scholarly journals Lean Production Systems 4.0: The Impact of the Digital Transformation on Production System Levels

Procedia CIRP ◽  
2021 ◽  
Vol 104 ◽  
pp. 259-264
Author(s):  
Simon Schumacher ◽  
Felix Aljoscha Schmid ◽  
Andreas Bildstein ◽  
Thomas Bauernhansl
Procedia CIRP ◽  
2020 ◽  
Vol 93 ◽  
pp. 783-788
Author(s):  
Simon Schumacher ◽  
Andreas Bildstein ◽  
Thomas Bauernhansl

2019 ◽  
Vol 31 (5) ◽  
pp. 1391-1396
Author(s):  
Gordana Stojmenović ◽  
Lyubcho Varamezov

Business in modern business conditions requires a continuous process of improvement and investment in all activities in the company. In order to survive on the market, resist the challenges of competition, but also the demands of customers, companies are constantly innovating the production process in an effort to improve all the company's activities. One of the production systems that proved to be suitable for continuous improvement and improvement of the production process is Lean production system. It represents the way companies react to the challenges of the present and the future. The Lean production system offers a variety of instruments, and for their implementation and application, managers are at all levels of responsibility and responsibility. Bearing this in mind, it can be said that the Lean production system is part of the management accounting. In addition, it represents a complete philosophy of thinking and action, which results in significant results by adequate application. The condition and the assumption that this management philosophy will lead to proper effectiveness and efficiency and enable them to continually improve in the function of maximizing profits is the authorization of employees to engage in the process of continuous improvement and decision-making. Lean is based on certain principles and philosophies, including customer value, value flow mapping, continuous flow, system requirements, and continuous improvements. Lean focuses on the added value. Lean's principle is a continuous search for perfection, perfection in production and business cooperation, with complete elimination of losses. Companies that implement the Lean Concept are constantly looking for ways to continually improve their efficiency, reduce costs and improve the quality of their products.


Author(s):  
Emre Bilgin Sarı ◽  
Sabri Erdem

Seru production system is a flexible, cost-effective, workforce competence-oriented manufacturing management system that provides the opportunity to respond quickly to customer demand. As in parallel to technology and physical improvements, customer demands are also effective for development of production systems. The impact of change in demand has been seen on changeover from job shop to mass production, flexible, and lean manufacturing systems. Seru production system is more appropriate for targeting work both cost-effectively like mass production and maximum diversification like job shop production. This chapter clarifies the Seru production system and explain its use and benefits in the clothing industry. In the application, a shirt production is illustrated according to the principles of mass production, lean production, and Seru production. Thus, different types of production systems have been benchmarked. There will be potential study areas for proving the efficiency of Seru soon.


2016 ◽  
Vol 79 (10) ◽  
pp. 1663-1672 ◽  
Author(s):  
SHIRLEY A. MICALLEF ◽  
MARY THERESA CALLAHAN ◽  
SIVARANJANI PAGADALA

ABSTRACT No data exist on the impact of cultivation practices on food safety risks associated with cucumber. Cucumbers are typically grown horizontally over a mulch cover, with fruit touching the ground, but this vining plant grows well in vertical systems. To assess whether production system affects bacterial dispersal onto plants, field trials were conducted over 2 years. Cucumber cultivar ‘Marketmore 76’ was grown horizontally on plastic, straw, or bare ground or vertically on trellises installed on bare ground in soil previously amended with raw dairy manure. Fruit, flower, leaf, and soil samples were collected to quantify Escherichia coli, thermotolerant coliforms, and enterococci by direct plating. E. coli isolates were characterized by BOX-PCR to evaluate relatedness among strains. Although thermotolerant coliforms and enterococci were significantly less abundant on fruit in year 1 (P < 0.05), this result was not seen in year 2 when more rain was recorded. Instead, fruit from straw-mulched beds had higher levels of enterococci compared with fruit grown on bare ground (P < 0.05). Leaves on bare ground occasionally had more bacteria than did leaves on plastic mulch beds (P < 0.05). Production system did not impact flower-associated bacterial levels. E. coli isolates (n =127) were genotyped, generating 21 distinct fingerprints. Vertical production did not appear to be a barrier for E. coli dispersal to the crop, as suggested by numerous related isolates from soil and flowers on bare ground, straw-mulched, and trellised beds (subcluster B1). None of the isolates from soil and flowers in this subcluster were related to isolates recovered from fruit, showing that flower colonization does not necessarily lead to fruit colonization. One cluster of isolates contained those from flowers and fruits but not soil, indicating a source other than manure-amended soil. Straw may be a source of E. coli; a number of closely related E. coli isolates were retrieved from soil and fruits from straw-mulched beds. Our approach revealed E. coli dispersal patterns and could be used to assess bacterial transmission in other production systems.


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

Arbeit ◽  
2014 ◽  
Vol 23 (2) ◽  
Author(s):  
Jürgen Klippert ◽  
Sonja Kopplin ◽  
Stephanie Schmidt ◽  
Markus Unger ◽  
Oliver Sträter

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.


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