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IoT Motivated Cyber-Physical and Industrial Internet Systems
Published in Pankaj Bhambri, Sita Rani, Gaurav Gupta, Alex Khang, Cloud and Fog Computing Platforms for Internet of Things, 2022
There are seven types of waste identified in the lean production system: transportation, waiting, motion, inventory, over-processing, defects, and over-production (Dennis, 2017). Transportation waste deals with the excessive movement of people for materials or information. The waiting period is the time of inactivity of people for material or information. The waste concerned with motion revolves around the non-value-added movement of people within the factory premises during the operation. Over-processing and over-production are two of the most dangerous wastes which hinder the goal of optimized production. There is a need to continuously monitor the defects produced during production tenure in terms of products and paper works and need to be minimized. The identification of these wastes has helped to reduce these wastes to improve upon the production process.
Energy Value Stream Mapping
Published in T. S. Srivatsan, T. S. Sudarshan, K. Manigandan, Manufacturing Techniques for Materials, 2018
Lean manufacturing is a method for the elimination of waste within a manufacturing process. It basically focused on attaining the right things in the right place at the right time and in the right quantity. Leading manufacturing companies throughout the world are applying Lean manufacturing techniques to save on costs and to minimize waste. The concept of Lean manufacturing originated from the Toyota Production System (TPS). Taiichi Ohno, one of TPS’s architects, described its essence as “All we are doing is looking at the time line from the moment the customer gives us an order to the moment we collect the cash. And we are reducing that time line by removing non value-added wastes.” Hence, the concept basically focuses on keeping the time interval between taking the order and collecting cash as short as possible by focusing only on the value-added times by eliminating the non–value-adding ones. Seven types of wastes were identified by Ohno:
A Framework for Performance Evaluation of Pull Systems
Published in Khojasteh Yacob, Production Management, 2017
S. Vinodh, R. Ben Ruben, P. Asokan
Lean manufacturing is a management philosophy that originated from the Toyota Production System (TPS) for improving overall customer value (Womack et al. 1990). Lean manufacturing is a systematic approach that aims for consistent elimination of waste (“Muda”) within a manufacturing system (Liker 1997). Lean also considers the waste that is being created through overburden (“Muri”) and through unevenness (“Mura”) in workloads. Lean manufacturing focuses on elimination of seven basic types of wastes that prevail in a manufacturing environment (Shah and Ward 2003). The seven Lean wastes include (Abdulmalek and Rajgopal 2007). They are 1.Transportation2.Motion3.Inventory4.Waiting5.Over processing6.Over production7.Defects
Combining lean and agile manufacturing competitive advantages through Industry 4.0 technologies: an integrative approach
Published in Production Planning & Control, 2023
Bingjie Ding, Xavier Ferràs Hernández, Núria Agell Jané
Many tools are utilized in assessing and improving lean manufacturing activities, among which the most common ones are Value Stream Mapping (VSM), Hoshin Kanri and planning, Lean Office, Lean Metrics, Push and Pull systems, Kaizen events, Visual control and management, 5S, Jidoka – automation, Kanban and Total productive maintenance (Chiarini 2011). A large number of studies have shown a positive effect of these lean practices on operational, financial, and environmental performance (Negrão, Filho, and Marodin 2017; Vinodh, Kumar, and Vimal 2014; Alcaraz et al. 2014). Lean manufacturing focuses on eliminating waste to improve processes, speed up the production time, and deliver the quantity demanded by the customer. Lean manufacturing relies on the optimization of processes and inventory to reduce manufacturing time, which leads to better utilization of resources and time and eventually results in quality production at the lowest cost for manufacturing organizations (Potdar, Routroy, and Behera 2017).
A model integrating lean and green practices for viable, sustainable, and digital supply chain performance
Published in International Journal of Production Research, 2022
Kamar Zekhnini, Anass Cherrafi, Imane Bouhaddou, Abla Chaouni Benabdellah, Surajit Bag
Lean manufacturing recognises eight types of waste: overproduction, defects, unnecessary inventory, inappropriate processing, excessive transportation, waiting, unnecessary motion, and environmental waste (Fercoq, Lamouri, and Carbone 2016; Pepper and Spedding 2010). Angelis and Fernandes (2012) define lean manufacturing as an integrated socio-technical approach used to eliminate waste by simultaneously reducing and minimising supplier, customer, and internal variance. In this context, Garza-Reyes (2015) defines lean manufacturing as a popular approach that identifies and eliminates waste and optimises resource utilisation through continuous improvement. However, lean is not only a toolkit, but also a managerial approach to process improvement driven by a complex series of interconnected socio-technical practices (Bortolotti, Boscari, and Danese 2015). With the rise in environmental and social awareness, the definition of lean has been extended to include the economic, social, and environmental sustainability concepts (Cherrafi et al. 2016).
The moderating role of temporary work on the performance of lean manufacturing systems
Published in International Journal of Production Research, 2020
Cristina Sancha, Frank Wiengarten, Annachiara Longoni, Mark Pagell
Our results also provide some important contributions for managers in manufacturing firms and policy makers. First, we provide further evidence that implementing lean manufacturing provides operational benefits in terms of quality, mix and volume flexibility, delivery and cost. In addition, we show that managers can achieve higher benefits in the short term by employing temporary workers in terms of mix and volume flexibility performance. However, while the enhanced impact on mix and volume flexibility performance provided by temporary workers in the use of lean practices may be an incentive for firms to adopt this form of work, they should consider both the long-term performance and social implications of precarious work. In other words, uncertain working conditions may negatively affect both society and the workers’ commitment to continuously improve and contribute to a company’s goals, thus hurting the company’s long-term outcomes.