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The road to lean repetitive batch manufacturing : Modelling planning system performance
Abstract
Places research undertaken into a periodic order cycle inventory management system for repetitive batch manufacturers into the context of lean production and world class manufacturing. Describes the attributes of the current marketplace, and how approaches used by successful users of the world-class manufacturing and lean production techniques can be applied to a repetitive batch environment. Proposes a methodology to help traditional repetitive batch manufacturers in a route to continual improvement by: highlighting those areas where change would bring the greatest benefits; modelling the effect of proposed changes; quantifying the benefits that could be gained through implementing the proposed changes; and simplifying the effort required to perform the modelling process. Concentrates on increasing flexibility through managed inventory reduction by rationally decreasing batch sizes, taking account of sequence dependent set-ups and the identification and elimination of bottlenecks.
... 2.3 Lean Concept as a customized approach Burcher and Dupernex (1996) suggest that the underlying philosophy of Lean manufacturing can be applied universally within manufacturing, but the tools used to enable the philosophy need to be applied in a context-sensitive manner. For repetitive batch manufacturers, the kanban approach may not be appropriate. ...
... The items controlled by kanbans are generally for line side production replenishment. What is appropriate for repetitive manufacturers is the encouragement of innovation through the use of technology and methodology (Burcher and Dupernex, 1996). Bartezzaghi (1999) also defend the need to maintain the central aspects of lean production, but to modify some of the features determined by the economic and social climate of previous decades. ...
... Turki and Perry (1999) also comment that the overall goal of the JIT production philosophy is to reduce or eliminate the variations that can lead to operation problems. Burcher and Dupernex (1996) proposed a methodology to assist repetitive batch manufacturers in the adoption of certain aspects of the lean production principles. The methodology concentrates on the reduction of inventory through the setting of appropriate batch sizes, taking account of the effect of sequence-dependent setups and the identification and elimination of bottlenecks. ...
In today’s competitive business world, companies require shorter lead times, low costs and high customer service levels and faster cash flows, to survive. Because of this, companies have become more customer focused. The result is that companies have been putting in significant effort to reduce their inventory levels. The purpose of this master thesis is to analyse the adaptation of lean inventory in customised product manufacturing environment where high variable and low volume products are produced.
All processes from receiving an order to delivery of the order were mapped in a Value Stream Map and ideal state is also mapped applying standard lean applications. The variability of products and dynamics of orders were analysed and they were compared with the capacity mix. The after state was implemented with reduced inventory levels and the company experienced several problems due to reduced inventory levels. Some problems were manageable through standard lean applications. Due to high variable nature of the products, some of the elements in the future stare could not be managed as planned. This thesis critically reviews the difficulties and their relevance with high variable nature of the product.
This thesis develops some recommendations to help reduce non-value adding time and improve lead time with the help of lean production principles mainly by reducing the inventories. It also recommends some extended application in order to get the maximum benefits of lean inventory in a customised product manufacturing environment.
... Taiichi Ohno, one of co-developers of the Toyota Production System; according to Kilpatrick [5], have suggested that "waste accounts for nearly 95% of all costs" and that is why Lean Manufacturing is practised to reduce the non-value added activities produced by an organization or factory [6]. In other words, it can be said that the philosophy of Lean Manufacturing can be illustrated by using Toyota Production System as an example [7]. ...
... The term 'lean' is used due to the majority of all activities are doing less compared to mass production techniques such as deducting half of the labour hours, factory space and tooling investment [7]. New products can also be developed by using less engineering hours. ...
This research study focuses on the issue of the level of achievement of Lean Manufacturing Implementation status before and after the development of Key Performance Indicators (KPIs) at an aerospace manufacturing company. The KPIs are targeted to provide this company with a good performance measurement tools in supporting the success of their Lean manufacturing journey. The assessment will be based RAG (Red Amber Green) status.
... Issue no. Issue Evidence form literature Typical methods as framework to handle the issue I-1 Small batch size Chary (1992), Price et al. (1994), Katayama and Bennett (1996), Karlsson and Åhlstrom (1996), Sohal (1996), Lamming (1996), Burcher et al. (1996), Forza (1996), Rao (1999), Dutta (1998), Mital (1998), Garg et al. (1999), Benders and Morita (2004) ...
... I-2 Management support Karlsson and Ahlstrom (1996), (1996), Burcher et al. (1996), Kumar et al. (2002), Kaynak and Pagan (2003), Singh et al. (2007), Kodali (2003), Sohal and Egglestone (1994) Leadership, motivation, participative management, focussed HRM practices I-3 Reduced lead time Cheng and Podolsky (1993), Monden (1994), Burcher et al. (1996), Meer and Gudim (1996), Garg et al. (1999), Schonberger (2002), Yasin et al. (2003) Gupta et al. (2003), Garg et al. (2003), Ragani (2005) ...
In order to compete effectively in the global market, a company must have a network of competent suppliers. To create and
maintain such a network and to improve various capabilities that are necessary for the buying organization to meet its increasing
competitive challenges, the buying firms may engage in supplier development. To improve the supplier capabilities, the buying
organizations have to consider various supplier development factors such as supplier base, communication with suppliers, direct
involvement of suppliers, etc. Their significance and the role in supplier development process are also to be considered.
