Implementation of hybrid Kanban-CONWIP system: a case study

2017 ◽  
Vol 28 (6) ◽  
pp. 714-736 ◽  
Author(s):  
Dênis Gustavo Leonardo ◽  
Bruno Sereno ◽  
Daniel Sant Anna da Silva ◽  
Mauro Sampaio ◽  
Alexandre Augusto Massote ◽  
...  
Keyword(s):  
Control Systems ◽  
Hybrid System ◽  
Production Control ◽  
Job Shop ◽  
Lean Production ◽  
Shop Floor ◽  
Content Type ◽  
Floor Control ◽  
Low Volume

Purpose Shop floor control systems are generally major points of discussion in production planning and control literature. The purpose of this paper is to investigate how lean production control principles can be used in a make-to-order (MTO) job shop, where the volume is typically low and there is high variety. This paper examines the procedures involved in implementing a constant work-in-process (CONWIP)/Kanban hybrid system in the shop floor environment and also provides insights and guidelines on the implementation of a hybrid system in a high-variety/low-volume environment. Design/methodology/approach The authors review literature on Kanban, CONWIP, and CONWIP/Kanban hybrid systems to analyze how lean production control principles can be used in a MTO job shop. The second part focuses on the process of implementation. Using a case study of a manufacturer of electromechanical components for valve monitoring and controls, the paper describes how the operation is transformed by for more efficient shop floor control systems. Real experiments are used to compare pre- and post-improvement performance. Findings The study shows that the proposed hybrid Kanban-CONWIP system reduced the cycle time and achieved an increase of 38 percent in inventory turnover. The empirical results from this pilot study provide useful managerial insights for a benchmarking analysis of the actions to be taken into consideration by companies that have similar manufacturing systems. Research limitations/implications The statistic generalization of the results is impossible due to the use of a single case method of study. Originality/value This paper provides insights and guidelines on the implementation of a hybrid system in a high-variety/low-volume environment. The literature on real applications of hybrid CONWIP/Kanban by case study is limited.

Classification and relationships between risks that affect lean production implementation

2015 ◽  
Vol 26 (1) ◽  
pp. 57-79 ◽  
Author(s):  
Giuliano Almeida Marodin ◽  
Tarcísio Abreu Saurin
Keyword(s):  
Factor Analysis ◽  
Lean Production ◽  
Shop Floor ◽  
Management Support ◽  
The South ◽  
Multiple Sources ◽  
Content Type ◽  
Confirmatory Factor ◽  
South Of Brazil

Purpose – The purpose of this paper is twofold: to classify the risks that affect the lean production implementation (LPI) process, and to demonstrate how that classification can help to identify the relationships between the risks. Design/methodology/approach – Initially, a survey was conducted to identify the probability and impact of 14 risks in LPI, which had been identified based on a literature review. The sample comprised 57 respondents, from companies in the south of Brazil. An exploratory factor analysis was carried out to analyze the results of the survey, allowing the identification of three groups of risks in LPI. Then, a case study was conducted in one of the companies represented in the survey, in order to identify examples of relationships between the risks. Multiple sources of evidence were used in the case study, such as interviews, observations and documents analysis. Findings – The risks that affect LPI were grouped into three categories: management of the process of LPI, top and middle management support and shop floor involvement. A number of examples of relationships between the risks were identified. Research limitations/implications – The survey was limited to companies from the south of Brazil and therefore its results cannot be completelly generalized to other companies. Moreover, the results of the survey were not subjected to a confirmatory factor analysis. Originality/value – This study helps to improve the understanding of LPI, as: it re-interprets the factors, barriers and difficulties for LPI from the perspective of risk management, which had not been used for that purpose so far; it presents a classification of the risks that affect LPI, which can support the understanding of the relationships between the risks and, as a result, it can support the development of more effective methods for LPI.

