Towards Lean Manufacturing from Theory of Constraints: A Case Study in Footwear Industry

2017 ◽  
Author(s):  
Kevin Alvarez ◽  
Darwin Aldas ◽  
John Reyes
Keyword(s):  
Lean Manufacturing ◽  
Theory Of Constraints ◽  
Footwear Industry

CAN THE TOYOTA WAY OVERCOME THE RECENT TOYOTA SETBACK? — A STUDY BASED ON THE THEORY OF CONSTRAINTS

2010 ◽  
Vol 09 (02) ◽  
pp. 145-156 ◽  
Author(s):  
SIMON WU ◽  
MAURICIO F. BLOS ◽  
HUI MING WEE ◽  
YI-LI CHEN
Keyword(s):  
Lean Manufacturing ◽  
Hybrid Vehicles ◽  
Theory Of Constraints ◽  
General Motors ◽  
Business World ◽  
Manufacturing Techniques ◽  
Problem Solving Strategy ◽  
Solving Strategy ◽  
Industrial Strength

The Japanese carmaker Toyota has long been regarded as the pinnacle of Japanese innovation, manufacturing quality and industrial strength — particularly since it overtook General Motors in 2008 to become the world's biggest carmaker. Its "lean" manufacturing techniques and culture of continuous improvement were the envy of the business world. Companies sent delegations to tour Toyota's factories in the hope that some of its magic would rub off on them. But within a few weeks all this has changed. Problems with "unintended acceleration" of its cars which the firm has belatedly taken seriously, has resulted in a crisis within the company. Toyota's woes were compounded on 9 February 2009 when it said it would also recall 440,000 hybrid vehicles, including the celebrated Prius, to fix a problem with their brakes. The firm's reputation for quality, on which the business was built, is shattered. Its market capitalization has dropped by an amount roughly equal to the entire value of Ford. But the greatest damage has been done by its misreading and mishandling of the crisis. Surrounding this current problem, we came with an interesting question: Can the Toyota Way bring back Toyota to the lead? The aim of this paper has the intention to answer two significant questions. The first question is "Is the Toyota Way safe enough to prevent problems brewing outside its factories?" In order to address this question and get reasonable answer, this study tries to use the Theory of Constraints (TOC) to discover the root causes and countermeasures of how Toyota's Way can bring back Toyota to the lead. The second question is "Can TOC deal with this kind of complicated problem effectively?" From the case study, we successfully answered the two preceding questions, presenting some findings about TOC problem solving strategy.

Motivating Growth in Low-tech Manufacturing Industries

2019 ◽  
Vol 2 (1) ◽  
Author(s):  
Naomi HERTZ
Keyword(s):  
Value Chain ◽  
Field Research ◽  
Sustainable Competitive Advantage ◽  
Manufacturing Plants ◽  
Footwear Industry ◽  
Technological Platform ◽  
Qualitative Methodologies ◽  
Developed World ◽  
Depth Interviews

Intensive manual labor enterprises in the developed world face challenges competing with products imported from countries where manufacturing costs are low. This reduces the volume of domestic production and leads to rapid loss of knowledge and experience in production processes. This study focuses on the Israeli footwear industry as a case study. Qualitative methodologies were applied, including in-depth interviews and field observations. A literature review on previous research, and contemporary trends was conducted. The field research examines challenges along the value chain in small factories. It finds that mass production paradigms impose a decentralized process between designers and manufacturers and therefore do not leverage local potential into a sustainable competitive advantage for small factories. The proposed solution is a digital and technological platform for small manufacturing plants. The platform mediates and designs the connections between production, technology, and design and enables the creation of a joint R&D system.

scholarly journals Using Enterprise Architecture to Integrate Lean Manufacturing, Digitalization, and Sustainability: A Lean Enterprise Case Study in the Chemical Industry

2021 ◽  
Vol 13 (9) ◽  
pp. 4851
Author(s):  
Ming-Hui Liao ◽  
Chi-Tai Wang
Keyword(s):  
Chemical Industry ◽  
Lean Manufacturing ◽  
Enterprise Architecture ◽  
Raw Materials ◽  
Core Competencies ◽  
Sustainable Business ◽  
Business Transformation ◽  
Lean Enterprise ◽  
Architecture Framework

The chemical industry has sustained the development of global economies by providing an astonishing variety of products and services, while also consuming massive amounts of raw materials and energy. Chemical firms are currently under tremendous pressure to become lean enterprises capable of executing not only traditional lean manufacturing practices but also emerging competing strategies of digitalization and sustainability. All of these are core competencies required for chemical firms to compete and thrive in future markets. Unfortunately, reports of successful transformation are so rare among chemical firms that acquiring the details of these cases would seem an almost impossible mission. The severe lack of knowledge about these business transformations thus provided a strong motivation for this research. Using The Open Group Architecture Framework, we performed an in-depth study on a real business transformation occurring at a major international chemical corporation, extracting the architecture framework possibly adopted by this firm to become a lean enterprise. This comprehensive case study resulted in two major contributions to the field of sustainable business transformation: (1) a custom lean enterprise architecture framework applicable to common chemical firms making a similar transformation, and (2) a lean enterprise model developed to assist chemical firms in comprehending the intricate and complicated dynamics between lean manufacturing, digitalization, and sustainability.