These factors not only affect the supplier development process but also influence each other. However, the methodologies used
in supplier development literature analyze the factors independently. This paper attempts to overcome the above, by analyzing
the interrelationship between the supplier development factors. The Interpretive Structural Modeling (ISM) approach has employed
to develop the structural relationship among supplier development factors and also tried to define the levels of different
factors based on their driver/dependence power and their mutual relationships. Finally, the ISM result is compared with empirical
study and a case study.
... It can be observed that several tools are appearing for more than one issue as any improvement activity brings multiple advantages. Karlsson and Åhlström (1996), Burcher et al. (1996), Burton and Boeder (2003) Automated transport, cell based layout, JIT, pull system, set-up time reduction 2 Inventory reduction Katayama and Benett (1996), Karlsson and Åhlström (1996), Sohal (1996), Lamming (1996), Burcher et al. (1996), , Benders and Morita (2004), Dutta (1998), Mital (1998) Standardisation, shorten set-up time SMED), minimising down time of M/Cs by TPM, reducing lot size, JIT, kaizen, quality circles, composite inventory index (CII), manufacturing flexibility Bonito (1990), Engström et al. (1996), Amelsvoort and Benders (1996), Schuring (1996), Harrison and Storey (1996), , Niepce and Molleman (1996), Dangayach and Deshmukh (2000), Treville and Antonakis (2006), Upadhye et al. (2006), Jadhav and Khire, 2007 Valued and motivated employees, focused HRM practices, effective leaning and innovation, cooperative behaviour, standardised operational procedure (SOP), 5S, SPC, QFD, quality and flexibility, JIT, TQM, TPM, kaizen, design for manufacturing and assembly, supplier management ...
... It can be observed that several tools are appearing for more than one issue as any improvement activity brings multiple advantages. Karlsson and Åhlström (1996), Burcher et al. (1996), Burton and Boeder (2003) Automated transport, cell based layout, JIT, pull system, set-up time reduction 2 Inventory reduction Katayama and Benett (1996), Karlsson and Åhlström (1996), Sohal (1996), Lamming (1996), Burcher et al. (1996), , Benders and Morita (2004), Dutta (1998), Mital (1998) Standardisation, shorten set-up time SMED), minimising down time of M/Cs by TPM, reducing lot size, JIT, kaizen, quality circles, composite inventory index (CII), manufacturing flexibility Bonito (1990), Engström et al. (1996), Amelsvoort and Benders (1996), Schuring (1996), Harrison and Storey (1996), , Niepce and Molleman (1996), Dangayach and Deshmukh (2000), Treville and Antonakis (2006), Upadhye et al. (2006), Jadhav and Khire, 2007 Valued and motivated employees, focused HRM practices, effective leaning and innovation, cooperative behaviour, standardised operational procedure (SOP), 5S, SPC, QFD, quality and flexibility, JIT, TQM, TPM, kaizen, design for manufacturing and assembly, supplier management ...
Day by day the intensifying global competition is throwing challenges in the form of uncertainty and fluctuation in demand, necessity to provide wide variety to attract and hold the ever demanding customer. To survive and succeed under such competitive environment, organisations are forced to find and adopt efficient and effective ways for their operations. Organisations are seeking ways to increase the value of their products and services by eliminating unnecessary processes and practices from all systems. Lean manufacturing is a systematic team-based approach for finding and eliminating waste. The implementation of Lean manufacturing system helps organisations to reduce lead-time and inventory, improve quality, and achieve better on-time deliveries and utilisation of resources leading towards increased sales and profit through customer satisfaction. The Indian biscuit industry is the third largest manufacturer of biscuit in the world producing around 60% of the total production in organised sector and the balance 40% by the unorganised bakeries. In this paper, a medium sized biscuit manufacturing plant is studied under the framework of lean manufacturing system and observed that 5S, kaizen, quick changeover, TPM and TEI are some of the tools, which can be effectively used to improve equipment availability, reduce wastage of material and improve quality.
... This was known as the "Japanese Working Way". The elements of the 'Lean Idea' include methods of service (such as zero inventories [30,31,32]; just-in-time (JIT) [33] and lots of small volumes [34]; reinforcement of quality processes illustrated by Total Productivity Management (TPM), and Quality Management (TQM). Further, adding to the discussion, the perspective of the employee and their contributions were also included in the lean philosophy, which in turn challenged the traditional hierarchical top-down management structures and functional organizational systems that had previously governed many organizations [35]. ...
The application of the lean principle can play an important role in enhancing the competitiveness and performance of small and medium-sized enterprises (SMEs). The lean principle can reduce the cost of production, maximize resource optimization, and enhance the firm’s ability to provide superior value to the customers. The empirical research studying the effect of the implementation of lean principles in the SMEs has been widely studied. The researchers have used varying amounts of contextual variables as antecedents and consequences of the lean principle implementation in SMEs. The purpose of the present research study is to address this gap by reviewing the literature on Lean implementation in SMEs with a focus on finance-related variables as antecedents and consequences. To achieve the purpose of our study, the current research has employed a systematic literature review as a methodology to collect the studies from academic databases of ABI/INFORM world, Taylor & Francis, Emerald, Sage, Inderscience, Premier, ScienceDirect, and Scopus Business Supplies. The results of the study have yielded insight and knowledge into four different themes. Finally, an area for future research has also been developed.
... This was known as the "Japanese Way of Working" . Elements of the "Lean Idea" include: operations methods (such as zero inventories [68]; just-in-time (JIT) [89] and lots of small volumes [24]; the reinforcing of quality processes demonstrated by complete productive maintenance (TPM); and total quality management (TQM). Also included were empowered workers and employee contributions which questioned the bureaucratic top-down management structures and four function-orientated structures of organisation that had conventionally characterised many "western" companies [77]. ...
