Implementing lean standard work to solve a low work-in-process buffer problem in a highly automated manufacturing environment

Lu, Jiunn Chenn; Yang, Taho

doi:10.1080/00207543.2014.937009

Cited by 23 publications

(16 citation statements)

References 50 publications

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“…Standard Work is a tool to define activities operators must perform in their workstation. This tool enables processes to be completed in a consistent, timely and repeatable manner to eliminate variability and simultaneously improve throughput between workstations (Lu and Yang, 2015).…”

Section: Lean Manufacturingmentioning

confidence: 99%

“…There is no way to improve a process without previously standardizing it (Liker, 2007). Regardless of process type and automation level, Standard Work is effective for solving equipment’s performance problems (Lu and Yang, 2015). Improvement cycles, which involve standardization, stabilization and process improvement, should be systematically replicated, ensuring the operation is performed properly by all workers and becoming basis for increased productivity, quality and safety (Liker, 2004).…”

Section: Lean Manufacturingmentioning

confidence: 99%

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Inducing Brazilian manufacturing SMEs productivity with Lean tools

Dresch

Veit

Lima

et al. 2019

IJPPM

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Purpose The purpose of this paper is to present a method for assisting micro and small companies of the industrial sector with the adoption of Lean practices. Design/methodology/approach The paper outlines the method construction steps, which used a design science research approach. Findings This research led to the structuring of a method for implementing Lean Manufacturing tools in micro and small companies of the industrial sector. The developed method contributed to the knowledge in Lean Manufacturing by systematizing its tools in a heuristic approach that can be applied to an operation using overall equipment effectiveness (OEE) as a guiding indicator. Practical implications This method can be used to guide the implementation of Lean tools in SMEs industries. Originality/value The originality of this paper lies in the adoption of an operation-focused approach only (rather than an approach that begins with the mapping of an entire process) and the use of OEE as the basis for prioritization of improvements to be performed and operational control.

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Section: Lean Manufacturingmentioning

confidence: 99%

Section: Lean Manufacturingmentioning

confidence: 99%

Inducing Brazilian manufacturing SMEs productivity with Lean tools

Dresch

Veit

Lima

et al. 2019

IJPPM

View full text Add to dashboard Cite

show abstract

“…Bicheno and Holweg (2009) also suggest that the whole activity of conducting current and future state maps is time-consuming and regarded as wasteful activity, unless it leads to a concrete action plan. Similarly, Huthwaite (2007) argues that Toyota does rarely apply VSM, but prefers to employ the 'Standardised Work' (SW) tool (Lu and Yang, 2015). SW is considered by Huthwaite (2007) to provide a more detailed analysis of processes than VSM and a more appropriate tool for standardising wasteful activities, instead of the requirement of initially depicting them in the current state map.…”

Section: Initial Steps Towards Vsm Adoptionmentioning

confidence: 99%

Towards a conceptual framework for value stream mapping (VSM) implementation: an investigation of managerial factors

Andreadis

Garza‐Reyes

Kumar

2017

International Journal of Production Research

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Despite the relatively extensive literature on VSM, limited reflection has been reported regarding how managerial proceedings actually put VSM into practice. This research therefore investigates these issues as part of the overall lean philosophy and in correlation with some of its main tools. Five hypotheses and three complementary research questions were formulated and tested using a combination of descriptive statistics and Pearson correlation, 2-Sample proportion, One-way ANOVA, 1-Sample t-tests and Tukey-Pairwise comparison tests. Data were collected through a survey questionnaire responded by 168 manufacturing organisations worldwide. The results establish, among other 'soft' aspects; (1) whether organisations that have adopted lean have also employed VSM as an essential tool to identify waste, (2) the position that VSM normally takes in the timeframe hierarchy of lean implementation, (3) the complexity of VSM implementation in terms of easiness and time taken for training when compared to other lean tools such as TPM, JIT and Jidoka, and the (4) critical success factors and barriers for the VSM implementation. A conceptual framework to support the implementation and management of VSM is developed through the unification of the results obtained. This study supports the very limited empirical research on the implementation and management of VSM.

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“…Discrete event simulation (DES) provides an opportunity to capture the uncertainty of production operations [52,53]. Lean management (LM) provides some valuable index analyses, including production time analysis [54], bottleneck workstation analysis [55], resource utilization analysis [56], and cost-benefit analysis [57]. Hence, CS, DES, and LM are combined with the existing production planning to form a DES-based lean planning and optimization method, as shown in Figure 3.…”

Section: Framework For Des-based Lean Planning and Optimization Methodmentioning

confidence: 99%

Research on Lean Planning and Optimization for Precast Component Production Based on Discrete Event Simulation

Yuan

Qiao

Guo

et al. 2020

Advances in Civil Engineering

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Component factories are experiencing the problems associated with lean production, especially the accuracy of production time prediction and the unnecessary waste in terms of time and resource utilization. In order to solve these problems, a discrete event simulation- (DES-) based lean planning and optimization method for precast component production is proposed by integrating the complexity assessment (CS), discrete event simulation (DES), and lean management (LM). The method includes three submodels: improved production planning, DES, and lean analysis and optimization. In the submodel of improved production planning, a complexity evaluation index system for precast components is established through investigating five component factories, consulting seven domain experts and analysing relevant literature. In the submodel of DES, the DES technique is adopted to simulate and analyse the production activities of precast components. The submodel of lean analysis and optimization provides multidimensional analysis, comparative analysis, and suggestions. Finally, a detailed production case is selected to simulate and test the proposed method. The important findings are as follows: (1) this method can minimize the difference between the processing time of each workstation to avoid bottleneck stations as much as possible; (2) this method can capture the uncertainty during precast component production, and the most likely production time calculated by the method is 12.05 hours instead of the 11.50 hours originally estimated by the component factory; (3) this method can identify some unnecessary waste in the production process of precast components, including less than 50% utilization of workstations and unnecessary equipment purchases; (4) this method also provides some suggestions regarding production optimization. Due to the particularity of precast component production, it further expands the boundary of lean production methodology from the perspective of the construction industry rather than the manufacturing industry. The proposed method assists component factories in planning and optimizing the precast component production when they make detailed production plans.

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Implementing lean standard work to solve a low work-in-process buffer problem in a highly automated manufacturing environment

Cited by 23 publications

References 50 publications

Inducing Brazilian manufacturing SMEs productivity with Lean tools

Inducing Brazilian manufacturing SMEs productivity with Lean tools

Towards a conceptual framework for value stream mapping (VSM) implementation: an investigation of managerial factors

Research on Lean Planning and Optimization for Precast Component Production Based on Discrete Event Simulation

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