A lean production system design for semiconductor crystal-ingot pulling manufacturing using hybrid Taguchi method and simulation optimization

2020 ◽  
Vol 40 (3) ◽  
pp. 433-445
Author(s):  
Taho Yang ◽  
Yuan-Feng Wen ◽  
Zong-Rui Hsieh ◽  
Jianxia Zhang
Keyword(s):  
Operations Management ◽  
Optimal Parameter ◽  
Simulation Optimization ◽  
Lean Production ◽  
Demand Forecasting ◽  
Service Level ◽  
Batch Size ◽  
Value Stream Mapping ◽  
Semiconductor Crystal ◽  
Content Type

Purpose The purpose of this study is to propose an innovative methodology in solving the lean production design from semiconductor crystal-ingot pulling manufacturing which is an important industry. Due to the complexity of the system, it is computationally prohibited by an analytical approach; thus, simulation optimization is adopted for this study. Design/methodology/approach Four control factors that affect the system’s performance, including the pulling strategy, machine limitations, dispatching rules and batch-size control, are identified to generate the future-state value stream mapping. Taguchi two-step procedure and simulation optimization are used to determine the optimal parameter values for a robust system. Findings The proposed methodology improved the system performances by 6.42 and 12.02 per cent for service level and throughput, respectively. Research limitations/implications This study does not investigate operations management issues such as setup reduction, demand forecasting and layout design. Practical implications A real-world crystal-ingot pulling manufacturing factory was used for the case study. The results are promising and are readily applied to other industrial applications. Social implications The improved performances, service level and throughout rate, can result in an improved customer satisfaction level and a reduced resources consumption, respectively. Originality/value The proposed methodology innovatively solved a practical application and the results are promising.

Lean principles and simulation optimization for emergency department layout design

2015 ◽  
Vol 115 (4) ◽  
pp. 678-699 ◽  
Author(s):  
Teng-Kuan Wang ◽  
Taho Yang ◽  
Chih-Yao Yang ◽  
Felix T.S. Chan
Keyword(s):  
Emergency Department ◽  
Waiting Time ◽  
Simulation Optimization ◽  
Service Level ◽  
Layout Design ◽  
Value Stream Mapping ◽  
Practical Case ◽  
Content Type ◽  
Lean Principles ◽  
Staff Assignment

Purpose – The purpose of this paper is to use lean principles and simulation optimization on solving a combined hospital emergency department (ED) layout design and staff assignment problem. Design/methodology/approach – This study is based on value stream mapping for the design and analysis of the ED. Subsequently, the authors investigate cellular manufacturing design, which addresses the decisions of continuous steps in a cell simultaneously and considers the optimal staff assignment. A simulation based on the case study is used for these methodologies. Simulation optimization is then used to optimize the staff assignments, minimize the waiting time and maximize the service level. Findings – The linear layout outperformed in both waiting time and service level. The patients’ average waiting time is reduced from 78 to 38 minutes. The service level increased from 54.86 to 88.55 percent. Moreover, the number of nurses was reduced from nine to six. Research limitations/implications – First, the tests for model accuracy were performed using the actual arrival rate; however, seasonal variation should be reflected. Second, the staffing levels varied were not tracked. Third, the accuracy of individual patient treatment paths can be dynamic. Fourth, the 25 percent of delays in transferring a patient to an inpatient bed will be discussed in future studies. Practical implications – A practical case is adopted for empirical illustrations. Originality/value – The proposed methodology innovatively solved a practical application and the results are promising.

What should be lean buffer threshold for the forward-reserve warehouse?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Bhavin Shah
Keyword(s):  
Mathematical Model ◽  
Customer Service ◽  
Value Added ◽  
Service Level ◽  
Buffer Size ◽  
Value Stream Mapping ◽  
Content Type ◽  
Customer Service Level ◽  
The Impact ◽  
Just Right