There have been many literature reviews carried out on Lean implementation (LI) in larger organisations with specific focus on the automobile industry. Lean implementation among Small and Medium Enterprises (SMEs) has not been so extensively researched. This paper attempts to bridge this gap by reviewing the literature that discussed Lean implementation in SMEs with a perspective of identifying the main challenges faced. We applied the Systematic Review Methodology proposed by Tranfield et al. (2003). This methodology allows for more comprehensive and profounder analysis along three stages: planning, conducting, and reporting. For this study, 403 papers were utilized, with their titles, abstracts and keywords separately studied at early stages of the review. These were collated from specific databases that included: ABI/INFORM Global, Taylor & Francis, Emerald, Sage, Inderscince, BSCO Business Source Premier, ScienceDirect and Scopus. The collected information was classified into four categories for more synthesis. The aim of this study is to establish the current position of global understanding of Lean implementation in SME's, including examining the main categories of Lean im- plementation in the context of SMEs. Next, an inclusive discussion of associated Critical Success Factors (CSFs) for Lean implementation within SME's is established that can be used as guide for SME's owners and managers. Suggestions for future research orientations are thus provided.
... In a repetitive batch manufacturing queue time often represents 80% of the total throughput time. The queue time is proportional to the amount of work in progress (WIP), so to reduce queue time, it is necessary to reduce WIP (Burcher et al., 1996). Inventory control policies in an organisation are guided by the selected suppliers (Huang et al., 2005). ...
Organisations all over the world are seeking new templates for change to remain competitive in the face of globalisation. Lean manufacturing system (LMS) is a total business approach designed to identify and eliminate forms of waste in the process of producing goods, service or combination of both. Few factors (barriers) adversely affect the implementation of LMS. The objective of the paper is to develop a relationship among the identified barriers, selected through literature review and questionnaire survey by using the interpretive structural modelling (ISM) methodology. The paper also highlights the mutual influence of barriers over other barriers and identifies driving barriers (those barriers which aggravate other barriers) and dependent barriers (those barriers which are affected by other barriers). It is observed that lack of top management's commitment and lack of employee involvement is at the bottom of the ISM, indicating their strong driving power in the implementation of LMS.
... The underlying philosophy can be applied universally within manufacturing, but the tools used to enable the philosophy need to be applied in a context-sensitive manner. The lean production methodology encompasses the organizational structure, systematic education and training, and the use of Japanese manufacturing principles, such as [5]: Lean production still continues to evolve but the basic outline is clear. "Lean" operating principles began in manufacturing environments and are known by a variety of synonyms: Lean Manufacturing, Lean Production, Toyota Production System, etc. ...
Hereby paper presents one multi-range and serial production type company that has problems with effective production planning and control system due to demand uncertainty. Therefore demand driven production planning and scheduling is a must, because it gives the manufacturer the ability to flexibly and dynamically schedule product based upon actual demand changes. This paper discusses the issues with selection adequate form of the production as well as applying some techniques from Lean Manufacturing such as e.g. EPEI circle, Heijunka, FIFO queue. The objective is to achieve Lean Manufacturing excellence in the manufacturing industry. The adoption of Lean Manufacturing methods enables company to improve their organization in terms of production line providing better logistics performance (high rate of the inventory turnover, relatively low WIP, and high rate of on-time-deliveries).
... The single minute exchange of die method introduced by Shingo gave a detailed insight into setup variation and resulted in maximization of equipment capability [14,15,16]. Research work on batch manufacturing has helped to achieve reduction in finished goods, reduce on hand inventory improve product mix and being more responsive and quick for customer needs [17,18]. Furthermore, line balancing and job sequencing concepts have been implemented to minimize idle time, work stations, and minimize cycle time for a given work station [19]. ...
Variation is one the primary causes for degrading line efficiency and building excess inventory in a manufacturing process. This paper focuses on modeling the effects of different degrees of variation (high, medium and low) at different location in a manufacturing process. A simulation study applies design of experiments to determine the influence of different types of variations on the performance measures. The process performance measures considered are throughput, work in process, value added time, wait time, and total output of the process. This study identifies the location and level of improvement in a process to increase the overall gain in performance measures and reliability of the manufacturing process.
... The single minute exchange of die method introduced by Shingo gave a detailed insight into setup variation and resulted in maximization of equipment capability [14,15,16]. Research work on batch manufacturing has helped to achieve reduction in finished goods, reduce on hand inventory improve product mix and being more responsive and quick for customer needs [17,18]. Furthermore, line balancing and job sequencing concepts have been implemented to minimize idle time, work stations, and minimize cycle time for a given work station [19]. ...
... Além disso, o autor defende que o STP é mais do que somente o just in time. Dupernex & Relph (1996) descrevem, no âmbito da ME, uma metodologia para redução do lead time por meio do aumento da utilização da capacidade e do emprego de lotes de fabricação menores. Edwards (1996) fornece um guia prático para a escolha de material que será empregado no chão de fábrica para uma implantação com sucesso da ME. ...
This work reviews the literature on Lean Manufacturing (LM). Until now, there was no complete literature review regarding this subject in the Operations Management literature. Based on this literature review it is proposed a LM classification system based on 4 main characteristics: methodology, comprehension, principles and enablers. The system is used to classify and to organize the papers. After that a general analyses of LM is performed. The LM analyses is based on 2 main points: i) a quantitative study of the methodology, comprehension, principles and enablers within LM papers; ii) a qualitative study regarding the main subjects and goals accomplished by the papers. The main contributions of this work are to contribute for mental clarification, communication and discovering new fields for research on LM.
