Uncommon sense: Lean manufacturing speeds cycle time to improve low-volume production at Hughes

1995 ◽  
Vol 14 (2) ◽  
pp. 79-87 ◽  
Author(s):  
Don Roby
Keyword(s):  
Cycle Time ◽  
Lean Manufacturing ◽  
Volume Production ◽  
Low Volume

Neue Fertigungssteuerung in der Ingenieurkeramik*/New approach to manufacturing control in engineering ceramics

2015 ◽  
Vol 105 (03) ◽  
pp. 109-114
Author(s):  
U. Bracht ◽  
F. Arzberger ◽  
F. Schulenburg
Keyword(s):  
Lean Manufacturing ◽  
Lean Production ◽  
Control Unit ◽  
Manufacturing Processes ◽  
Small Companies ◽  
Complex Environment ◽  
New Approach ◽  
Manufacturing Control ◽  
Volume Production ◽  
Low Volume

Auch kleinere Unternehmen mit komplexen Herstellungsprozessen müssen heute in der Kleinserie die Effizienz und Geschwindigkeit in der Produktion erhöhen. Zentraler Bestandteil ist dabei eine schlanke Fertigungssteuerung in einem ganzheitlichen Produktionssystem. Der Fachbeitrag zeigt, wie auch bei hoher Komplexität wesentliche Ansätze der „Lean Production“ genutzt werden, um die Produktion von Ingenieurkeramiken durch die intelligente Vernetzung bereichsspezifischer Methoden zu optimieren.   Today, even small companies with complex manufacturing processes in low-volume production have to improve efficiency and speed in manufacturing. A core aspect is lean manufacturing control within an overall production system. This article shows how the main approaches of Lean Production can be applied even to a highly complex environment. The intelligent integration of specific methods for each control unit helps to enhance the production of ceramics.

scholarly journals Closed Loop Cycle Time Feedback to Optimize High-Mix / Low-Volume Production Planning

Procedia CIRP ◽  
2019 ◽  
Vol 81 ◽  
pp. 689-694
Author(s):  
M. Messner ◽  
F. Pauker ◽  
G. Mauthner ◽  
T. Frühwirth ◽  
J. Mangler
Keyword(s):  
Production Planning ◽  
Cycle Time ◽  
Closed Loop ◽  
Volume Production ◽  
Low Volume

Performance of a Shape Deposition Manufacturing Cell

1999 ◽  
Author(s):  
J. Miguel Pinilla ◽  
Fritz B. Prinz
Keyword(s):  
Rapid Prototyping ◽  
Cycle Time ◽  
Production Quality ◽  
Queuing Network ◽  
Scheduling Policies ◽  
Manufacturing Cell ◽  
Time Performance ◽  
Volume Production ◽  
Low Volume ◽  
Shape Deposition Manufacturing

Abstract As Rapid prototyping processes start delivering production quality parts, the demand for low volume manufacturing is increasing. This paper explores the performance of an SDM cell for volume production of one-of-a-kind parts. The SDM process is modeled from an operations perspective and a queuing network that implements the process simulated. On this simulated cell, a number of scheduling policies are evaluated and their results analyzed for cycle time performance and variability.

Analysis and Reduction of the Waste in the Work Process Using Time Study Analysis: A Case Study

2014 ◽  
Vol 660 ◽  
pp. 971-975 ◽  
Author(s):  
Mohd Norzaim bin Che Ani ◽  
Siti Aisyah Binti Abdul Hamid
Keyword(s):  
Cycle Time ◽  
Lean Manufacturing ◽  
Value Added ◽  
Time Study ◽  
Study Approach ◽  
Root Cause ◽  
Wide Range ◽  
Unit Of Work ◽  
Time Required ◽  
The Impact

Time study is the process of observation which concerned with the determination of the amount of time required to perform a unit of work involves of internal, external and machine time elements. Originally, time study was first starting to be used in Europe since 1760s in manufacturing fields. It is the flexible technique in lean manufacturing and suitable for a wide range of situations. Time study approach that enable of reducing or minimizing ‘non-value added activities’ in the process cycle time which contribute to bottleneck time. The impact on improving process cycle time for organization that it was increasing the productivity and reduce cost. This project paper focusing on time study at selected processes with bottleneck time and identify the possible root cause which was contribute to high time required to perform a unit of work.

scholarly journals ANALISIS PEMBOROSAN PRODUKSI PADA ALIRAN PRODUK JALA IKAN KKP MENGGUNAKAN PRINSIP LEAN MANUFACTURING DENGAN METODE VALUE STREAM MAPPING (VSM) DI PT. INDONEPTUNE NET MANUFACTURING