PurposeThe assorted piece-wise retail orders in a cosmetics warehouse are fulfilled through a separate fast-picking area called Forward Buffer (FB). This study determines “just-right” size of FB to ensure desired Customer Service Level (CSL) at least storage wastages. It also investigates the impact of FB capacity and demand variations on FB leanness.Design/methodology/approachA Value Stream Mapping (VSM) tool is applied to analyse the warehouse activities and mathematical model is implemented in MATLAB to quantify the leanness at desired CSL. A comprehensive framework is developed to determine lean FB buffer size for a Retail Distribution Centre (RDC) of a cosmetics industry.FindingsThe CSL increases monotonically; however, the results concerning spent efforts towards CSL improvement gets diminished with raised demand variances. The desired CSL can be achieved at least FB capacity and fewer Storage Waste (SW) as it shifts towards more lean system regime. It is not possible to improve Value Added (VA) time beyond certain constraints and therefore, it is recommended to reduce Non-Value Added (NVA) order processing activities to improve leanness.Research limitations/implicationsThis study determines “just-right” capacity and investigates the impact of buffer and demand variations on leanness. It helps managers to analyse warehouse processes and design customized distribution policies in food, beverage and retail grocery warehouse.Practical implicationsProposed buffering model offers customized strategies beyond pre-set CSL by varying it dynamically to reduce wastages. The mathematical model deriving lean sizing and mitigation guidelines are constructive development for managers.Originality/valueThis research provides an inventive approach of VSM model and Mathematical algorithm endorsing lean thinking to design effective buffering policies in a forward warehouse.

Lean production system: compatible with Malaysian culture?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Siew Imm Ng ◽  
Ck Cha ◽  
Murali Sambasivan ◽  
Azmawani Abd Rahman
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Change Management ◽  
Human Resource ◽  
Operations Management ◽  
Production System ◽  
Management Practices ◽  
Lean Production ◽  
Secondary Source ◽  
Content Type

Theoretical basis An instructor could link the case to lean production principles and Kurt Lewin’s change management model, key reading materials on these theories are, namely,  Lewin, K (1947) Frontiers in group dynamics: concept, method and reality in social science; equilibrium and social change. Human Relations 1(1): 5–41  Stewart, J. (2012). The Toyota Kaizen continuum: a practical guide to implementing lean. Boca Raton, FL: CRC Press. Wickramasinghe, V. and Wickramasinghe, G. L. D. (2020). Effects of human resource management practices, lean production practices and lean duration on performance. The International Journal of Human Resource Management, 31(11), 1467–1512. Research methodology This case was developed from both primary and secondary sources. The primary source included three face to face meetings with Mr CK in University Putra Malaysia (two meetings) and WSAE factory (Rawang, Malaysia – one meeting), respectively. Interviewed three workers at Rawang factory. The secondary source was taken from the company website and company reports. Case overview/synopsis Dr Wan, the Chief Executive Officer of WSA Engineering Sdn Bhd (WSAE) accepted the invitation from Small Medium Industries Development Corporation to participate in a Malaysian-Japanese Industry Cooperation program that focused on Lean Production System (LPS). Dr Wan was worried about Malaysia’s culture incompatible with Japanese-originated LPS. The case shares how the organization and behavioral change took place, for LPS buy-in. Successes and challenges WSAE faced in the 10-year journey of implementing LPS were elaborated. Complexity academic level This case was written for use in an operations management course, on the topic of lean production. It can also be used as a training material targeting the operation managers of a manufacturing company aiming to implement lean production or any change management process.

Application of Lean Six Sigma framework for improving manufacturing efficiency: a case study in Indian context

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Astha Sharma ◽  
Neeraj Bhanot ◽  
Ajay Gupta ◽  
Rajeev Trehan
Keyword(s):  
Simulation Model ◽  
Six Sigma ◽  
Production Line ◽  
Manufacturing Industry ◽  
Lean Six Sigma ◽  
Expected Improvement ◽  
Batch Size ◽  
Value Stream Mapping ◽  
Content Type ◽  
Value Stream