... Notwithstanding, for certain industries the implementation of LP suggests a need for work to be done by lot rather than using this system (Cooney, 2002). Burcher et al. (1996) propose this variant for cases where orders are repeated with great frequency, in an attempt to find a balance between the minimum lot size and the time required to change tools and set up. Table IV shows other industries apart from the motor industry where LP implementation has generated positive results. ...
Purpose
The purpose of this paper is to present an analysis of research on lean production (LP) since the concept was developed at the end of the 1980s with the aim of developing a model that permits an extended and comprehensive understanding of LP.
Design/methodology/approach
A literature survey of peer reviewed journal articles and paradigmatic books with managerial impact is employed as the research methodology.
Findings
The findings derived from the evaluation of the publications analysed have led to the creation of an extended model of LP. Specifically, two new groups of factors to be taken into account in order to achieve a comprehensive understanding of LP are presented. Apart from internal aspects at the shop floor level and value chain elements, the model provided includes work organisation and the impact that the geographical context has on LP. In addition, the critical assessment of publications has allowed a number of specific aspects to be identified for which there is no empirical evidence.
Originality/value
This paper puts forward a new classification of literature identifying key aspects that should be included for LP development and management. It might represent new opportunities for rigorous and relevant research that would contribute to more transparent knowledge of LP being gained.
... Morgan and Liker, 2006). LP implementation is appropriate and generates positive results not only for the motor industry but also for many other sectors, including services (Womack et al., 1990). Notwithstanding, for certain industries the implementation of LP suggests a need for work to be done by lot rather than using this system (Cooney, 2002). Burcher et al. (1996) propose this variant for cases where orders are repeated with great frequency, in an attempt to find a balance between the minimum lot size and the time required to change tools and set up.Table IV shows other industries apart from the motor industry where LP implementation has generated positive results. The adoption of LP in the servi ...
About Emerald www.emeraldinsight.com With over forty years' experience, Emerald Group Publishing is a leading independent publisher of global research with impact in business, society, public policy and education. In total, Emerald publishes over 275 journals and more than 130 book series, as well as an extensive range of online products and services. Emerald is both COUNTER 3 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. Abstract Purpose – The purpose of this paper is to present an analysis of research on lean production (LP) since the concept was developed at the end of the 1980s with the aim of developing a model that permits an extended and comprehensive understanding of LP. Design/methodology/approach – A literature survey of peer reviewed journal articles and paradigmatic books with managerial impact is employed as the research methodology. Findings – The findings derived from the evaluation of the publications analysed have led to the creation of an extended model of LP. Specifically, two new groups of factors to be taken into account in order to achieve a comprehensive understanding of LP are presented. Apart from internal aspects at the shop floor level and value chain elements, the model provided includes work organisation and the impact that the geographical context has on LP. In addition, the critical assessment of publications has allowed a number of specific aspects to be identified for which there is no empirical evidence. Originality/value – This paper puts forward a new classification of literature identifying key aspects that should be included for LP development and management. It might represent new opportunities for rigorous and relevant research that would contribute to more transparent knowledge of LP being gained.
... Além disso, o autor defende que o STP é mais do que somente o just in time. Dupernex & Relph (1996) descrevem, no âmbito da ME, uma metodologia para redução do lead time por meio do aumento da utilização da capacidade e do emprego de lotes de fabricação menores. Edwards (1996) fornece um guia prático para a escolha de material que será empregado no chão de fábrica para uma implantação com sucesso da ME. ...
This work reviews the literature on Lean Manufacturing (LM). Until now, there was no complete literature review regarding this subject in the Operations Management literature. Based on this literature review it is proposed a LM classification system based on 4 main characteristics: methodology, comprehension, principles and enablers. The system is used to classify and to organize the papers. After that a general analyses of LM is performed. The LM analyses is based on 2 main points: i) a quantitative study of the methodology, comprehension, principles and enablers within LM papers; ii) a qualitative study regarding the main subjects and goals accomplished by the papers. The main contributions of this work are to contribute for mental clarification, communication and discovering new fields for research on LM.
This article presents a literature review on the application of lean manufacturing (LM) techniques under a context of uncertainty. Forty articles have been identified, reviewed, and classified according to the following criteria: keywords, application context, modeling approach, LM techniques/tools, type of LM waste, type of uncertainty, and software tool. This classification emphasizes the types of uncertainty inherent in lean production planning processes and the modeling approaches for optimization. The selection of the articles has been based on those scientific journals containing a higher representation of papers within this context. The main findings of this literature review point to the use of three main lean manufacturing tools; the most used modeling approach, which is interpretive structural modeling; and the main uncertainty studied, which is demand. From the results of this study, it was found that research and experimentation in LM applications under an uncertainty context only represent 10% of the selected articles, making it an underresearched topic that requires future research efforts.KeywordsLean manufacturingUncertaintyProduction planningOptimization
Lean and Kaizen improvement methodologies have been in the entrepreneurship spotlight for a long time. They can be adopted by any kind of enterprise, and they succeed in producing better long-term results, improving their performance, but most important, influencing the philosophy of the organizations implemented. In this research, many case studies and success stories of companies implementing Kaizen or/and Lean methodologies, or even the new Lean Kaizen methodology, will be introduced. We attempt to evaluate the performance of Lean and Kaizen implemented companies and distinguish the elements that made the difference. Maybe, it is some specific tool, or an aspect in the culture that was enhanced, since the implementation of these business process improvement methodologies. Finally, thoughts and estimations will be presented, regarding the future of these methodologies, in the unstable and rapidly changing economic environment.
