Volume and Mix Flexibility Evaluation of Lean Production Systems

Metternich, Joachim; Böllhoff, Jörg; Seifermann, Stefan; Beck, Sebastian

doi:10.1016/j.procir.2013.06.172

Cited by 14 publications

(10 citation statements)

References 16 publications

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“…The present work focuses on two types of flexibility that are commonly deemed the most important (Hallgren & Olhager, 2009;Metternich et al, 2013):…”

Section: Discussionmentioning

confidence: 99%

“…In this study, we simplify the model from Suarez, Cusumano, and Fine (Suarez, Cusumano & Fine, 1996), and focus on Volume Flexibility (hereafter VOLF) and Mix Flexibility (hereafter MIXF), that drive most of the overall MF (Hallgren & Olhager, 2009;Metternich, Böllhoff, Seifermann & Beck, 2013 proper definition of these indicators, the following parameters must be defined: CPL is the Current Production Level that the system is required to produce, namely the number of batches produced each day; MPC is the Maximum Productive Capacity that a given system arrangement can achieve assuming a random productive sequence; QIP is the average Quantity of Identical Products' batches manufactured in series during the process.…”

Section: Predicted Performancesmentioning

confidence: 99%

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Exploring the impact of Lean manufacturing on flexibility in SMEs

Lucherini

Rapaccini

2017

JIEM

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Abstract:Purpose: This paper describes the use of simulation and case-study research to assess flexibility gains induced by the adoption of three Lean Manufacturing practices.Design/methodology/approach: We gather useful material and information about the manufacturing process of a selected Small-Medium Enterprise by adopting a case-research approach. The Value Stream Mapping is the method used for visualizing flows of products and information along the production system. Starting from the current arrangement of the company, computer simulation is used to assess the benefits arising from Cellular Manufacturing, Just-in-Time Delivery by Suppliers, and Single Minute Exchange of Dies. Findings: To investigate the flexibility improvements coming from the introduction of LeanManufacturing, we present a simulation model of the described company on which we performed our analysis. We quantify the flexibility of different configurations according to the new 5-step approach in order to segregate the contribution of different lean techniques. Originality/value:We extend the combined use of Case Research and Computer Simulation to the research on Manufacturing Flexibility within Small-Medium Enterprises. We enhance the knowledge on this under investigated context collecting quantitative field data. Moreover, building on the factorial Design of Experiment, we introduce a new 5-step method to appraise the costbenefit ratio of lean techniques for flexibility. The managerial implication of this research is -919-Journal of Industrial Engineering and Management -https://doi.org/10.3926/jiem.2119 mostly related to the provision of a supporting method for the decision making process propaedeutic to Lean Manufacturing introduction.

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“…The present work focuses on two types of flexibility that are commonly deemed the most important (Hallgren & Olhager, 2009;Metternich et al, 2013):…”

Section: Discussionmentioning

confidence: 99%

Section: Predicted Performancesmentioning

confidence: 99%

Exploring the impact of Lean manufacturing on flexibility in SMEs

Lucherini

Rapaccini

2017

JIEM

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“…In a perfectly lean and flexible production system, the lead time between customer demand and delivery would be zero. To quantitatively evaluate the maturity level of the flexibility principle, see Formula (1) from [48] for a mathematical definition in which the ratio of the deviation and the total demand were weighted by the capacity demand (more details in Section 2.3.1).…”

Section: P3 Flexibilitymentioning

confidence: 99%

Lean Maturity Assessment in ETO Scenario

et al. 2021

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The obligatory path towards a lean manufacturing organization requires assessment and monitoring. However, a lean assessment framework is not yet available for the engineer to order (ETO) scenario. This work explored ten lean ETO maturity principles—identified from the literature—that take insight from three formally defined sets (Toyota Way, lean construction, and lean product development principles). A practical assessment model was proposed based on the evaluation of ten lean ETO objective criteria (four with mathematical formulation) and was validated on a real industrial case. A problem-solving tool, including a new lean tool, called the Problem Focus Matrix (PFM), was also presented; this tool was aimed toward development of an integrated framework that would include the organization mission, management, and continuous improvement.

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“…Ahmad et al, 2012Atmaca and Girenes, 2013Cuatrecasas-Arbos et al, 2011Bakri et al, 2012Behrouzi and Wong., 2011Bortolotti et al, 2015Chavez et al, 2015Deif, 2012Dombrowski et al, 2012Dominici and Palumbo, 2012Eroglu and Hofer, 2011Fullerton et al, 2013Gligor et al, 2015Gnogni et al, 2013Hofer et al, 2012Holtskog, 2013 2013 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 Johnstone Krogstie and Martinsen, 2013Metternich et al, 2013Al-Tahat and Jalham, 2015Nasab et al, 2012Netland et al, 2015Pamfilie et al, 2012Peter and Lanza, 2011Purvis et al, 2014Rahani and al-Ashraf, 2012Ravet, 2011Schwarz et al, 2011Fagerlind Stahl et al, 2015Turner and Lane, 2013Tyagi et al, 2015Wasim et al, 2013 2011 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 ...…”

Section: Lean Managementmentioning

confidence: 99%

From a Quality Management System (QMS) to a Lean Quality Management System (LQMS)

Bacoup

Michel

Habchi

et al. 2018

TQM

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International audiencePurpose – This article deals with the subject of "Lean Normalization". A comprehensive methodology is proposed which combines the benefits of both ISO standards and Lean Management. The application of this methodology leads manufacturing or service companies to certification without creating more documentation. It guarantees agility and flexibility in the day-today management of the company, and induces lower costs and reduced times. This methodology provides a new way of tackling the implementation of ISO Standards in a company. Design/methodology/approach – This methodology is based on the synergistic combination of both ISO Standards (Quality Management System) and the key concepts of Lean Management. After a short presentation of ISO Standards and Lean Management, the possibility of implementing a synergy between these two different approaches will be discussed. At this point ISO 9001 standard will be focused on. The proposed methodology will be introduced step-by-step. Each step of the model will be formalized using the SADT graphic representation tool. Moreover, each step is associated with a key concept of Lean Management. In order to illustrate the proposed method, an example of implementation will also be presented. Findings – To show the feasibility of this methodology, this article finishes with a summary of the results achieved in a company and draws some interesting conclusions. Companies have the possibility of achieving certification in combination with a Lean Quality Management System: a one-page Quality Manual, only ten records, no major non-conformities and no customer complaints over a two-year period. Research limitations/implications – The methodology may have to be adapted to better suit the needs of companies seeking to implement the latest version of the ISO 9001 standard. Practical implications – This paper presents the deployment of ISO 9001 standard whilst simultaneously respecting key Lean Management concepts. The practical results for enterprises are the implementation of a Lean Quality Management System leading to a certification. Originality/value – Due to its simplicity and the relevance of its steps, the proposed methodology can be applied to companies with a guaranteed success of certification

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Volume and Mix Flexibility Evaluation of Lean Production Systems

Cited by 14 publications

References 16 publications

Exploring the impact of Lean manufacturing on flexibility in SMEs

Exploring the impact of Lean manufacturing on flexibility in SMEs

Lean Maturity Assessment in ETO Scenario

From a Quality Management System (QMS) to a Lean Quality Management System (LQMS)

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