PurposeThis study aims to utilize DMAIC methodology along with value stream mapping and other Lean Six Sigma tools in a major automobile light manufacturing industry to reduce defect rates and increase production capacity in their manufacturing line. The study also proposes a modified framework based on lean principles and FlexSim to identify and reduce waste in the selected industry.Design/methodology/approachA Lean Six Sigma modified framework has been deployed with DMAIC to reduce the defect rate and increase the production rate. Various tools like value stream mapping, brainstorming, Pareto charts, 5S, kanban, etc. have been used at different phases of DMAIC targeting wastes and inventory in the production line. Also, a simulation model has been utilized for the automobile light manufacturing industry to improve the machine utilization time with varying batch sizes.FindingsThe results of the study indicated a 53% reduction in defect rates. Thus, there would be an expected improvement in sigma value from 3.78 to 3.89 and a reduction in defects per million opportunities (DPMO) from 11,244 to 8,493. Additionally, simulation model using FlexSim was developed, and the optimum ordering batch size of raw material was obtained. It was also analyzed that idle time for various stations could be reduced by up to 30%.Practical implicationsThe utilized framework helps identify defects for managers to increase production efficiency. The workers, operators and supervisors on the production line also need to be trained regularly for identifying the areas of improvement.Originality/valueThe modified Lean Six Sigma framework used in this study includes FlexSim simulation to make the framework robust, which has not been used with LSS tools in the literature studied. Also, the LSS finds very less application in the manufacturing domain, considering which this study tends to add value in existing literature taking a case of an automobile light manufacturing industry.

Modeling Lean implementation for manufacturing sector

2016 ◽  
Vol 11 (2) ◽  
pp. 405-426 ◽  
Author(s):  
Vikram Sharma ◽  
Amit Rai Dixit ◽  
Mohd. Asim Qadri
Keyword(s):  
Manufacturing Sector ◽  
Lean Production ◽  
Resource Planning ◽  
Building Blocks ◽  
Research Paper ◽  
Computer Integrated Manufacturing ◽  
Value Stream Mapping ◽  
Lean Implementation ◽  
Content Type ◽  
Micmac Analysis

Purpose The purpose of this research paper is to identify the enablers for Lean implementation in the manufacturing sector, to establish a relationship among them using interpretive structural modeling (ISM) and to rank them using interpretive ranking process (IRP). Design/methodology/approach The research paper presents a blend of theoretical framework and practical applications. In the paper, eight enablers of Lean production are identified from literature survey and experts’ opinion. These include 5S, value stream mapping (VSM), just in time, single minute exchange of die, computer-integrated manufacturing, concurrent engineering, training and enterprise resource planning. ISM is used to obtain a structural relationship among these enablers of Lean. MICMAC analysis is used to identify the driving power and dependence of the variables. Further, IRP is used to rank the lean enablers with respect to key performance areas. Findings The ISM- and IRP-based models indicate that “training” is the most significant factor for the Lean implementation process in manufacturing sector. The MICMAC analysis also shows that “training” has the maximum driving power and the least dependence and hence has strong managerial significance. The management should place high priority on tackling this criterion. VSM occupies the top level in the ISM hierarchy, indicating that all other Lean enablers should act in unison to make VSM implementation a success. Originality/value Enablers are the building blocks for deployment of the Lean concept. To know the key enablers and relationship among them can help many organizations to develop Lean competencies. This study is perhaps among the first few that focuses on two modeling procedures based on interpretive logic, i.e. ISM and IRP. The paper provides useful insights to the Lean production implementers, consultants and researchers.

scholarly journals Ranking lean tools for world class reach through grey relational analysis

2018 ◽  
Vol 8 (4) ◽  
pp. 399-423 ◽  
Author(s):  
Eduardo Guilherme Satolo ◽  
Caroline Leite ◽  
Robisom Damasceno Calado ◽  
Gustavo Antiqueira Goes ◽  
Douglas D’Alessandro Salgado
Keyword(s):  
Operations Management ◽  
Grey Relational Analysis ◽  
Production System ◽  
Lean Production ◽  
Organizational Environment ◽  
Content Type ◽  
Relational Analysis ◽  
World Class ◽  
Initial Survey ◽  
Grey Relational

