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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:
Web Based Energy Information and Control Systems for Energy and Facility Management
Published in Barney L. Capehart, Timothy Middelkoop, Paul J. Allen, David C. Green, Handbook of Web Based Energy Information and Control Systems, 2020
Lean manufacturing is defined as the systematic elimination of waste from all aspects of an organization’s operations. Waste is viewed as any use or loss of resources that does not lead directly to creating the product or service a customer wants when they want it. This definition clearly includes energy. Lean manufacturing—also known as lean, agile manufacturing, or just-in-time production— was originally developed by the Toyota Motor Company in Japan based on concepts pioneered by Henry Ford.
Profit, productivity, and efficiency within company success
Published in Ana Ferreras, Lesia Crumpton-Young, Company Success in Manufacturing Organizations, 2017
Ana Ferreras, Lesia Crumpton-Young
Lean Manufacturing is a technique that mainly focuses on eliminating waste in the production sector. It offers many tools, such as JIT, Kanban, Zero Defects, and 5S, among many others. While Lean Manufacturing has a lot of tools, it cannot compare with the extensive list of tools that Six Sigma offers. In fact, many experts combine both, which is known as Lean Sigma.
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.
Applying value stream mapping in an unbalanced production line: A case study of a Chinese food processing enterprise
Published in Quality Engineering, 2020
Qingqi Liu, Hualong Yang, Yuchen Xin
Success in lean manufacturing is largely associated with the automotive industry and other discrete manufacturing industries in which lean philosophy was generated. However, the findings of many researchers have supported the universal applicability of lean principles. Proponents of lean thinking claim that lean principles can be applied in a wide range of industries operating under diverse environments (Ohno 1988; Billesbach 1994; Garrett and Lee 2010). The fundamental objective of lean manufacturing is to deliver value to customers and eliminate waste; philosophically, these general principles are applicable to other industries, including the processing sector (Zokaei and Simons 2006; Upadhye, Deshmukh and Garg 2010). In a survey of food, chemical, and textile industries, Koumanakos (2008) found that firms with higher inventory levels had lower return rates and that firms with lean inventory management systems had superior financial performance. Billesbach (1994) applied lean principles, including a pull system and a Kanban-like approach, to DuPont (a textile manufacturer) and reported a 96% reduction in work-in-process, a $2 million reduction in working capital and a $2 million reduction in operating costs. Abdulmalek and Rajgopal (2007) reported that the implementation of lean practices in a steel plant could reduce work-in-process inventory by 90% and production lead time by 70%. Similarly, Dhandapani, Potter, and Naim (2004) observed a reduction in production costs of 8% and a reduction in lead time of 50% in a steel manufacturing unit after the adoption of lean manufacturing practices.
Implementation of value stream mapping to reduce waste in a textile products industry
Published in Cogent Engineering, 2020
Bambang Suhardi, Maudiena Hermas Putri K.S, Wakhid Ahmad Jauhari
Lean manufacturing is a systematic approach to eliminate waste and transform processes (Alaca & Ceylan, 2011; Hazmi et al., 2012). This is done by identifying and reducing waste with continuous improvement (Alaca & Ceylan, 2011). There are 3 types of activity grouping from a value-added viewpoint, namely Value Added (VA) or value-added activities in the production process, for example, operating activities in the production process. Then Necessary Non Value Added (NNVA) or non-value-added activities are still needed in the production process, for example, inspection activities and material removal. Furthermore, Non Value Added (NVA) or activities that are not needed in the production process, for example, activities such as waiting, searching, and arranging (Hines & Taylor, 2000). Lean can be applied to the manufacturing industry and the service industry.