Participative work design in lean production

2015 ◽  
Vol 27 (1) ◽  
pp. 19-33 ◽  
Author(s):  
Annika Lantz ◽  
Niklas Hansen ◽  
Conny Antoni
Keyword(s):  
Decision Making ◽  
Team Learning ◽  
Lean Production ◽  
Job Design ◽  
Learning Processes ◽  
Management Policy ◽  
Shop Floor ◽  
Content Type ◽  
Proactive Behaviour ◽  
The Relationship

Purpose – The purpose of this paper is to explore job design mechanisms that enhance team proactivity within a lean production system where autonomy is uttermost restricted. We propose and test a model where the team learning process of building shared meaning of work mediates the relationship between team participative decision-making, inter team relations and team proactive behaviour. Design/methodology/approach – The results are based on questionnaires to 417 employees within manufacturing industry (response rate 86 per cent) and managers’ ratings of team proactivity. The research model was tested by mediation analysis on aggregated data (56 teams). Findings – Team learning mediates the relationship between participative decision-making and inter team collaboration on team proactive behaviour. Input from stakeholders in the work flow and partaking in decisions about work, rather than autonomy in carrying out the work, enhance the teams’ proactivity through learning processes. Research limitations/implications – An investigation of the effects of different leadership styles and management policy on proactivity through team-learning processes might shed light on how leadership promotes proactivity, as results support the effects of team participative decision-making – reflecting management policy – on proactivity. Practical implications – Lean production stresses continuous improvements for enhancing efficiency, and such processes rely on individuals and teams that are proactive. Participation in forming the standardization of work is linked to managerial style, which can be changed and developed also within a lean concept. Based on our experiences of implementing the results in the production plant, we discuss what it takes to create and manage participative processes and close collaboration between teams on the shop floor, and other stakeholders such as production support, based on a shared understanding of the work and work processes. Social implications – Learning at the workplace is essential for long-term employability, and for job satisfaction and health. The lean concept is widely spread to both public bodies and enterprises, and it has been shown that it can be linked to increased stress and an increase in workload. Finding the potential for learning within lean production is essential for balancing the need of efficient production and employees’ health and well-being at work. Originality/value – Very few studies have investigated the paradox between lean and teamwork, yet many lean-inspired productions systems have teamwork as a pillar for enhancing effectiveness. A clear distinction between autonomy and participation contributes to the understanding of the links between job design, learning processes and team proactivity.

Integrating organisational- and individual-level performance management systems (PMSS): a case study in a large Indonesian public sector organisation

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Rudy M. Harahap
Keyword(s):  
Public Sector ◽  
Performance Management ◽  
Control Systems ◽  
Developing Country ◽  
Management Systems ◽  
Content Type ◽  
Performance Management Systems ◽  
Individual Level ◽  
Level Performance

Purpose This study aims to comprehensively examine the integration of organisational- and individual-level performance management systems (PMSs) in the context of public sector organisations (PSOs) of developing countries (DCs), by investigating the elements of PMSs in the studied organisation. Design/methodology/approach A case study in a large PSO of a developing country was conducted. The design of the study and the data analysis drew on Ferreira and Otley’s PMSs framework. Data were captured from electronic and printed document archives, online written interviews with participants and face-to-face interviews. The data then were triangulated and analysed thematically. Findings The study reveals a recursive relationship between culture and PMSs, and identifies conflicting regulatory requirements and a lack of information technology capacity led to the development of dual, loosely coupled PMSs in the studied organisation. Research limitations/implications The findings may not be generalisable beyond a large, PSO in a developing country; the study did not consider the linkages between the integration of organisational- and individual-level PMSs and other PMSs; the study looked at only two notions of culture; and the study asked participants to recall past events, so was retrospective in its design. Practical implications The findings illustrate the need for public sector managers and key policymakers to use both formal and informal control systems, together with technical and social integration mechanisms, as well as management accounting (MA) and human resources management (HRM) control approaches, when attempting to integrate organisational- and individual-level PMSs in the PSOs of DCs. Social implications Future studies may usefully investigate the integration of organisational- and individual-level PMSs in different contexts, consider culture and contextual factors when investigating the integration of organisational- and individual-level PMSs in different contexts, examine whether national culture also substantially impacts PMSs in other countries and attempt to inform the MA literature by drawing on HRM theory and research on individual-level PMSs. Such studies may help to address the gap between PMS theory and practice and better allow MA researchers to contribute to practice. Originality/value The study contributes to management control systems (MCSs) and PMSs literature by extending our understandings in the relationship between accounting and non-accounting controls, the contextual factors that affect PMSs and highlighting the importance of considering cultural context when integrating PMSs in the PSOs of DCs.