Increasing exuberance and scraps reflects reticent working amply and getting a portion done as scale input to yield
reduces. By for the most part means, organizations are needed/demanded to protest in mutually final/very exceptional
goal of asking price reduction over process twist to improve hasten, soft cost chilly materials, changed/redone (serving to
discourage something bad earlier it happens) reprieve, and factory floor reduction. Asian (professionals or capable people)
and western (professionals or efficient people) transpire polished clear to (make something as compact as possible/treat
something consistent as unimportant) surplus and be cost skilled in production. In the new millennium, the carved in stone
methods exaggerated in 20th century don't look to be padding as brought pressure to bear up on amount/quantity increases.
The request for the joining agreeably of diverse methods to crop the excellent of March to a different drummer ways of doing
material has begun. Tools and gat a handle on something used are not practically effective yet improve fury and power in
concept processes also. Bottom barrier (thing that's given/work that's done) of the Lean Six Sigma concern manages scraps
creating figure as with a free hand as mending throughput worth through wastes reduction.
Today, the increasing competition along with the changes in market conditions force businesses to engage in customer-focused activities. Therefore, the businesses aiming to keep up with the recent conditions and meet the customer demands on time in full have abandoned the traditional production systems and structured their production systems in line with today’s conditions. In this regard, lean production systems adopting customer-oriented principles that may increase the enterprises’ competitiveness becomes necessary. Lean production systems, which focus on activities for eliminating all kinds of waste in the production process, target to generate value-creating production processes to ensure enterprises’ existence in a competitive environment. Businesses operating with a lean production philosophy must well identify any potential waste that may arise in the production system and design production systems that are capable of creating smart solutions to eliminate waste.
This dissertation study aims to identify the correlation and interaction between determined performance criteria and waste types at an enterprise. The correlation between performance criteria and waste types was specified based on a model in the literature. After specification of the correlations, the interaction between the performance criteria and waste type was presented considering the answers given to the waste type -performance criteria evaluation forms by the engineers working for the company, which was the subject of the study. Besides this model, DEMATEL method was also employed to analyze the study data in order to explain better the relation and interaction between the waste types and performance criteria.
It is essential for a company to create value in the production process as well as to identify the activities that may cause any waste and come up with solutions to remove such activities from the production system. It has been demonstrated with the analysis results that the model employed in this study was able to identify the interaction and correlation between the company’s performance criteria and waste types.
Today, the increasing competition along with the changes in market conditions force businesses to engage in customer-focused activities. Therefore, the businesses aiming to keep up with the recent conditions and meet the customer demands on time in full have abandoned the traditional production systems and structured their production systems in line with today’s conditions. In this regard, lean production systems adopting customer-oriented principles that may increase the enterprises’ competitiveness becomes necessary. Businesses operating with a lean production philosophy must well identify any potential waste that may arise in the production system and design production systems that are capable of creating smart solutions to eliminate waste. This study aims to identify the correlation and interaction between determined performance criteria and waste types at an enterprise. DEMATEL method was employed to analyze the model in order to explain better the relation and interaction between the waste types and performance criteria. It has been demonstrated with the analysis results that the model employed in this study was able to identify the interaction and correlation between the company’s performance criteria and waste types.
This section presents a case study to illustrate a range of typical circumstances in the management of warranty claims, such as spare parts management, inter-departmental decision-making processes, and cost-related issues.
Este documento se centra en una de las etapas propuestas por los autores como marco de referencia para mejorar la gestión del servicio post-venta. Concretamente, la etapa referida trata de aplicar el análisis causa-raiz de fallos para la mejora de la organización de las asistencias en garantía. Dicho análisis permitetomar mejores decisiones dentro del ámbito del servicio post-venta como, por ejemplo, saber si una determinada incidencia debe ser tratada en garantía o no. A tal efecto, el artículo comienza con una introducción a la noción actual de garantía, describiendo brevemente la propuesta de marco de referencia y la literatura relevante relacionada con este servicio al cliente. A continuación, los principales aspectos del Análisis Causa-Raiz se definen con el fin de aplicar estos conceptos en la gestión de aquellas incidencias comunicadas por el propio usuario. Con este objetivo, el presente trabajo pretende adaptar una herramienta desarrollada y aplicada en la gestión del mantenimiento(el Análisis Causa-Raíz), a un nuevo campo como es el del servicio de atención al cliente. Al final del documento se presentan las conclusiones donde se resumen las principales aportaciones de este trabajo.
The first part of this chapter is an introduction to the book and describes the context and the purpose of the work. An introductory material to the process followed for the elaboration of the book is also provided. The second part presents the fundamental issues and current research topics in warranty management and after-sales services. A literature review illustrates current state-of-the-art including main international research contributions and best practices. Case studies are presented to illustrate these issues accordingly. This second part is structured in the following chapters.
This chapter focuses on the continuous improvement in customer service management. This chapter considers the implementation of techniques such as Six Sigma, CRMs, and new ICTs in order to make data processing and communications easier.
