The Design of Lean Manufacturing Systems Using Time‐based Analysis

Abstract

Discusses time‐based restructuring and benchmarking frameworks which have been developed by the author. These are capable of measuring the value‐adding capability of batch manufacturing organizations and guiding continuous improvements. The need for such frameworks for value‐adding analysis has already been identified. This development pursues a primary goal strategy, namely that organizations exist to add value by converting inputs to outputs, but excessive amounts of stock, complexity and constraints make the system entropic and these negatives must be minimized. Without value‐adding measurement the firm fails to be competitive in many cases because investment, poor resource utilization and inadequate organization are not directed at core objectives which add value and meet customer needs.

Application of value stream mapping for lean operations and cycle time reduction: an Indian case study

“…Lean manufacturing uses tools like one-piece flow, visual control, Kaizen, cellular manufacturing, inventory management, Poka yoke, standardized work, workplace organisation and scrap reduction to reduce manufacturing waste (Russell and Taylor 1999). Over the years, many lean manufacturing tools to support value stream have been developed and many more are being proposed every day (Schonberger 1982, Dillon 1985, Womack et al 1990, Sako 1992, Lamming 1993, Barker 1994, Liker et al 1995, Cusumano and Nobeoka 1998, Liker 1998, Childerhouse et al 2000, Feld 2000, Taylor and Brunt 2001. VSM tools were popularized by Rother and Shook (1999).…”

Production Schedule and Demand Management under Uniform Guaranteed Lead Time

“…Reductions in lot sizes can ameliorate the queuing problems largely [9]. Order release rules determine when to release new work into the production line.…”

“…Suitable release mechanism can reduce work-in-process (WIP) effectively therefore decrease lead time. Three order release mechanisms: (1) push, typically as MRP, (9) pull, commonly as JIT and, (®) long-pull, such as "drum-buffer-rope" (DBR) is prevalent in practice. In our study, order release mechanism is supposed to be Long-pull because previous research shows that among push, pull and long-pull systems, long-pull system yield superior performance even in an environment with high degree of uncertainty['0].…”

“…Optimal number of operators is supposed to satisfy two conditions: (Y) the number of bottleneck's operators is equal to the maximum number of operators that can be acquired. (9) The number of other operators is set to be the minimum number of operators on the condition that no bottleneck transfer will be occurred. This result can be interpreted as follows: in general, marginal capacity cost in the bottleneck is far lower than the income that can be brought.…”

Simulation guided value stream mapping and lean improvement: A case study of a tubular machining facility

“…The implementation of these approaches involves more than just applying individual concepts like Kanban, layout planning, visual control, and takt time calculations (Barker, 1994). Typically, such organizations sporadically carry out these activities without linking their efforts to a systematic framework.…”