Purpose The lean production system and world class manufacturing (WCM) have been prominent in recent studies due to their conceptual synergy. However, although the number of studies is increasing, the research is immature, especially regarding the interaction between topics. Therefore, the purpose of this paper is to rank the tools of the lean production system, indicating how they help organizations achieve WCM, using the theory of grey systems. Design/methodology/approach Therefore, the authors conducted an initial survey to collect data to determine how the lean production tools are related to the WCM pillars. These data were analyzed by the grey relational analysis statistical method, which passes through the construction of four stages. Findings The results show that of the lean production tools, stream mapping, kaizen, total productive maintenance, Six Sigma, standardized work and 5S stand out for their use and implementation in the organizational environment and facilitate organizations’ transitions to world-class performance through the WCM pillars. Practical implications The results achieved guide organizations to use the tools of the lean production system to help them reach world class status. Originality/value This paper stands out in the field of operations management, specifically in the research on lean production, by making use of the theory of grey correlation system in an innovative and original way. In addition, it promotes the consolidation of information on two of the main administrative strategies currently employed in the organizational environment.

Multiproduct slot allocation heuristic to minimize storage space

2014 ◽  
Vol 42 (3) ◽  
pp. 172-186 ◽  
Author(s):  
Claudia Battista ◽  
Andrea Fumi ◽  
Luigi Laura ◽  
Massimiliano M. Schiraldi
Keyword(s):  
Operations Management ◽  
Material Handling ◽  
Critical Issue ◽  
Service Level ◽  
Future Research ◽  
Management Problem ◽  
Warehouse Management ◽  
Slot Allocation ◽  
Content Type ◽  
Vertex Colouring

Purpose – Since developing efficient product-location strategies represents a critical issue in operations management, due to its impact on warehouses performance in terms of both service level and operation costs, this paper aims to focus on possible improvements in the allocation of SKUs, numerically evaluating how these can lead to a reduction of both overall required warehouse space and material handling times. Design/methodology/approach – The undertaken approach focused on translating the warehouse management problem into a vertex colouring problem, modelling it as a multi-criteria problem and solving it through a properly modified algorithm. Findings – The heuristic validation on a real industrial case demonstrated its high optimization potential, and its benchmarking simulations showed performances significantly close to the best conceivable case. Indeed, though using a dedicated storage policy, the gained optimization value turned to be definitively close to the lower bound calculated through a randomized storage policy, which, differently from the proposed solution, must be inevitably supported by a warehouse management system software. Originality/value – This work presents an original multiproduct slot allocation heuristic developed by taking cue from vertex colouring problems and its pragmatic evaluation on a real industrial case; a benchmark with the randomized storage policy is also presented in order to underline the heuristic effectiveness and to point out possible future research opportunities.

Industry 4.0 adoption as a moderator of the impact of lean production practices on operational performance improvement

2019 ◽  
Vol 39 (6/7/8) ◽  
pp. 860-886 ◽  
Author(s):  
Guilherme Luz Tortorella ◽  
Ricardo Giglio ◽  
Desirée H. van Dun
Keyword(s):  
Performance Improvement ◽  
Operations Management ◽  
Industry 4.0 ◽  
Industrial Revolution ◽  
Lean Production ◽  
Superior Performance ◽  
Operational Performance ◽  
Manufacturing Companies ◽  
Content Type ◽  
The Impact

Purpose The purpose of this paper is to examine the moderating role of Industry 4.0 technologies on the relationship between lean production (LP) and operational performance improvement within Brazil, a developing economy context. Design/methodology/approach One representative from each of the 147 studied manufacturing companies filled in a survey on three internally related lean practice bundles and two Industry 4.0 technology bundles, with safety, delivery, quality, productivity and inventory as performance indicators. As this study was grounded on the contingency theory, multivariate data analyses were performed, controlling for four contingencies. Findings Industry 4.0 moderates the effect of LP practices on operational performance improvement, but in different directions. Process-related technologies negatively moderate the effect of low setup practices on performance, whereas product/service-related technologies positively moderate the effect of flow practices on performance. Originality/value With the advent of Industry 4.0, companies have been channelling their efforts to achieve superior performance by advancing levels of automation and interconnectivity. Eventually, widespread and proven manufacturing approaches, like LP, will integrate such technologies which may, in turn, impair or favour operational performance. Contrary to previous studies, the contingencies appeared to have a less extensive effect. The authors point to various options for further study across different socio-economic contexts. This study evidenced that purely technological adoption will not lead to distinguished results. LP practices help in the installation of organisational habits and mindsets that favour systemic process improvements, supporting the design and control of manufacturers’ operations management towards the fourth industrial revolution era.