2019 ◽  
Vol 7 (2) ◽  
pp. 79-89
Author(s):  
Henny Henny ◽  
Muhammad Kahfi Hadi Syuhada
Keyword(s):  
Cycle Time ◽  
Delay Time ◽  
Lean Manufacturing ◽  
Value Stream Mapping ◽  
Time Level ◽  
Value Stream ◽  
Current State

  Penelitian ini ditujukan untuk menganalisis pemborosan produksi produk Jala Ikan KKP menggunakan lean manufacturing di PT. Indoneptune Net Manufacturing dengan memetakan aliran produksi dan menganalisisnya menggunakan value stream mapping (VSM). Analisis terhadap pemborosan dengan metode VSM dilakukan karena VSM dapat memetakan aliran informasi dan material dari awal sampai akhir dari value stream pembuatan suatu produk. Sehingga dapat dilihat proses mana saja yang merupakan pemborosan. Adapun VSM yang dibuat adalah current-state VSM karena dapat merepresentasikan kondisi saat ini dari aliran produksi yang ada. Hasil yang didapatkan setelah dibuat current-state VSM adalah aliran produksi produk jala Ikan KKP melewati proses spinning, ring roupe, netting dan finishing yang memiliki sub-sub proses yang berbeda. Dari setiap sub-proses tersebut dipetakan nama proses, jumlah waktu cycle time dan changeover time, level inventory, waktu kerja tersedia dan jumlah operator. Penganalisisan pemborosan dilakukan pada setiap sub-proses untuk dapat mengetahui nilai tambah proses tersebut terhadap produk utama yang sedang dikerjakan pada setiap tahapan proses yang berlangsung. Kesimpulan yang didapat yaitu pemborosan yang terjadi di departemen spinning salah satunya adalah delay time karena persiapan sebelum proses peleburan, waktu tunggu karena persiapan proses twist di departemen ring roupe, transportasi berlebih sebelum proses tatekan dan pengerjaan ulang di hoshu 2 di departemen finishing.

scholarly journals MEMINIMASI PEMBOROSAN DENGAN LEAN MANUFACTURING PADA PROSES PRODUKSI DI PT. IE

2021 ◽  
pp. 1451
Author(s):  
Ahmad Ahmad ◽  
Helena JK ◽  
Andrean Yonathan
Keyword(s):  
Waiting Time ◽  
Cycle Time ◽  
Lean Manufacturing ◽  
Lead Time ◽  
Fault Tree Analysis ◽  
Value Stream Mapping ◽  
Tree Analysis ◽  
Value Stream ◽  
Current State ◽  
Future State

PT. IE is engaged in the business of making Lighting and Lampposts. Based on observations and interviews, there are still some wastes that arise in the flow of the production process, among which there are still many wastes of waiting time, transportation, movement and inventory. These wastes cause the product completion time to be longer and the resulting quality decreases. To eliminate or reduce waste, it is necessary to apply Lean Manufacturing. Lean Manufacturing is a systematic approach to eliminating waste and changing processes by identifying and reducing waste with continuous improvement and striving to create a production flow along the value stream by eliminating all forms of waste and increasing the added value of products to customers. From the Pareto diagram, it is found that transportation waste has the highest percentage of 26.21%, waiting time is 21.38%, motion waste is 19.31% and waste inventories are 15.17%. while the results of the Value Stream Mapping Current State Map mapping obtained a production lead time of 7,680 seconds and a total cycle time of 6,660 seconds and a PCE Current State Map value of 53.09%. Identify the root causes of waste using Fishbone diagrams, 5 Why Analysis, 5W+1H, Fault Tree Analysis and FMEA. After corrective actions have been taken, based on the Value Stream Mapping Future mapping there is a decrease in production lead time to 5,220 seconds and a decrease in total cycle time to 4,860 seconds and an increase in PCE Future State Map to 68.10% so that there is an increase of 15.01% which shows The company's production process has become more Lean.PT. IE bergerak dalam bisnis pembuatan Lighting dan Tiang Lampu. Berdasarkan observasi dan wawancara, masih terdapat beberapa pemborosan (waste) yang timbul di aliran proses produksi di antaranya masih banyak terjadi pemborosan-pemborosan waktu tunggu, transportasi, gerakan dan inventori. Pemborosan-pemborosan tersebut menyebabkan waktu penyelesaian produk menjadi lebih lama dan kualitas yang dihasilkan menurun. Untuk menghilangkan atau mengurangi pemborosan diperlukan adanya penerapan Lean Manufacturing.Lean Manufacturing merupakan pendekatan sistematik untuk mengeliminasi pemborosan dan mengubah proses dengan cara mengidentifikasi dan mengurangi pemborosan dengan perbaikan kontinu dan berupaya untuk menciptakan aliran produksi sepanjang value stream dengan menghilangkan segala bentuk pemborosan serta meningkatkan nilai tambah produk kepada pelanggan. Dari diagram Pareto ditemukan waste transportasi memiliki persentase paling tinggi sebesar 26,21%, waktu tunggu  21,38%, waste motion 19,31% dan waste inventories 15,17%. sedangkan hasil pemetaan Value Stream Mapping Current State Map diperoleh production lead time selama 7.680 detik dan total cycle time selama 6.660 detik serta nilai PCE Current State Map sebesar 53,09%. Identifikasi akar permasalahan pemborosan menggunakan diagram Fishbone, 5 Why Analysis, 5W+1H, Fault Tree Analysis dan FMEA. Setelah dilakukan tindakan–tindakan perbaikan, berdasarkan pemetaan Value Stream Mapping Future ada penurunan production lead time menjadi 5.220 detik dan penurunan total cycle time menjadi 4.860 detik serta ada peningkatan PCE Future State Map menjadi 68,10% sehingga ada peningkatan 15,01% yang menunjukan proses produksi perusahaan telah menjadi lebih Lean.

