An Approach for the Integration of Non-ergonomic Work Design as a New Type of Waste in Lean Production Systems

2017 ◽  
pp. 9-19
Author(s):  
Uwe Dombrowski ◽  
Anne Reimer ◽  
Jonas Wullbrandt
Keyword(s):  
Production Systems ◽  
Lean Production ◽  
Work Design ◽  
New Type ◽  
Lean Production Systems

Lean Production Systems for Industry 4.0

2017 ◽  
pp. 43-59 ◽  
Author(s):  
Sule Satoglu ◽  
Alp Ustundag ◽  
Emre Cevikcan ◽  
Mehmet Bulent Durmusoglu
Keyword(s):  
Industry 4.0 ◽  
Production Systems ◽  
Lean Production ◽  
Lean Production Systems

scholarly journals Volume and Mix Flexibility Evaluation of Lean Production Systems

Procedia CIRP ◽  
2013 ◽  
Vol 9 ◽  
pp. 79-84 ◽  
Author(s):  
Joachim Metternich ◽  
Jörg Böllhoff ◽  
Stefan Seifermann ◽  
Sebastian Beck
Keyword(s):  
Production Systems ◽  
Lean Production ◽  
Lean Production Systems

Psycho-soziale Belastungen bei einfachen manuellen Tätigkeiten in ganzheitlichen Produktionssystemen im Spiegel arbeitswissenschaftlicher Ansätze / Psychosocial strains during simple manual assembling tasks in lean production systems, as reflected in various approaches of labour research

Arbeit ◽  
2014 ◽  
Vol 23 (2) ◽  
Author(s):  
Jürgen Klippert ◽  
Sonja Kopplin ◽  
Stephanie Schmidt ◽  
Markus Unger ◽  
Oliver Sträter
Keyword(s):  
Production Systems ◽  
Lean Production ◽  
Psychische Belastung ◽  
Lean Production Systems

AbstractRestrukturierungen werden in ganzheitlichen Produktionssystemen eher kleinschrittig im Rahmen kontinuierlicher Verbesserung (Kaizen) vollzogen. Doch die Beschäftigten befinden sich dabei im Spannungsfeld zwischen Standardisierung und Innovativität. Auf der einen Seite werden monotone standardisierte Arbeitsabläufe verlangt, und auf der anderen Seite sind die Beschäftigten stets dazu aufgefordert, die Standardisierungen als Bestandteil eines kontinuierlichen Verbesserungsprozesses zu hinterfragen und zu optimieren. Oft werden in ganzheitlichen Produktionssystemen nur ergonomische Bedmgungen betrachtet. Psychische Belastung wird oft nicht ausreichend berücksichtigt. Der Artikel beleuchtet deswegen die psychischen Belastungsfaktoren, die solche permanenten Restrukturierungen verursachen und wie man diese mit arbeitswissenschaftlichen Ansätzen fassen kann, indem man bestehende Ansätze kombiniert.

A FMEA-based approach to prioritize waste reduction in lean implementation

2014 ◽  
Vol 31 (4) ◽  
pp. 346-366 ◽  
Author(s):  
Ruy Victor B. de Souza ◽  
Luiz Cesar R. Carpinetti
Keyword(s):  
Production Systems ◽  
Lean Production ◽  
Waste Reduction ◽  
Effect Analysis ◽  
Content Type ◽  
Order Processing ◽  
Common Causes ◽  
Flow Of Information ◽  
Lean Production Systems

Purpose – This paper presents a proposal of adaptation of the failure mode and effect analysis method to analyze wastes and define priorities for actions aimed at minimizing or eliminating these wastes based on the criteria of severity, occurrence and detection. Design/methodology/approach – The proposition was developed in parallel to the implementation of a lean production system of a manufacturing company. A pilot application of the proposal was based on the analysis of a flow of information for order processing. Findings – Application of the proposed procedure results in a classification of levels of priority for waste reduction of the analyzed waste modes. Following this procedure, high priority will be given to actions focused on the elimination or minimization of the most common causes of the most severe waste modes. Originality/value – Prioritization of actions to minimize waste is essential to sustain lean production systems. However, identifying the wastes most in need of attention is not always straightforward and methods presented in the literature to evaluate leanness do not focus on waste reduction prioritization. Adoption of the proposed technique can certainly aid planning implementation and improvement of lean production programs, and in the end, it can contribute to the effectiveness and sustainability of lean production systems.

Procedure model to integrate digital elements into lean production systems

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Christoffer Rybski ◽  
Roland Jochem
Keyword(s):  
Industry 4.0 ◽  
Process Model ◽  
Production Systems ◽  
Lean Production ◽  
Current Status ◽  
German Industry ◽  
Extensive Literature ◽  
Literature Analysis ◽  
Content Type ◽  
Lean Production Systems

Purpose Industry 4.0 is one of the most used terms in the current industrial discussion. There are several perspectives and approaches related to Industry 4.0 so far, but no universal definition. Often-mentioned basic requirements to “implement” Industry 4.0 are lean and well-organized processes. In the past and still until today, a lot of companies try to implement lean production systems (LPS) according to the example of Toyota to realize a systematic approach to ensure well-organized processes. The process model aims to support organizations to integrate Industry 4.0 elements into LPS, regardless of the size of the organization. The purpose of this paper to describe a model as a first basis for further elaborations that could focus on the detailed design of each model-phases. Furthermore, the identified digital elements of Industry 4.0 build a first foundation to choose pilot projects related to existing challenges of the organizations LPS. In this context, especially the suitability of LPS and Industry 4.0 elements should be further investigated. Design/methodology/approach To investigate the current status regarding the realization of Industry 4.0 approaches and related challenges in the German industry, the two authors realized a survey with over 300 participants from different sectors and company sizes, using an online questionnaire. The results of the survey will be a part of this paper and a technology analysis, which was the outcome of an extensive literature analysis. The results were summarized in a model to integrate digital elements into existing LPS. Practitioners can use the process model as a first orientation to integrate industry 4.0 technologies into their existing LPS, based on specific challenges with their LPS processes. Findings Even if most of the participating German companies recognize Industry 4.0 as an important or very important topic, many of them do not consider themselves well prepared. The participants see huge challenges with regard to the needed qualifications and investments Industry 4.0 requires. In general, the companies hope to improve productivity and customer satisfaction to name two main objectives of the implementation of digital elements of Industry 4.0. In addition to the survey, a profound literature analysis was made and identified eight core digital elements. On this basis a milestone-based model to integrate these digital elements into existing LPS was developed. Originality/value This paper considers results from a study and analysis regarding the potentials of digital elements of Industry 4.0 for production system from different angles and introduces a model for integrating these elements.

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