Increasing waste and scraps reflects low productivity as ratio input to output reduces. By all means, organizations are required to kick in with ultimate objective of cost reduction through process change to improve speed, low cost raw materials, revised preventive maintenance, and manpower reduction. Asian practitioners and western practitioners develop new approach to minimize waste and be cost effective in production. In the new millennium, the established methods developed in 20th century don't seem to suffice as demand volume increases. The call for the fusion of different methods to harvest the best of different methodologies has begun. Tools and approach used are not just effective but improve robustness in production processes as well. Bottom line contribution of the Lean Six Sigma approach manages scraps generating rate as well as improving throughput rate through wastes reduction.
The purpose of this study is to present a summary about World Class Manufacturing - WCM. Since its introduction in 1984, the WCM concept has been largely applied, resulting in great expansion and improvement of its basis, but also criticism. WCM had been extensively researched until late 90́s, but since then the development of this concept has declined. Nowadays, in a globalized economy, becoming a world class organization is a common goal. In general the WCM definitions are associated with the use of best practices. Nonetheless, the same set of criteria has been used to access the best practices and performances of different types of business. However, if not shaped for each particular scenario, such practices are unable to provide detailed operational plans in order to achieve the WCM status. Here, based on a comprehensive literature review, a chronological summary of the key concepts and authors, as well as a comparison of them and its main characteristics are presented. In addition, opportunities for further research based on the main differences found herein are discussed. Finally, this study contributes to researchers and practitioners in order to assist them to understand how WCM evolved over the last three decades.
This book explores the practical implementation of an advanced after-sales management framework devoted to warranty management. The framework is intended for companies producing either standardized or customized products and such a management tool will facilitate organizational improvement and support innovative decision making processes for technical assistance in after-sales services. "After-sales Service of Engineering Industrial Assets" comprises a proposal for a warranty management framework, with an account of the different methods that can be used to improve decision making in the different stages of the after-sales service management process, and strategies for strengthening the structure and foundations of the framework. A review of the fundamental issues and current research topics in warranty management and after sales services is also provided, which is exemplified by a case study. This book is intended for postgraduates, researchers and engineers who are interested in after sales management, assets engineering and warranty management. © Springer International Publishing Switzerland 2014. All rights reserved.
Purpose
– Lean business ideology has been one of the recent dominant research areas in operations management. However, there is a dearth of research focusing on Lean in small- and medium-sized enterprises (SMEs). The purpose of this paper is to fill this gap by systematically reviewing the literature in relation to the implementation of Lean in SMEs.
Design/methodology/approach
– Tranfield et al.’s (2003) systematic review methodology was employed covering three stages: planning, conducting and reporting/dissemination.
Findings
– A descriptive analysis of the papers reviewed is provided. From the thematic analysis of the literature four main themes are identified: the scope/type of Lean being adopted by SMEs, how Lean is used in SMEs, the impact of Lean implementation on SMEs and the critical success factors for Lean implementation in SMEs. Key inhibitors and enablers related to firm size when implementing Lean are also identified in the concluding discussion.
Research limitations/implications
– Nine recommendations for future research are developed associated with Lean implementation in SMEs.
Practical implications
– The authors suggest SMEs to integrate organisational factors such as employee empowerment and the development of a supportive strategy into their Lean implementation plans. A preliminary “Staircase Road Map” to guide SMEs in implementing Lean is also developed.
Originality/value
– This paper goes beyond previous literature reviews of Lean by systematically and critically evaluating key themes of Lean implementation within an SME environment. It not only provides a road map for SME owners/managers who intend to implement Lean, but also provides the academic community with an agenda for future research.
Warranty assistance is characterized by a complex field that involves different disciplines: Management, Organization, Human Resources, Business Economics, Safety, and Environmental Management and, of course, a good knowledge of the product helpful for the customer.
Just in time is an advanced manufacturing philosophy, which is practiced all over the world by organizations to achieve excellence in their performance. As most of the Original Equipment Manufacturers (OEM) are managing their supplies on JIT basis, their vendors are under tremendous pressure to adopt JIT. The JIT principles seems easy to adopt, yet many organizations fail to implement it. The implementation of JIT requires a radical change in the way of working at all level of the organization starting from top management to maintaining good customer relations. Indian Corrugated Packaging Industries play a very important role especially at the final dispatch of the product. This research paper tries to find out the readiness of ICPI for the implementation of JIT. Also it tries to find out whether the type of company matters in the implementation of JIT. The survey was conducted in companies in National Capital Region (NCR) of India, mainly Delhi, Noida, Ghaziabad, Gurgaon and Faridabad. The implementation readiness of these companies based on company type was analyzed using analysis of variance (ANOVA). The result shows that there was a distinction between industries type (family owned, Private Limited and Limited) and level of JIT implementation. Further the Friedman test was used to find out the predominant principle in each type of the industries.
Purpose
– The advent of recession at the beginning of twenty-first century forced many organizations worldwide to reduce cost and to be more responsive to customer demands. Lean Manufacturing (LM) has been widely perceived by industry as an answer to these requirements because LM reduces waste without additional requirements of resources. This led to a spurt in LM research across the globe mostly through empirical and exploratory studies which resulted in a plethora of LM definitions with divergent scopes, objectives, performance indicators, tools/techniques/methodologies, and concepts/elements. The purpose of this paper is to review LM literature and report these divergent definitions, scopes, objectives, and tools/techniques/methodologies.
