Planning the Regeneration Processes of Complex Capital Goods

Kellenbrink, Carolin; Herde, Felix; Eickemeyer, Steffen C.; Kuprat, Thorben; Nyhuis, Peter

doi:10.1016/j.procir.2014.08.001

Cited by 10 publications

(2 citation statements)

References 6 publications

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“…Examples of products that belong to the group of complex capital goods are aircraft engines, stationary gas turbines, locomotive engines and wind turbines [5]. As these goods are damaged during their operation and as there are usually of high value the goods owners strive to regenerate these complex capital goods [6]. For most complex capital goods regular safety checks and maintenance processes are prescribed by law or internal standards.…”

Section: The Regeneration Process For Complex Capital Goodsmentioning

confidence: 99%

Designing Capacity Synchronization within the Regeneration of Complex Capital Goods

Kuprat¹,

Nyhuis²

2016

ujm

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Regeneration service providers who are conducting maintenance, repair and overhaul (MRO) tasks in the field of complex capital goods face strong market-based requests like short delivery times and a high schedule reliability. Further they have to deal with uncertain workload information and high load fluctuations caused by different damages. In order to cope with these demanding challenges a holistic planning and control performance that includes all different regeneration processes is necessary. A main lever for planning and controlling internal supply chains is represented by the tasks of capacity synchronization. There are several so called design options available for synchronizing capacities. These design option influence the logistic performance and will help the service provider to reach their goals in terms of customer satisfaction.

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Section: The Regeneration Process For Complex Capital Goodsmentioning

confidence: 99%

Designing Capacity Synchronization within the Regeneration of Complex Capital Goods

Kuprat¹,

Nyhuis²

2016

ujm

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“…Operation challenges -process challenges relating to unpredictable and long processing and waiting times, an unknown number of required operations in the process and process sequence, and a high level of inventory originating from the complex remanufacturing process (see Jin et al, 2013;Seliger et al, 2006;Kin et al, 2014;Zhou and Yu, 2014;Morgan and Gagnon, 2013;Priyono et al, 2015;Kang and Hong, 2012;Kellenbrink et al, 2014).…”

Section: Remanufacturing Process Challenges That Prolongmentioning

confidence: 99%

Lean Remanufacturing : Reducing Process Lead Time

Kurilova-Pališaitienė¹

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Remanufacturing is a product recovery option in which used products are brought back into useful life. While the remanufacturing industry stretches from heavy machinery to automotive parts, furniture, and IT sectors, it faces challenges. A majority of these challenges originate from the remanufacturing characteristics of having little control over the core (the used product or its part), high product variation, low production volumes, and a high proportion of manual work, when compared to manufacturing. Some remanufacturing challenges appear to be process challenges that prolong process lead time, making remanufacturing process inefficient.Lean is an improvement strategy with roots in the manufacturing industry. Lean helps to increase customer satisfaction, reduce costs, and improve company's performance in delivery, quality, inventory, morale, safety, and other areas. Lean encompasses principles, tools and practices to deal with e.g. inefficient processes and long process lead times. Therefore, in this thesis lean has been selected as an improvement strategy to deal with long remanufacturing process lead time.The objective of this thesis is to expand knowledge on how lean can reduce remanufacturing process lead time. This objective is approached through literature studies and a case study conducted at four remanufacturing companies. There are five challenges that contribute to long process lead time: unpredictable core quality, quantity, and timing; weak collaboration, information exchange, and miscommunication; high inventory levels; unknown number of required operations in process and process sequence; and insufficient employee skills for process and product upgrade. When analysing the case companies' process lead times, it was found that there is a need to reduce waiting times, which account for 95 to 99 per cent of process lead times at three of the four companies.To improve remanufacturing process efficiency and reduce remanufacturing process lead time six lean practices are suggested: product families; kanban; layout for continuous flow; cross functional teams; standard operating procedures; and supplier partnerships. The suggested lean practices have a key focus on reducing waiting time since it prolongs the process lead time.This thesis contributes to lean remanufacturing research with the case study findings on lean practices to reduce remanufacturing process lead time and increase process efficiency.vi vii SAMMANFATTNING Återtillverkning är ett sätt att ta hand om använda produkter så att de kommer till ny användning. Återtillverkningsindustrin sträcker sig idag över många branscher, allt ifrån stora maskiner, bildelar, möbler till elektronik. Återtillverkning har många olika utmaningar där en majoritet av dessa kommer från att återtillverkningsindustrin har låg kontroll över stommar (använda produkter som är tänkta att återtillverkas), stor produktvariation, låga produktionsvolymer, och en hög andel manuellt arbete, i jämförelse med vanlig tillverkning. En del av dessa utmaningar är processut...

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