A measurement model of project control systems success for engineering and construction projects case study: contractor companies in Saudi's petroleum and chemical industry

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sahar Jawad ◽  
Ann Ledwith
Keyword(s):  
Project Management ◽  
Control Systems ◽  
Chemical Industry ◽  
Measurement Model ◽  
Measurement Tool ◽  
Maturity Model ◽  
Project Control ◽  
Content Type ◽  
Critical Elements

PurposeThe purpose of this paper is to presents a new modeling approach that provides a measurement tool for evaluating the effectiveness of Project Control Systems (PCS) and the improvement of the project control capability as a part of an organization's project management processes.Design/methodology/approachThis study used a project management maturity approach to develop a measurement model of PCS success. The key elements in this model have been identified using the Fuzzy Analytic Hierarchy Process (FAHP) method to analyze data from a case study involving contractor companies in Saudi's petroleum and chemical industry.FindingsThe results identified six critical elements for PCS success: (1) Change Management, (2) Earned Value, (3) Baselined Plan, (4) Resource Loaded, (5) Progress Method and (6) Governance Program. In addition, Project Forecasting and Corrective Action Verification were identified as the main areas where clients and contractors need to focus for the effective deployment of a PCS.Practical implicationsThe results of this study were used to create a PCS Maturity Model (PCSMM) and a PCS Success Index (PCSSI). The value of this index can help project managers to identify the maturity level of their PCS and improvement areas that lead to enhanced project performance.Originality/valueThis research presents an alternative maturity model for PCS assessment that provides a practical tool to identify areas for improving the critical elements of PCS success. The study draws a clear distinction between overall project success and the success of the PCS.

A background to shop floor control systems

1994 ◽  
pp. 3-32
Author(s):  
Alfred Bauer ◽  
Richard Bowden ◽  
Jim Browne ◽  
James Duggan ◽  
Gerard J. Lyons
Keyword(s):  
Control Systems ◽  
Shop Floor ◽  
Shop Floor Control ◽  
Floor Control

A review on advancements in applications of fused deposition modelling process

2020 ◽  
Vol 26 (4) ◽  
pp. 669-687 ◽  
Author(s):  
Sathies T. ◽  
Senthil P. ◽  
Anoop M.S.
Keyword(s):  
Additive Manufacturing ◽  
Research Work ◽  
Rapid Tooling ◽  
Future Research ◽  
Fused Deposition Modelling ◽  
Content Type ◽  
Fused Deposition ◽  
Low Volume ◽  
Customized Products