Design/methodology/approach
– This paper highlights various definitions by various researchers and practitioners. A total of 209 research papers have been reviewed for the research contribution, research methodology adopted, tools/techniques/methodologies used, type of industry, author profile, country of research, and year of publication.
Findings
– There are plethora of LM definitions with divergent objectives and scope. Theory verification through empirical and exploratory studies has been the focus of research in LM. Automotive industry has been the focus of LM research but LM has also been adopted by other types of industries also. One of the critical implementation factors of LM is simultaneous adoption of leanness in supply chain. LM has become an integrated system composed of highly integrated elements and a wide variety of management practices. There is lack of standard LM implementation process/framework.
Originality/value
– The paper reviews 209 research papers for their research contribution, research methodology, author profile, type of industry, and tools/techniques/methodology used. Various characteristics of LM definitions are also reviewed.
In this study, a systemic relationship is developed among lean manufacturing implementation issues, which are identified and supported from various literary sources, using interpretive structural modelling (ISM). ISM provides means to impose order on the complexity of the issues concerned. The decision-makers will be benefited by this model to design a framework to implement LMS. The paper tried to make the mutual influence of LM implementation issues more understandable as well as to identify driving issues (which support other issues) and dependent issues (most influenced by other issues). On the basis of ISM, a model for growth can be developed to gain sustainable competitive advantage.
This research study focuses on the issue of the Key Performance Indicators (KPIs) development which is linked to the goal, objective, mission and vision of an Aerospace Manufacturing Company. The KPIs are targeted to provide this company with a good performance measurement tools in supporting the success of their Lean Manufacturing journey and to be cost-competitive. In this study, a set of KPIs measured both objectively and subjectively are developed through a comprehensive extensive literature, internal benchmark activities and best practices benchmark in KPIs implementation process flow. Additionally, the current communication gap at all level was investigated by using semi-structure interview and focus group discussion. A standard report is created to overcome this communications issue by having each person in each level to review and reports their standard operation to their subordinates regularly based on agreed frequency.
Competitive market is forcing big organizations to utilize the untapped potential of Medium Size Manufacturing Enterprises (MSME). In the era of outsourcing, MSMEs are the important links in the supply chain, making it more effective and efficient. The new competition is in terms of reduced cost, improved quality products with higher performance, a wider range of products and better services, all delivered simultaneously to enhance value to the customer. MSMEs play an important role in Indian economy and with the liberalization facing tremendous challenges, but their strength lies in the competitiveness of their products in the world market. Lean manufacturing system (LMS) is characterized by shorter product development and manufacturing lead-time, team based work organizations, low setup/changeover times, multifunctional workers and JIT deliveries from few reliable suppliers. But the concepts of LMS are not well adopted in MSMEs. LMS as a manufacturing strategy can help a MSME to improve its processes and align it to the requirements of its customers. LMS has a set of tools and techniques; the choice is situation specific. MSMEs have the required structure for implementing Lean Manufacturing System. This paper discusses the issues of MSMEs and presents a case to demonstrate the improvements achieved in an Indian mid size auto component’s manufacturing unit after the implementation of LMS.
Purpose
The purpose of this paper is to examine how “lean” is viewed in academic literature and how it is operationalised. The paper also examines how evidence of lean is accounted for in practice.
Design/methodology/approach
This paper discusses a review of 105 international peer‐reviewed journals with the purpose of identifying what has been written about lean. All in all, 154 articles featuring lean in the article title are identified and reviewed.
Findings
Lean has moved from application only in production to being used in other sectors, such as the public and service sectors. Most contributions are still found in production and supply chain journals, however, and few contributions discuss the basis of lean or provide a clear definition of the meaning of lean. The literature review indicates that there is a low level of operationalisation of the concept of lean, making the concept seem unclear and vague. About one‐third of the reviewed articles apply a toolbox view on lean; and, in general, the positive effect of lean is documented in only a few of the articles reviewed.
Research limitations/implications
Only those articles published in international, peer‐reviewed journals are examined. Discussion of lean, however, might be found in other sources, such as textbooks, conference proceedings and PhD dissertations.
Practical implications
Due to the indistinct definitions of lean that were discovered, one should use the concept of lean with care. It is especially important to specify the conditions and to describe the intentions of usage.
Originality/value
This paper is the first comprehensive literature review with regard to lean and evidence in relationship to definitions of and assumptions about lean.
Many organisations – be it small or medium or large-scale enterprises – are attempting to transform their organisation using the principles and philosophies of World-Class Manufacturing (WCM), such as Total Quality Management (TQM) and Theory of Constraints (TOC). Managers in some of these organisations feel that they have not achieved the desired benefits after the implementation. One of the most commonly quoted reasons in the literature is improper understanding of Performance Measurement Systems (PMS) and its corresponding metrics by them. To resolve such issues, researchers have proposed various PMS for TQM, TOC, etc. But very little research has been carried out to understand the performance measures and PMS for an organisation under a Lean Manufacturing (LM) environment. Hence, in this paper, an attempt has been made to propose a conceptual PMS framework for LM. One of the distinctive features of the proposed framework is that it can be suitably customised even for Small- and Medium-sized Enterprises (SMEs).
