Spatial design for continuous improvement: The case study of three manufacturing companies

Schaeffer, Jennie Andersson; Cadavid, J.; Bäckström, Tomas

doi:10.1080/09511921003699824

Cited by 7 publications

(4 citation statements)

References 8 publications

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“…Research has shown that the “5 whys” method was employed to reveal the root causes of various manufacturing hurdles (Chen et al , 2010). Many production/operation managers have implemented or will be implementing lean principles because of the waste elimination benefits reported by other companies where efforts are mainly aimed at the optimization of total SC costs (Choudhury et al , 2004; Lummus et al , 2006; Anand and Kodali, 2009; Schaeffer et al , 2010). VSM framework in manufacturing cell environment has potential to identify types of focused process stages where lean controls are sought (Huang and Liu, 2005; Saurin et al , 2010).…”

Section: Discussionmentioning

confidence: 99%

Improvement of manufacturing operations at a pharmaceutical company

Chowdary

George²

2011

Jnl of Manu Tech Mnagmnt

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PurposeThe current good manufacturing practices (cGMP) are followed in the pharmaceutical sector to ensure that products are consistently produced and controlled to the appropriate quality standards as required by the marketing agencies. The purpose of this paper is to share improvement experiences due to implementation of lean principles combined with cGMP in a pharmaceutical company.Design/methodology/approachTo conduct the study, an intensive review of literature has been conducted. For analysis of the problems existing in the selected production line, the 5‐whys methodology was followed. The current state value stream map (VSM) has been developed after making several company visits and necessary computations. For improvement of the system, various lean strategies have been proposed and the future state VSM developed.FindingsThe methodology assisted this company in reducing lead times, cycle times and WIP inventory in the manufacturing process. Furthermore, the storage area was reduced by 38 per cent and production staff was reduced by 50 per cent.Practical implicationsThe prime purpose of a lean strategy is to eliminate wastes and to search for continuous improvement in processes. The proposed lean strategies indicated scope for improvement in production efficiency and effectiveness of manufacturing operations.Originality/valueThe guiding principle of cGMP is that quality is built into a product, and not just tested into a finished product. This paper makes several contributions to the pharmaceutical manufacturing company. The proposed lean strategies are considered to be highly valuable for implementation in similar manufacturing industries.

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Section: Discussionmentioning

confidence: 99%

Improvement of manufacturing operations at a pharmaceutical company

Chowdary

George²

2011

Jnl of Manu Tech Mnagmnt

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“…Throughout the two last decades, many authors have mentioned the benefits of using some of the above-mentioned elements for use in specific areas of a company (Greif 1991;Kobayashi 1998;Liff and Posey 2004;Schaeffer, Cadavid, and Backström 2010). VM was initially associated with the 5S system as a way of highlighting the standards (Aik 2005;Gapp, Fisher, and Kobayashi 2008;Kobayashi, Fisher, and Gapp 2008).…”

Section: Benefits Of Implementing Vmmentioning

confidence: 99%

“…Katayama (2010b, 2013) designed a kaizen case-base for visual technology based on data collected on manufacturing and assembly shop floors. Schaeffer, Cadavid, and Backström (2010) explored spatial design in continuous improvement areas (corners) and how spatial design may hinder or support communication regarding improvement through data that were collected in one large and two medium-sized companies. Finally, some authors show the benefits of using certain specific VM tools associated with lean philosophy such as the implementation of 5S systems, Kanban or the use of value stream mapping (VSM) (Grewal 2008;Kobayashi, Fisher, and Gapp 2008;Liu and Chiang 2009;Melton 2005).…”

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

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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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“…Detty et al [44]; Mcdonald et al [45]; Seth et al [46]; Singh et al [47]; Bragila et al [48] Eswarmoorthi et al [49]; Schaeffer et al [50]; Author Contributions: All authors contributed equally. All authors have read and agreed to the published version of the manuscript.…”

Section: Strategy Authormentioning

confidence: 99%

Recent Progression Developments on Process Optimization Approach for Inherent Issues in Production Shop Floor Management for Industry 4.0

et al. 2022

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In the present industry revolution, operations management teams emphasize implementing an efficient process optimization approach with a suitable strategy for achieving operational excellence on the shop floor. Process optimization is used to enhance productivity by eliminating idle activities and non-value-added activities within limited constraints. Various process optimization approaches are used in operations management on the shop floor, including lean manufacturing, smart manufacturing, kaizen, six sigma, total quality management, and computational intelligence. The present study investigates strategies used to implement the process optimization approach provided in the previous research to eliminate problems encountered in shop floor management. Furthermore, the authors suggest an idea to industry individuals, which is to understand the operational conditions faced in shop floor management. The novelty of the present study lies in the fact that a methodology for implementing a process optimization approach with an efficient strategy has been reported for the first time that eliminates problems faced in shop floor management, including industry 4.0. The authors of the present research strongly believe that this research will help researchers and operations management teams select an appropriate strategy and process optimization approach to improve operational performance on the shop floor within limited constraints.

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Spatial design for continuous improvement: The case study of three manufacturing companies

Cited by 7 publications

References 8 publications

Improvement of manufacturing operations at a pharmaceutical company

Improvement of manufacturing operations at a pharmaceutical company

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

Recent Progression Developments on Process Optimization Approach for Inherent Issues in Production Shop Floor Management for Industry 4.0

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