Purpose Fabrication of customized products in low volume through conventional manufacturing incurs a high cost, longer processing time and huge material waste. Hence, the concept of additive manufacturing (AM) comes into existence and fused deposition modelling (FDM), is at the forefront of researches related to polymer-based additive manufacturing. The purpose of this paper is to summarize the research works carried on the applications of FDM. Design/methodology/approach In the present paper, an extensive review has been performed related to major application areas (such as a sensor, shielding, scaffolding, drug delivery devices, microfluidic devices, rapid tooling, four-dimensional printing, automotive and aerospace, prosthetics and orthosis, fashion and architecture) where FDM has been tested. Finally, a roadmap for future research work in the FDM application has been discussed. As an example for future research scope, a case study on the usage of FDM printed ABS-carbon black composite for solvent sensing is demonstrated. Findings The printability of composite filament through FDM enhanced its application range. Sensors developed using FDM incurs a low cost and produces a result comparable to those conventional techniques. EMI shielding manufactured by FDM is light and non-oxidative. Biodegradable and biocompatible scaffolds of complex shapes are possible to manufacture by FDM. Further, FDM enables the fabrication of on-demand and customized prosthetics and orthosis. Tooling time and cost involved in the manufacturing of low volume customized products are reduced by FDM based rapid tooling technique. Results of the solvent sensing case study indicate that three-dimensional printed conductive polymer composites can sense different solvents. The sensors with a lower thickness (0.6 mm) exhibit better sensitivity. Originality/value This paper outlines the capabilities of FDM and provides information to the user about the different applications possible with FDM.

Shop floor management system in the context of smart manufacturing: a case study

2019 ◽  
Vol 11 (5) ◽  
pp. 837-862 ◽  
Author(s):  
Diamantino Torres ◽  
Carina Pimentel ◽  
Susana Duarte
Keyword(s):  
Cyber Security ◽  
Performance Indicator ◽  
Theoretical Background ◽  
Smart Manufacturing ◽  
Shop Floor ◽  
Security Technology ◽  
Content Type ◽  
Smart Technologies ◽  
Manufacturing Technologies

Purpose The purpose of this study intends to make a characterization of a shop floor management (SFM) system in the context of smart manufacturing, through smart technologies and digital shop floor (DSF) features. Design/methodology/approach To attain the paper objective, a mixed method methodology was used. In the first stage, a theoretical background was carried out, to provide a comprehensive understanding on SFM system in a smart manufacturing perspective. Next, a case study within a survey was developed. The case study was introduced to characterize a SFM system, while the survey was made to understand the level of influence of smart manufacturing technologies and of DSF features on SFM. In total, 17 experts responded to the survey. Findings Data analytics is the smart manufacturing technology that influences more the SFM system and its components and the cyber security technology does not influence it at all. The problem solving (PS) is the SFM component more influenced by the smart manufacturing technologies. Also, the use of real-time digital visualization tools is considered the most influential DSF feature for the SFM components and the data security protocols is the least influential one. The four SFM components more influenced by the DSF features are key performance indicator tracking, PS, work standardization and continuous improvement. Research limitations/implications The study was applied in one multinational company from the automotive sector. Originality/value To the best of the authors’ knowledge, this work is one of the first to try to characterize the SFM system on smart manufacturing considering smart technologies and DSF features.

The managerial issues related to transferring shop floor knowledge in manufacturing relocation

2014 ◽  
Vol 34 (11) ◽  
pp. 1389-1416 ◽  
Author(s):  
Mette Praest Knudsen ◽  
Erik Skov Madsen
Keyword(s):  
Shop Floor ◽  
Content Type ◽  
Manufacturing Facility ◽  
Managerial Practices ◽  
Study Approach ◽  
International Production ◽  
Time Gap ◽  
Manufacturing Facilities ◽  
Practical Implications

Purpose – The purpose of this paper is to explore the specific practices of management in the dispatching unit and to identify mechanisms for supporting transfer of shop floor knowledge embedded in operating manufacturing equipment. Design/methodology/approach – The paper applies an inductive and a case study approach for exploring three empirical cases that represent different manufacturing facility relocation processes and differences in the applied managerial practices. Findings – The paper identifies two important gaps in international production literature when firms relocate equipment to other sites; a time gap (from dismantling to re-assembly of production facilities) and a space gap (from the current to the new site abroad). These gaps are important for understanding why relocation processes are difficult and what management can do to facilitate such processes. Practical implications – The paper identifies four issues that management faces in the dispatching context when relocating manufacturing facilities. Originality/value – The paper gives new insights to a limited literature of shop floor knowledge transfer when relocating manufacturing facilities.

Sign in / Sign up

Export Citation Format

Share Document