Assumptions and Algorithms for Scheduling Low-Volume Production

2015 ◽  
Vol 791 ◽  
pp. 10-17
Author(s):  
Jacek Czajka ◽  
Mariusz Cholewa
Keyword(s):  
Production Scheduling ◽  
Volume Production ◽  
Low Volume

This paper presents the concept of computer system’s module supporting production scheduling. Presented are algorithms, which realise the function and their operation is described. Based on those discussions was developed a prototype IT solution, which realises presented in this paper functions.

Challenges and opportunities to integrate the oldest and newest manufacturing processes: metal casting and additive manufacturing

2020 ◽  
Vol 26 (6) ◽  
pp. 1145-1154 ◽  
Author(s):  
Paul Lynch ◽  
C.R. Hasbrouck ◽  
Joseph Wilck ◽  
Michael Kay ◽  
Guha Manogharan
Keyword(s):  
Supply Chain ◽  
Additive Manufacturing ◽  
Supply Chains ◽  
Service Providers ◽  
Three Dimensional ◽  
Metal Casting ◽  
Content Type ◽  
Digital Ecosystem ◽  
Volume Production ◽  
Low Volume

Purpose This paper aims to investigate the current state, technological challenges, economic opportunities and future directions in the growing “indirect” hybrid manufacturing ecosystem, which integrates traditional metal casting with the production of tooling via additive manufacturing (AM) process including three-dimensional sand printing (3DSP) and printed wax patterns. Design/methodology/approach A survey was conducted among 100 participants from foundries and AM service providers across the USA to understand the current adoption of AM in metal casting as a function of engineering specifications, production demand, volume and cost metrics. In addition, current technological and logistical challenges that are encountered by the foundries are identified to gather insight into the future direction of this evolving supply chain. Findings One of the major findings from this study is that hard tooling costs (i.e. patterns/core boxes) are the greatest challenge in low volume production for foundries. Hence, AM and 3DSP offer the greatest cost-benefit for these low volume production runs as it does not require the need for hard tooling to produce much higher profit premium castings. It is evident that there are major opportunities for the casting supply chain to benefit from an advanced digital ecosystem that seamlessly integrates AM and 3DSP into foundry operations. The critical challenges for adoption of 3DSP in current foundry operations are categorized into as follows: capital cost of the equipment, which cannot be justified due to limited demand for 3DSP molds/cores by casting buyers, transportation of 3DSP molds and cores, access to 3DSP, limited knowledge of 3DSP, limitations in current design tools to integrate 3DSP design principles and long lead times to acquire 3DSP molds/cores. Practical implications Based on the findings of this study, indirect hybrid metal AM supply chains, i.e. 3DSP metal casting supply chains is proposed, as 3DSP replaces traditional mold-making in the sand casting process flow, no/limited additional costs and resources would be required for qualification and certification of the cast parts made from three-dimensional printed sand molds. Access to 3DSP resources can be addressed by establishing a robust 3DSP metal casting supply chain, which will also enable existing foundries to rapidly acquire new 3DSP-related knowledge. Originality/value This original survey from 100 small and medium enterprises including foundries and AM service providers suggests that establishing 3DSP hubs around original equipment manufacturers as a shared resource to produce molds and cores would be beneficial. This provides traditional foundries means to continue mass production of castings using existing hard tooling while integrating 3DSP for new complex low volume parts, replacement parts, legacy parts and prototyping.

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