous studies from more developed regions highlighting important contextual differences. The paper uses the contingency theory to explore how contextual variables and scarce resources influence the adoption of lean practices.

Design/methodology/approach

A survey of 233 manufacturing firms was conducted in the State of Pará in the Amazon Region of Brazil.

Findings

The results demonstrate that six internal lean practices (single minute exchange of dies, human resource management, continuous flow, total productive maintenance, pull and statistical process control) and two external lean practices (supplier feedback and customer involvement) are implemented. However, the two external lean practices of just-in-time delivery by suppliers and supplier development were not implemented. Furthermore, from the 36 operating items comprised in eight lean practices that are being used, 13 were not implemented. As such, compared to developed regions, there is evidence for a more fragmented implementation in less developed regions. The results reveal empirical evidence explained by the contingency perspective, such as national, geographical, strategic context and culture.

Originality/value

There is broad evidence on lean implementation in developed and developing countries in the literature. However, little is known about lean implementation in poorer regions of developing counties. This is one of the first studies mapping lean implementation in a region with low economic and technological development. This has important implications for research and practice, especially to cross-country/cultural research on operation management.

Details

Management Decision, vol. 58 no. 2
Type: Research Article
ISSN: 0025-1747

Keywords

Article
Publication date: 9 May 2016

Vikram Sharma, Amit Rai Dixit and Mohd. Asim Qadri

The purpose of this research paper is to identify the enablers for Lean implementation in the manufacturing sector, to establish a relationship among them using interpretive…

2686

Abstract

Purpose

The purpose of this research paper is to identify the enablers for Lean implementation in the manufacturing sector, to establish a relationship among them using interpretive structural modeling (ISM) and to rank them using interpretive ranking process (IRP).

Design/methodology/approach

The research paper presents a blend of theoretical framework and practical applications. In the paper, eight enablers of Lean production are identified from literature survey and experts’ opinion. These include 5S, value stream mapping (VSM), just in time, single minute exchange of die, computer-integrated manufacturing, concurrent engineering, training and enterprise resource planning. ISM is used to obtain a structural relationship among these enablers of Lean. MICMAC analysis is used to identify the driving power and dependence of the variables. Further, IRP is used to rank the lean enablers with respect to key performance areas.

Findings

The ISM- and IRP-based models indicate that “training” is the most significant factor for the Lean implementation process in manufacturing sector. The MICMAC analysis also shows that “training” has the maximum driving power and the least dependence and hence has strong managerial significance. The management should place high priority on tackling this criterion. VSM occupies the top level in the ISM hierarchy, indicating that all other Lean enablers should act in unison to make VSM implementation a success.

Originality/value

Enablers are the building blocks for deployment of the Lean concept. To know the key enablers and relationship among them can help many organizations to develop Lean competencies. This study is perhaps among the first few that focuses on two modeling procedures based on interpretive logic, i.e. ISM and IRP. The paper provides useful insights to the Lean production implementers, consultants and researchers.

Details

Journal of Modelling in Management, vol. 11 no. 2
Type: Research Article
ISSN: 1746-5664

Keywords

11 – 20 of 241