Shigeo Shingo's 'SMED' methodology has been at the forefront of retrospective changeover improvement activity since the mid-1980s. The 'SMED' methodology, which emphasizes that improvement should be sought primarily by rearranging changeover elements into external time, has been widely acclaimed and has been widely assimilated into academic texts and industrial training material. To date, no known critical evaluation of the methodology has been undertaken. This paper, in which a case study is also presented, argues that in the sequential application of stages, the 'SMED' methodology (including the sequential application of improvement techniques that are assigned to those stages) need not always represent an effective improvement route. The 'SMED' methodology's dominant objective of translating tasks into external time is also considered. The paper argues that the 'SMED' methodology does not sufficiently promote some important improvement options, particularly those that seek to reduce the duration of existing changeover tasks or eliminate them altogether. Opportunities for improvements of this type particularly arise when design changes to the existing manufacturing system are contemplated. The issue of design in the context of incremental kaizen improvement is also investigated.
En este trabajo se evalúa el estado actual de la investigación sobre Lean Production y Gestión de la Cadena de Suministro en la industria aeronáutica con dos objetivos básicos: 1) identificar el conjunto de líneas de investigación desarrolladas, aportando un criterio de clasificación de la literatura, 2) discutir sobre la evidencia empírica, intentando proporcionar orientaciones para la investigación futura. Para el logro de estos objetivos se ha empleado una metodología de investigación consistente en la identificación y revisión de la literatura. El análisis sistemático posterior de ésta ha sido de naturaleza cualitativa. Este análisis ha permitido identificar tres líneas de investigación en torno a Lean Production y otras tres relacionadas con la Gestión de la Cadena de Suministro. Por último, se identifican nuevas oportunidades y retos a los que se enfrenta la investigación en un futuro.
El lean management es, en la actualidad, el enfoque de gestión de los procesos de una empresa que puede considerarse más eficiente y avanzado, como ha podido comprobarse sobradamente por los éxitos de las empresas que lo aplican. Sin embargo, su correcta implantación no es sencilla y, de ahí que todavía no sean muchas las empresas que lo hayan adoptado con éxito. En efecto, además de requerirse una organización correcta y flexible, una firme decisión de implantarlo, una gran apertura mental y una cultura de hacer las cosas bien en la línea de la calidad total, la implantación efectiva del lean management requiere una metodología muy bien elaborada y aplicada. El lean management no es sólo un conjunto de técnicas que pueden aplicarse a discreción y de forma independiente, como erróneamente se ha pretendido con frecuencia. Así por ejemplo, la implantación de un layout basado en células flexibles, no sirve de gran cosa, si no es en un contexto de una implantación en flujo regular y constante de TODAS las actividades de un producto. En este trabajo se propone una metodología para la implantación del lean management en empresas industriales independientes y de tamaño medio, en la que cada etapa es necesaria y justifica la anterior. En nuestra propuesta, hemos dado un papel relevante al Mapa de Flujo de Valor, la herramienta de representación visual del mundo lean, que permite analizar una implantación de forma global y estudiar la necesidad y eficacia de herramientas concretas en el contexto de la implantación completa y no de forma aislada. Inicialmente hemos abordado algunos trabajos y propuestas de metodologías para la implantación de procesos eficientes y competitivos, en la línea del lean management. Después de la descripción de la metodología, se expone caso ilustrativo de su aplicación. Postprint (published version)
El objetivo de este trabajo es evaluar el estado actual de la investigación en torno a Lean Production, partiendo de una exhaustiva recopilación y agrupación de la literatura al respecto. Esta metodología ha permitido identificar cuatro líneas de investigación: a) bases teóricas del Lean Production; b) papel de los recursos humanos en este modelo; c) impacto de Lean Production en la cadena de valor y d) resultados generados por este modelo. Esta evaluación también nos ha permitido señalar los aspectos en los que debería profundizarse, así como las líneas de investigación que deberán emprenderse en el futuro. / This paper aims to evaluate the current state of research in Lean Production by exhaustively compiling and grouping the literature on the subject. This methodology has led us to identify four lines of research being as follows: a) the theoretical bases of Lean Production; b) the human perspective in Lean Production; c) the impact of Lean Production on the value chain, and d) the results of Lean Production. This evaluation has also allowed a number of specific aspects to be identified and new research lines that would contribute to more transparent knowledge of the model in the future.
Proposes that features unique to Japanese industrial management
practice such as excessive emphasis on training, a mainly intuitive,
pragmatic approach to problems of productivity and quality (as against
exclusive dependence on scientific methods), the ethos of hard work, the
quest for continuous performance improvement, and stress on
self-reliance in technology derive from the component of Japanese
culture known as Zen Buddhism. Zen has always been associated with
practical, economic pursuits; examination of its philosophy and
techniques gives insight into the values underlying modern management in
Japan.
Note: Due to publisher restrictions original abstract not available. This article details how American mangers of the 1980s followed the Japanese model of production systems. Note: Link is to the article in a subscription database available to users affiliated with Butler University. Appropriate login information will be required for access. Users not affiliated with Butler University should contact their local librarian for assistance in locating a copy of this article.
The authors report on the challenge to American industry from
overseas competition, particularly from Japan. The basic elements and
philosophies of world class manufacturing (WCM) are discussed. The tools
of WMC are described. Suggestions and recommendations obtained from
actual manufacturing experience are presented
Managing the business constraints of inventory, capacity and orders within repetitive batch manufacturing
- P Burcher
- S Dupernex
- G Relph
World-class manufacturing for repetitive batch manufacturers
- S Dupernex
Aiming for World-class Manufacturing, Department of Trade and Industry
- J Cammell
Competitive advantage for batch manufacturing using capacitated batch sizing in MRP
- P Burcher
- S Dupernex
- G Relph