scholarly journals A lean proposal: development of value stream mapping for L'Oreal's artwork process

2020 ◽  
Vol 26 (7) ◽  
pp. 1925-1947
Author(s):  
Sid Ghosh ◽  
Kaitlin Lever
Keyword(s):  
Lead Time ◽  
Human Error ◽  
Service Level Agreement ◽  
Value Added ◽  
Service Level ◽  
Value Stream Mapping ◽  
Time Data ◽  
Content Type ◽  
Value Stream ◽  
Business To Business

PurposeThis research develops value stream mapping (VSM) for L'Oreal's artwork process, to eliminate waste, reduce lead time and identify stages that can be automated, which makes the process less prone to human error and more responsive to fulfilling business-to-business customer requirements. In addition, amendments frequently occur slowing down the artwork process. In this context, VSM is applied to L'Oreal's artwork process to reduce lead time, human error and missed deadlines.Design/methodology/approachThis study uses data from L'Oreal's artwork tracker from 2018–2019, which is manually tracked by the launch team. The service level agreement and task time data have been collected from 12 employees representing the launch, factory and marketing teams working on the artwork process. Qualitative feedback was also obtained from nine employees to validate the VSM for L'Oreal's artwork process.FindingsVSM identified stages that can be streamlined and automated in L'Oreal's artwork process, which makes the process more efficient and responsive to changing scope of the artworks. 50% of the stages have been eliminated from the manual artwork process, resulting in a reduced lead time of 10.5 days and a reduction of 28% spent on the process. This allows the artwork process to be more agile to the requirements of business-to-business customers. The proposed VSM shows a 73% increase in value-added time for a renovation and a 75% increase in value-added time for new product developments.Originality/valueVSM has been specifically designed, developed and analyzed for L'Oreal's artwork process, in order to make the process more efficient and responsive to business-to-business customer’s requirements.

Drivers of retail on-shelf availability

2016 ◽  
Vol 46 (5) ◽  
pp. 516-535 ◽  
Author(s):  
Issam Moussaoui ◽  
Brent D. Williams ◽  
Christian Hofer ◽  
John A. Aloysius ◽  
Matthew A. Waller
Keyword(s):  
Supply Chain ◽  
Operations Management ◽  
Service Level ◽  
Journal Articles ◽  
Retail Operations ◽  
Inventory Theory ◽  
Underlying Assumption ◽  
Content Type ◽  
Advance Research ◽  
Leading Journals

Purpose – The purpose of this paper is to: first, provide a systematic review of the drivers of retail on-shelf availability (OSA) that have been scrutinized in the literature; second, identify areas where further scrutiny is needed; and third, critically reflect on current conceptualizations of OSA and suggest alternative perspectives that may help guide future investigations. Design/methodology/approach – A systematic approach is adopted wherein nine leading journals in logistics, supply chain management, operations management, and retailing are systematically scanned for articles discussing OSA drivers. The respective journals’ websites are used as the primary platform for scanning, with Google Scholar serving as a secondary platform for completeness. Journal articles are carefully read and their respective relevance assessed. A final set of 73 articles is retained and thoroughly reviewed for the purpose of this research. The systematic nature of the review minimizes researcher bias, ensures reasonable completeness, maximizes reliability, and enables replicability. Findings – Five categories of drivers of OSA are identified. The first four – i.e., operational, behavioral, managerial, and coordination drivers – stem from failures at the planning or execution stages of retail operations. The fifth category – systemic drivers – encompasses contingency factors that amplify the effect of supply chain failures on OSA. The review also indicates that most non-systemic OOS could be traced back to incentive misalignments within and across supply chain partners. Originality/value – This research consolidates past findings on the drivers of OSA and provides valuable insights as to areas where further research may be needed. It also offers forward-looking perspectives that could help advance research on the drivers of OSA. For example, the authors invite the research community to revisit the pervasive underlying assumption that OSA is an absolute imperative and question the unidirectional relationship that higher OSA is necessarily better. The authors initiate an open dialogue to approach OSA as a service-level parameter, rather than a maximizable outcome, as indicated by inventory theory.

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