Predicting the effects of cycle time variability on the efficiency of electronics assembly mixed-model, zero-buffer flow processing lines.
ABSTRACT The research literature emphasises the need to use flow processing lines to undertake processing and assembly within low demand volume, high product variety electronics manufacturing environments that have significant levels of product, process and demand variability to contend with. Currently, the presence of such high levels of product, process and demand variability prevents the design of efficient flow processing lines by significantly disrupting the synchronisation of materials movement between work stations, resulting in under-utilisation of manufacturing resources, long lead times and poor delivery reliability.In order to ensure efficient flow processing under such conditions, a range of methods has been developed for both reducing levels of variability and for managing the effects of variability. However, ensuring the effective use of each of these methods requires detailed knowledge of the effects this variability has on the resource requirements of individual workstations.The current research is concerned with the development of predictive models that can quantitatively estimate the amounts of blocking and waiting, on individual workstations along a flow line, arising from differences in cycle times between these workstations. Information derived from such models are able to enable more precise and effective use of the methods used to off-set the effects of cycle time variability.
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ABSTRACT: Successes in lean manufacture have led researchers and practitioners to consider extending ‘lean' to different parts of the engineering enterprise, including product and process development (PPD). Lean product development (PD) has been understood to mean lean manufacture applied to PD, while the roots of lean PD – just like lean manufacture – go back to Toyota. This article presents the methodology adopted in order to pave the way towards a coherent lean PD model that combines lessons from the Toyota product development system (TPDS) with other best practises. The article provides a unique review of the lean PD research area, and a reference framework for the enablers that Toyota has employed for lean PD. An investigation of five engineering enterprises undertaken to search for evidence of the implementation of lean PD enablers through observation, document analysis and interviews is also presented. Some enablers have been informally applied, while few have been formally implemented, and no model was found to formally combine lean PD enablers into a coherent whole. This is the first article to critique attempts to describe lean PD and provide a definition for Lean PD.International Journal of Computer Integrated Manufacturing 10/2011; 2011(iFirst article). · 0.94 Impact Factor
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ABSTRACT: Product development (PD) is a broad field of endeavor dealing with the planning, design, creation, and marketing of a new product. This revolutionary research domain has become of paramount importance to beat the competition for multidisciplinary products which are larger in size and have a longer development time. The main focus of this paper is to exploit lean thinking concepts in order to manage, improve and develop the product faster while improving or at least maintaining the level of performance and quality. Lean thinking concepts encompass a board range of tools and methods intended to produce bottom line results however, value stream mapping (VSM) method is used to explore the wastes, inefficiencies, non-valued added steps in a single, definable process out of complete product development process (PDP). This single step is highly complex and occurs once while the PDP lasts for 3–5 years. A case study of gas turbine product has been discussed to illustrate and justify the use of proposed framework. In order to achieve this, the following have been performed: First of all a current state map is developed using the Gemba walk. Furthermore, Subject Matter Experts (SMEs) brainstormed to explore the wastes and their root causes found during the Gemba walk and current state mapping. A future state map is also developed with removing all the wastes/inefficiencies. Besides numerous intangible benefits, it is expected that the VSM framework will help the development teams to reduce the PD lead-time by 50%.International Journal of Production Economics 11/2014; · 2.08 Impact Factor