scholarly journals Variability and Uncertainty Analysis in Value Stream Mapping

2019 ◽  
Vol 8 (12S2) ◽  
pp. 533-538
Keyword(s):  
Lean Manufacturing ◽  
Value Stream Mapping ◽  
Strong Impact ◽  
Food Sector ◽  
Value Stream ◽  
Current State ◽  
Potential Risks ◽  
Tools And Techniques ◽  
A Current

Lately, value stream mapping (VSM) is integrated with tools and techniques that belong to other areas of knowledge such as risk management (RM). It is well known tool in showing the value, value stream and the flow which represents three of lean manufacturing (LM) principles. This integration, gives more benefit in covering two of VSM issues such as considering the variability and uncertainty of production processes. In this paper, a model named variable value stream mapping (V-VSM) that integrates the two was showed, explained and tested. The model helps to generate the VSM in a dynamic way with the identification of current and potential risks. These risks might happen in the future bringing a strong impact on not reaching the main objectives in the defined time and cost. The model has been tested by conducting a case study in food sector. A current state map was built using both models, traditional VSM and VVSM. The results showed the effect of variability and uncertainty on the total cycle time (CT) and lead time (LT) values, where the traditional VSM failed to show it by being a static tool. Comparing the results of both models show the differences in presenting the real state of manufacturing environment..

scholarly journals Industrial Case Study on Lean Manufacturing Implemented on Manufacturing Polypropylene Ropes Industry Amravati

2021 ◽  
Vol 9 (12) ◽  
pp. 1318-1323
Author(s):  
Vipul Deshpande
Keyword(s):  
Lean Manufacturing ◽  
Manufacturing Industry ◽  
Service Industry ◽  
Developing Economies ◽  
Labour Productivity ◽  
Shop Floor ◽  
Industrial Case Study ◽  
Lean Principles ◽  
Manufacturing Techniques

Abstract: Lean manufacturing has been one of the most standard method in the manufacturing and service industry for elimination of waste. Every manufacturing industry has to put in continuous effort for its survival in the current impulsive and competitive economy. The purpose of this paper is to investigate the adoption of lean manufacturing tools and techniques in the manufacturing industries. This paper is based on actual implementation of lean manufacturing techniques. It focuses on the execution of flow from the start until the end of the implementation, types of analysis and tools applied, evaluation methods and how the industry benefited from the implementation. In this case study we particularly focused on Shop floor management, Quality Management (QM), Supplier and Customer Management (SCM) and Workforce Management (WM). After going through various testing on implementation of Lean Manufacturing principles in Micro Small medium Enterprise (MSME), researcher studied thoughts of some author where they discussed pragmatic problems they overcome while implementing lean principles in developing economies MSME. At the end, the result shows that there is monthly increment in capital productivity and labour productivity. And decrement in inhouse rejection, breakdown hours and customer complaint from the implementation of lean.

scholarly journals A Quantitative Model for Decomposing & Assessing the Value for the Customer

2014 ◽  
Vol 2 (1) ◽  
pp. 104-138 ◽  
Author(s):  
Susana Nicola ◽  
Eduarda Pinto Ferreira ◽  
João José Pinto Ferreira
Keyword(s):  
Network Analysis ◽  
Intangible Assets ◽  
Quantitative Model ◽  
Value Network ◽  
Enterprise Life Cycle ◽  
Footwear Industry ◽  
Proposed Model ◽  
Marketing Area ◽  
Structured Approach

The research presented in this paper proposes a novel quantitative model for decomposing and assessing the Value for the Customer. The proposed approach builds on the different dimensions of the Value Network analysis proposed by Verna Allee having as background the concept of Value for the Customer proposed by Woodall. In this context, the Value for the Customer is modelled as a relationship established between the exchanged deliverables and a combination of tangible and intangible assets projected into their endogenous or exogenous dimensions. The Value Network Analysis of the deliverables exchange enables an in-depth understanding of this frontier and the implicit modelling of co-creation scenarios. The proposed Conceptual Model for Decomposing Value for the Customer combines several concepts: from the marketing area we have the concept of Value for the Customer; from the area of intellectual capital the concept of Value Network Analysis; from the collaborative networks area we have the perspective of the enterprise life cycle and the endogenous and exogenous perspectives; at last, the proposed model is supported by a mathematical formal description that stems from the area of Multi-Criteria Decision Making. The whole concept is illustrated in the context of a case study of an enterprise in the footwear industry (Pontechem). The merits of this approach seem evident from the contact with Pontechem as it provides a structured approach for the enterprises to assess the adequacy of their value proposition to the client/customer needs and how these relate to their endogenous and/or exogenous tangible or intangible assets. The proposed model, as a tool, may therefore be a useful instrument in supporting the commercialisation of new products and/or services.

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