Lean Manufacturing Model Using a Biotechnological Approach for Increasing Efficiency and Reducing Waste at a Small Plastic Production Company

Lean Manufacturing Effects in a Serbian Confectionery Company – Case Study

Organizacija ◽

10.2478/orga-2014-0013 ◽

2014 ◽

Vol 47 (3) ◽

pp. 143-152 ◽

Cited By ~ 4

Author(s):

Ilija Djekic ◽

Dragan Zivanovic ◽

Sladjana Dragojlovic ◽

Radoslava Dragovic

Keyword(s):

Problem Solving ◽

Lean Manufacturing ◽

Visual Control ◽

Kaizen Events ◽

Lean Tools ◽

Five Phases ◽

Production Company ◽

Maintenance Process ◽

Mean Time

AbstractBackground and Purpose: The objective of this paper was to evaluate effects of implementing lean manufacturing in a Serbian confectionery production company during a period of 24 months, emphasizing observed benefits and constrains. Company ‘case study’ is a leading confectionery producer in Serbia with annual production of more than 25,000 t.Methodology/Approach: The research method was case study. The approach in implementing lean manufacturing was structured in five phases, as follows: (i) training, (ii) analysis of lean wastes on one technological line, (iii) choice of lean tools to be implemented in the factory, (iv) implementation of lean tools in production and maintenance, (v) development of continual improvement sector and further deployment of lean tools.Results: Lean manufacturing tools implemented in the production process were visual control and single minute exchange of dies (SMED). Maintenance process implemented 5S with total productive maintenance (TPM) and problem solving sessions being the tools implemented in both processes. During the observed period, results of these tools showed the following: visual control tables initiated 61 improvement memos out of which 39% were fully implemented; a total of 2284 minor problems had been recorded, with over 95% of issues revealed in due time; total SMED time decreased for 7.6%; 19 problem solving sessions were initiated with 58% of solving effectiveness, and the remaining converted to on-going projects. In maintenance 5S improved from 29.9 to 60.3; overall equipment effectiveness (OEE) indicator increased from 87.9% to 92.3%; mean time between failure (MTBF) increased for 16.4%. Conclusion: As a result of all activities, 20 in-house trainings and 2 ‘kaizen’ events including motivational training have been initiated with 54 documents being revised and improved in order to contribute to more efficient processes.

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Propuestas para la mejora continua del área de producción de una empresa productora de carne de cerdo, mediante herramientas de manufactura esbelta

Revista de Operaciones Tecnologicas ◽

10.35429/jto.2019.9.3.1.14 ◽

2019 ◽

pp. 1-14

Author(s):

Marco Antonio Conant-Pablos ◽

René Daniel Fornés-Rivera ◽

Adolfo Cano-Carrasco ◽

Adrián Sánchez-Osuna

Keyword(s):

Lean Manufacturing ◽

Productive Capacity ◽

Pork Production ◽

Manufacturing Cell ◽

Value Stream ◽

Future Situation ◽

Production Area ◽

Production Company ◽

Value Stream Map ◽

Efficiency Indicators

The present project took place in a pork production company, which wants to reduce the waste of the products of the slicing area, specifically in the products Belly Slice, Kataroso Slice 120 gr and Belly Slice (3cm), aiming to identify activities that do not add value, through lean manufacturing tools, to propose improvement actions in the slicing process in the production area. The procedure used was to describe the activities of the process, generate specifications table of products, determine cycle time and productive capacity, determine sample size, prepare Value Stream Map (VSM) of the current process, identify activities that generate waste, perform VSM of the future situation and, finally, generate proposals for improvement. As a result, was obtained a program to monitor production, adapt the production line as a manufacturing cell and create a format for preventive maintenance of machinery and equipment; as well as the information that will lay the foundations for the products under study. With these actions, the intention is to contribute to the continuous improvement of performance, productivity and efficiency indicators.

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Application of lean manufacturing technology in a milk manufacturing company

Jurnal Sistem dan Manajemen Industri ◽

10.30656/jsmi.v5i2.3736 ◽

2021 ◽

Vol 5 (2) ◽

pp. 87-97

Author(s):

Morakinyo Kehinde Onifade ◽

Olufemi Adebayo Oroye

Keyword(s):

Time Series ◽

Lean Manufacturing ◽

Function Technique ◽

Actual Usage ◽

Linear Transfer Function ◽

Powder Milk ◽

Manufacturing Procedure ◽

Management Principle ◽

Production Company ◽

Actual Loss

This work presents the application of lean management principle in the area of waste elimination in a powder milk plant of a production company. The existing manufacturing procedure for the company’s plant was evaluated, and a lean manufacturing technique was developed for the plant. To achieve this, a time series analysis was carried out on the econometric data obtained, and a future forecast predicting losses and usage was predicted based on the practised manufacturing procedures. The econometric linear transfer function technique applied to the actual usage and actual loss data obtained filtered the waste in the production process and generated forecast values for actual loss and usage. This revealed that there had been poor manufacturing practices in the factory. The findings from this research can be used as a guide to managers on wastage control in a production system.

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Implementation of the SMED method in a production enterprise

Multidisciplinary Aspects of Production Engineering ◽

10.2478/mape-2019-0022 ◽

2019 ◽

Vol 2 (1) ◽

pp. 224-233

Author(s):

Marzena Kuczyńska-Chałada

Keyword(s):

Lean Manufacturing ◽

Global Economy ◽

Business Management ◽

Customer Requirements ◽

Management Techniques ◽

Quality Of Products ◽

Production Company ◽

Efficiency And Productivity ◽

Tools And Methods

Abstract The increase in competitiveness between production enterprises results from the contemporary conditions of the global economy. Technical progress, globalization and constantly increasing customer requirements contribute to the development of organizational and business management techniques. The improvement of production is currently accompanied by modern tools and methods of Lean Manufacturing concepts such as: SMED, 5S, Kaiznen, Kanban, Poka-Yoke etc. The SMED method plays an important role in improving production processes. It also affects the reduction of losses and wastage, increase of value for stakeholders (especially for customers), as well as better motivation for employees. Thanks to the SMED method, the production company is able to achieve greater efficiency and productivity, as well as the high quality of products and services provided.

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