Equipment replacement decisions and lean manufacturing

Learning on Lean Production: A Review of Opinion and Research within Environmental Constraints

“…Lean Production Framework Kurdve et al (2011) dealt with the environmental value stream mapping for achieving better results in two case studies at Volvo; Nasab et al (2013) introduced an integrated dynamic approach to investigate the technology effectiveness of lean manufacturing in enterprises and ability to alter the parameter's affects on others; Venkataramana et al (2014) aimed at lean implementation in an Indian automotive industry through multi-criteria decision making model & analytical hierarchy process to create product mix flexibility; Marudhamuthu et al (2011) addressed the lean implementation in an Indian garment export industry by VSM and single minute exchange of die (SMED) approaches which resulted in reduced set up time; Mittal and Sangwan (2014) developed a model for environmentally conscious manufacturing by SPSS tool, exploratory & confirmatory factor analysis and SEM to validate the model; Taggart and Kienhöfer (2013) concluded that lean audits are only effective ways to measure improvements in operational performance and tested it in 64 manufacturing sites; Sullivan et al (2002) provided a roadmap for the analysis of equipment replacement decision problems through VSM; Wang et al (2008) introduced a step-by-step implementation framework for lean production & product development by means of marketing research on product development & design processes (Figure 7); Upadhye et al (2014) tried to find out the implementation enablers of lean tools i.e. Just-in-Time in the Indian corrugated packaging industry through interpretive structural modeling; Jaganathan (2014) carried out the assembly line balancing & layout modification in a garment industry using largest candidate algorithm rule, and increased the efficiency up to 26% & the productivity by 25%.…”

Exploring the impact of Lean manufacturing on flexibility in SMEs

“…The method is designed for a carrying time of one year and permits managers to apprise the deliverables of lean techniques. The preliminary assessment of achievable benefits is a critical step for the financing of lean introduction (Sullivan et al, 2002). Building on this, the managerial implications of this research mostly concern the development of an efficient decision making tool.…”

“…the Work-in-process inventory) with a future state map only, simulation constitutes an appropriate complementary tool (McDonald, van Aken & Rentes, 2002). This solution to evaluate the profitability of an investment, that constitutes a base requirement for the financing of lean introduction (Sullivan, McDonald & van Aken, 2002), is usually cost effective and generally cheaper than a practical on the field test. Many examples of this approach combining VSM and simulations are available in literature (Abdulmalek & Rajgopal, 2007;Bernards, van Engelen, Schrauwen, Cramer & Luitjens, 1990;Gurumurthy & Kodali, 2011;Lian & van Landeghem, 2007;McDonald et al, 2002;Narasimhan, Parthasarathy & Narayan, 2007;Wang, Guinet, Belaidi & Besombes, 2009).…”

Caracterización de la implementación de herramientas de Lean Manufacturing: Estudio de caso en algunas empresas colombianas

“…(Rother y Shook, 2003); (Beau Drew, 2004); (Sullivan, McDonald y Van Aken, 2002)the large fixed costs of production are depreciation-intensive because of huge capital investments made in high-volume operations. These fixed costs are spread over large production batch sizes in an effort to minimize the total unit costs of owning and operating the manufacturing system.…”