Eighteen “monozukuri‐focused” assembly line design and visual factory management principles with DENSO industrial examples

Ránky, Paul G.

doi:10.1108/01445150710724649

Cited by 15 publications

(13 citation statements)

References 4 publications

(1 reference statement)

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“…Typical VM tools and techniques are pictures, posters, call lights, andon lights, digital display panels, layout diagrams, charts, visual controls in Poka-Yoke devices, 5S, VSM, Kanban, differentiating walkways from work areas, silhouettes painted onto the spot where tools and equipment are stored, control charts, story boards and cartoon-filled manuals, among many others -all of these can help pinpoint improvement opportunities by giving easy to use and useful historical and real-time information (Bilalis et al 2002;Cottyn et al 2011;Greif 1991;Kobayashi 1998;Ranky 2007). Each of these tools can be used for a specific objective.…”

Section: Visual Managementmentioning

confidence: 99%

“…Parry and Turner (2006) presented a set of guidelines for implementing VM tools based on the analysis of three case studies. Ranky (2007) described the use of VM tools as one of the key management principles at DENSO's Takatana automated assembly plants in Japan and the USA. Katayama (2010b, 2013) designed a kaizen case-base for visual technology based on data collected on manufacturing and assembly shop floors.…”

Section: Introductionmentioning

confidence: 99%

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Do companies with greater deployment of participation systems use Visual Management more extensively? An exploratory study

Jaca

Viles

Jurburg

et al. 2013

International Journal of Production Research

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One of the most important enablers of continuous improvement sustainability is ease of communication, and doing so in a way that can be understood by all employees and allows information to flow rapidly throughout the company. Visual Management (VM) provides significant benefits in communication and standardisation which boosts the effectiveness of improvement systems. This article presents an in-depth literature review about the concept of VM and its benefits, and provides results from an exploratory study carried out in the Basque Country that aims to ascertain the usage of VM in 52 companies. Based on a literature review, 20 different VM elements were identified for improving the workplace. The implementation of these elements was studied, as was the relationship of VM with employee participation systems. The results of this study show a general moderate implementation of VM tools in companies with implementation levels differing according to company size. Some of the lowest scores are detected in the areas of visual control of quality, the displaying of indicators and process visibility. Moreover, statistical differences were identified between the implementation of suggestion systems and improvement teams and the implementation level of VM tools.

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Section: Visual Managementmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Do companies with greater deployment of participation systems use Visual Management more extensively? An exploratory study

Jaca

Viles

Jurburg

et al. 2013

International Journal of Production Research

View full text Add to dashboard Cite

show abstract

“…Global deregulation in many industries is opening markets to the competition of new entrants. Corporate expansion and a developing global culture are driving standardisation of business practices and a reliance on cooperation between customers, suppliers and other partners (McAdam and McCormack, 2001;Ranky, 2007).…”

Section: Introductionmentioning

confidence: 99%

Sourcing strategies, practices and effects on organisational performance

Hilman

Mohamed

2011

JGBA

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Today's highly competitive world requires successful businesses to 'reinvent' themselves almost continuously. Manufacturers face tremendous challenges on a variety of fronts. Sourcing has emerged as an integral part of firms' competitive advantage building. One of the distinguishing attributes of effective sourcing strategy is that it plays an integrative role in the firm's strategic planning process. This means firms must have comprehensive strategic decision-making procedures. The study is based on Transaction Cost Economics (TCE) theory and Resource-Based View (RBV) and the results lend support to types of sourcing strategies that have significant effects on both financial and non-financial performance. Specifically both models indicated the 'Make' and 'Buy' Strategies affect non-financial performance more than the financial performance. The results also show both sourcing strategies received most of the supply from local suppliers. All the findings provide new insights into the understanding of sourcing strategies of manufacturing based firms.

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“…Locher (2008), Parry and Turner (2006), Childerhouse et al, (2010), Quesada-Pineda and Gazo (2007), Sharma (2009), Arnheiter andGreenland (2008), Ranky (2007), Kumar and Antony (2008), Summers and Scherpereel (2008) and Mottonen et al (2009a).…”

Section: Visual Managementmentioning

confidence: 99%

“…Bauch (2004), Ward (2007), Morgan and Liker (2008), Saad and Gindy (2007), Haponava and Al-Jibouri (2009), Tam, Tam and Ng (2007), Cooper (2007, Ranky (2007), Yang and Su (2007), Seth, Seth and Goel (2007), Singh and Garg and Sharma (2010).…”

Section: Wastementioning

confidence: 99%

Lean product development principles and practices

Forno¹,

Forcellini²

2012

PMD

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Abstract:The purpose of this paper is to analyze articles about Lean Product Development. The works were classified according to principles and practices, the countries that have the applications, the sectors where it is being applied, the journals that publish articles about the issue and other relevant factors. In conclusion, the article presents a table of the authors and practices used. The methodology was a search on Emerald Insight and ISI Web of Knowledge, resulted in a universe of 289 articles published between 2007 and 2011. This paper synthesizes the trends in the literature and the results that are being obtained from the lean product development approach. The results showed that electronics, auto industry and capital goods sectors are those with the most lean product development practices presented in the articles. In terms of methodology, case studies predominate. The countries with the most applications are the United States and the United Kingdom. The lean approach is not always cited directly, in many situations the practices are applied in an isolated manner, given that in 77% of the work a direct connection was found with a lean method. In relation to the practices, the five most common were Simultaneous Engineering-Integration, Process Standardization, Early Supplier Involvement (ESI), Learning Network and Voice of Customer (VOC). Could be observed by the paper's originality that even with many studies in the field, there is still a gap to be explored, which is that there are no indicators to manage the new product development process. Thus, it explores the state of the art about Lean Product Development practices and principles, providing a definition of concepts and a framework for benchmarking to later evaluate how lean are Product Development Processes at the companies.

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Eighteen “monozukuri‐focused” assembly line design and visual factory management principles with DENSO industrial examples

Cited by 15 publications

References 4 publications

Do companies with greater deployment of participation systems use Visual Management more extensively? An exploratory study

Do companies with greater deployment of participation systems use Visual Management more extensively? An exploratory study

Sourcing strategies, practices and effects on organisational performance

Lean product development principles and practices

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