The application of axiomatic design and lean management principles in the scope of production system segmentation

2000 ◽  
Vol 38 (6) ◽  
pp. 1377-1396 ◽  
Author(s):  
David S. Cochran ◽  
Walter Eversheim ◽  
Gerd Kubin ◽  
Marc L. Sesterhenn
Keyword(s):  
Production System ◽  
Axiomatic Design ◽  
Lean Management

scholarly journals Development of the production system through lean management tools

2019 ◽  
Vol 564 ◽  
pp. 012092
Author(s):  
A E Plakhin ◽  
S M M Al-Ogaili ◽  
I I Semenet ◽  
T V Kochergina ◽  
P V Mihajlovskij
Keyword(s):  
Production System ◽  
Lean Management ◽  
Management Tools

scholarly journals Generic Production System Model of Personalized Production

2019 ◽  
Vol 301 ◽  
pp. 00019 ◽  
Author(s):  
Petra Foith-Förster ◽  
Thomas Bauernhansl
Keyword(s):  
Production System ◽  
Design Theory ◽  
High Efficiency ◽  
Axiomatic Design ◽  
Product Variety ◽  
System Structure ◽  
Generic Model ◽  
Static System ◽  
Manufacturing Companies ◽  
Axiomatic Design Theory

Manufacturing companies are operating in a turbulent business ecosystem that calls for product variety, product mix flexibility, volume scalability and high efficiency. Personalized production arises as new production paradigm to replace mass personalization. The paper proposes a generic model for the design of production systems for the paradigm of personalized production. The model applies the system design methodology Axiomatic Design and uses the notation of Axiomatic Design Theory for Systems combined with the product precedence graph for product structure modeling. The model represents the static system structure, decomposed into its subsystems, and explains the dynamic behavior of the system during operation, depending on the product’s architecture. It is intended as a reference model for production system planning.

scholarly journals Lean Management Genesis

Management ◽  
2015 ◽  
Vol 19 (2) ◽  
pp. 106-121 ◽  
Author(s):  
Aneta Parkes
Keyword(s):  
Quality Management ◽  
Production System ◽  
Lean Manufacturing ◽  
Japanese Culture ◽  
Scientific Management ◽  
Lean Management ◽  
Production Rules ◽  
Management Tools ◽  
Work Attitude ◽  
Management Concept

Summary Lean Management is a philosophy and management concept, based on reduction of the waste and resources used in the process of producing goods and providing services. Lean Management genesis dates back to scientific management in America (for example concepts of H. Ford and F.W. Taylor) and quality management, including development of TQM concept. Japanese Toyota Production System has been inspired by chosen elements of these concepts, and then it evolved towards global concept called Toyota Way (which connects production rules with values and work attitude). TPS is considered to be a major precursor of lean manufacturing and now more widely – Lean Management. LM is a broader set of organisational and management tools, formed mainly by the Japanese culture, but also subjected to the Western influences in the field of organisation and management (Jakonis 2011, Parkes 2014).

scholarly journals Industry 4.0 and Decision Making

2021 ◽  
pp. 400-405
Author(s):  
Frédéric Rosin ◽  
Pascal Forget ◽  
Samir Lamouri ◽  
Robert Pellerin
Keyword(s):  
Decision Making ◽  
Production System ◽  
Industry 4.0 ◽  
Production Systems ◽  
Lean Production ◽  
Management Training ◽  
Decision Making Process ◽  
Use Case ◽  
Lean Management ◽  
Different Types

AbstractIndustry 4.0 is an ubiquitous term that suggests significant impacts on the productivity and flexibility of production systems. But to what extent do the various technologies associated with Industry 4.0 contribute to enhance autonomy of operational teams by helping them make better and faster decisions, particularly in the context of Lean production system? This paper proposes a model of different types of autonomy in the decision-making process, depending on whether or not the steps in the decision-making process are enhanced by technologies. This model will be tested afterwards in a use case implemented in a learning factory offering Lean management training before being tested in a real production unit.

Knowledge Transfer and Introduction of Industry 4.0 in SMEs

2021 ◽  
pp. 275-302
Author(s):  
Dominik T. Matt ◽  
Erwin Rauch ◽  
Michael Riedl
Keyword(s):  
Knowledge Transfer ◽  
System Design ◽  
Case Studies ◽  
Production System ◽  
Industry 4.0 ◽  
Production Systems ◽  
Lean Management ◽  
Practical Evaluation ◽  
Procedure Model

Industry 4.0 is for most companies and especially for small and medium sized enterprises (SMEs) one of the major challenges after the wave of lean management. The aim of this chapter is to provide a methodological guidance for the practical use of the Industry 4.0 vision and principles in production system design in the specific context of SMEs. Based on the analysis of literature, a procedure model for the target-oriented introduction of Industry 4.0 principles in SMEs is proposed. A first practical evaluation of the approach is carried out based on two industrial case studies. The experiences made in the industrial cases show that Industry 4.0 is not limited to the application in large enterprises but is very suitable also for SME. This chapter contributes, with its case-study-based methodology, to the existing sparse knowledge on the introduction of Industry 4.0 in SME production systems.

Knowledge Transfer and Introduction of Industry 4.0 in SMEs

2018 ◽  
pp. 256-282 ◽  
Author(s):  
Dominik T. Matt ◽  
Erwin Rauch ◽  
Michael Riedl
Keyword(s):  
Knowledge Transfer ◽  
System Design ◽  
Case Studies ◽  
Production System ◽  
Industry 4.0 ◽  
Production Systems ◽  
Lean Management ◽  
Practical Evaluation ◽  
Procedure Model

Industry 4.0 is for most companies and especially for small and medium sized enterprises (SMEs) one of the major challenges after the wave of lean management. The aim of this chapter is to provide a methodological guidance for the practical use of the Industry 4.0 vision and principles in production system design in the specific context of SMEs. Based on the analysis of literature, a procedure model for the target-oriented introduction of Industry 4.0 principles in SMEs is proposed. A first practical evaluation of the approach is carried out based on two industrial case studies. The experiences made in the industrial cases show that Industry 4.0 is not limited to the application in large enterprises but is very suitable also for SME. This chapter contributes, with its case-study-based methodology, to the existing sparse knowledge on the introduction of Industry 4.0 in SME production systems.

scholarly journals A lean management megvalósításának jellegzetes problémái

2009 ◽  
pp. 62-67
Author(s):  
Tamás Kelemen
Keyword(s):  
Production System ◽  
Lean Management ◽  
Toyota Production System

A lean menedzsment, vagy ahogyan sokan ismerik: a Toyota Production System olyan módszertant takar, melytől sokan azt remélik, hogy alkalmazása legalább olyan hatékonyságnövelést eredményez, mint amelyekről az esettanulmányokban olvashatunk. Ez a legjobb út a csodaszerré válás felé. A legnagyobb veszélye ennek az, hogy így a menedzsment abba az illúzióba ringatja magát, hogy egy új módszer bevezetése révén megtakarítható a gyötrelmes belső folyamatfejlesztés, és majd a külsős tanácsadók mindent elintéznek. A cikkben a szerző bemutatja egy jól működő lean rendszer feltételeit és a leggyakoribb hibákat, melyeket a döntéshozók elkövetnek.

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