Improving Productivity of A Production Line in Perfumes Industry in Egypt Using Lean Manufacturing Methodology

2020 ◽  
Author(s):  
Ahmed M. Radwan ◽  
Ibrahim R. Abdel Rahman ◽  
Ahmed W. Roshdy ◽  
Irene S. Fahim
Keyword(s):  
Production Line ◽  
Lean Manufacturing

scholarly journals Implementation of Lean Manufacturing in a Cement Industry

2021 ◽  
Vol 11 (3) ◽  
pp. 7069-7074
Author(s):  
M. Masmali
Keyword(s):  
Production Line ◽  
Lean Manufacturing ◽  
Production Control ◽  
Value Added ◽  
Cement Industry ◽  
Shop Floor ◽  
Value Stream Mapping ◽  
Cement Production ◽  
Work In Process ◽  
Production Processes

The lean manufacturing concept is a systematic minimization of waste and non-value activities in production processes introduced by the Toyota production system. In this research, lean manufacturing is implemented in a cement production line. Value Stream Mapping (VSM) is applied to give a clear picture of the value chain in cement production processes and to highlight the non-value-added in the shop floor. To begin, the existing VSM is constructed based on the information and data gathered during visiting and observing the manufacturing process in the firm. As a result, the excess inventory between workstations was identified as a major waste generation, hence, the proposed VSM conducts further improvement and makes action plans to alleviate the unwanted activities. Then, the takt time to ensure smooth material flow and to avoid any occurring delay or bottleneck in the production line was figured out. The supermarket pull-based production control is suggested to be adopted in the future map. Two pull production strategies are selected in this case. The first is applying the Kanban system to control the level of inventory between workstations. The other is the CONWIP approach to control the amount of work in process to the entire production line. The outcome of the proposed models indicates a decrease of the none-value time from 23 days in the current state to about 4 and 2 days in Kanban and CONWIP systems respectively, so the CONWIP was suggested as most efficient. Some suggestions for further research are also mentioned.

Process Improvement at Automotive Assembly Line Using Line Balancing and Lean Manufacturing Approach

2020 ◽  
Vol 899 ◽  
pp. 268-274
Author(s):  
Mohamad Hafizdudin bin Tajul Arifin ◽  
Wan Emri Wan Abdul Rahman
Keyword(s):  
Process Improvement ◽  
Automotive Industry ◽  
Manufacturing Process ◽  
Production Line ◽  
Lean Manufacturing ◽  
Assembly Line ◽  
Line Balancing ◽  
Automotive Company ◽  
Automotive Assembly ◽  
Current Production

The aim of this study is to analyze the existing production line in the automotive industry and proposed a layout of improved production line in the manufacturing process and obtain the optimum rate of production time. Thus, line balancing method and Yamazumi Chart was utilized to analyze the current and proposed production line. The collection of the data of the existing production line was conducted at one of the automotive company in Malaysia. From the analysis of current production line, two improved layout were proposed and evaluated. The proposed layout was selected based on a balanced production line and ability to meet customer demand. A balanced production line will ensure smooth process and eliminate wastage during operation

scholarly journals Modular Home off-site Construction Production Line Improvement

2015 ◽  
pp. 503-512
Author(s):  
Youyi Zhang ◽  
Mana Moghadam ◽  
Mohamed Al-Hussein
Keyword(s):  
Production Line ◽  
Lean Manufacturing ◽  
Production Efficiency ◽  
Assembly Line ◽  
Modular Construction ◽  
Commercial Building ◽  
Market Competitiveness ◽  
Novel Approach ◽  
Building Information ◽  
High Production

Today modular and off-site construction practices are widely used as a novel approach to residential and commercial building construction. Although this approach is known for its high production efficiency and low material waste, manufacturers are facing the challenge of fully differentiating their modular construction procedures from the conventional construction approach. Manufacturers are thus seeking to continuously implement efficient methodologies to improve their production line effectiveness, thereby enhancing their market competitiveness. This paper proposes a methodology enabling the modular manufacturer to overcome this challenge and increase their assembly line productivity by implementing building information modelling (BIM)-supported lean manufacturing concepts, with a particular focus on the importance of the upstream pre-assembly line. This technique was implemented on a case-study, a residential modular factory, and increased the production line productivity by implementing the Lean-assembly concept. This approach is supported by the information provided from an enhanced BIM model generated to deliver accurate resource quantity required at each assembly station.

scholarly journals Usulan Peningkatan Efisiensi Keseimbangan Lini Dengan Value Stream Mapping Dan Yamazumi Chart Pada PT.PAI

Jurnal METRIS ◽  
2021 ◽  
Vol 20 (1) ◽  
pp. 33-44
Author(s):  
Iphov K. Sriwana ◽  
Kurniawan Kurniawan
Keyword(s):  
Production Line ◽  
Lean Manufacturing ◽  
Value Stream Mapping ◽  
Relationship Matrix ◽  
Value Stream ◽  
Second Stage ◽  
Current Value ◽  
Assessment Questionnaire ◽  
Is Value ◽  
Sports Shoes

PT. PAI is a footware company that produces sports shoes. The production process at PT. PAI, has a waste of 15.891%. To overcome the problems that occur, this study was conducted with the aim of identifying and proposing waste elimination. The method used is a lean manufacturing approach. One of the tools used is Value Stream Mapping (VSM) and Yamazumi Chart. The first stage to solve the problem is the identification of waste using the Waste Relationship Matrix (WRM), Waste Assessment Questionnaire (WAQ) and VALSAT. The second stage is carried out by designing the current Value Stream Mapping (VSM), designing the proposed improvements using the Yamazumi Chart to balance the production line and designing the Future VSM based on the results of the proposals that have been given. The result of identification using these tools is known that the biggest waste is waste in the process with a percentage of 15.891% followed by overproduction of 15.774%. Based on the calculation using VSM and Yamazumi Chart, elimination of waste can be done as much as 5.48%, reducing the number of workers by 32 people and reducing the number of work stations by 16 work stations

scholarly journals Implementation of Quality Filter Mapping (QFM) in Hot Press Using Lean Manufacturing To Eliminate Waste

2021 ◽  
Vol 1 (2) ◽  
Author(s):  
Muhamad Yasin ◽  
Lukmandono
Keyword(s):  
Production Line ◽  
Lean Manufacturing ◽  
Systematic Approach ◽  
Main Product ◽  
Hot Press ◽  
Customer Demand ◽  
Manufacturing Company ◽  
The Face ◽  
Press Time

PT Sakari Sumber Abadi is a manufacturing company that is engaged in producing plywood products as its main product. This company has waste in the production line, namely in the 4.6 mm Birch product, including shrinkage putty, press mark, tip delemination, bubbles, ripping. Whereas for 18 mm Birch products, among others, press marks, putty shrinkage, concave, overlap, putty face too wide, ripping, waste in the face and delamination of the ends. What you want to achieve in this research is to eliminate the waste of 4.6 mm Birch Products and 18 mm Birch Products found in the Hot Press section in order to fulfill customer demand with the Lean Manufacturing approach. Lean Manufacturing is a systematic approach that eliminates waste and transforms processes. The results of the inspection using the Quality Filter Mapping (QFM) method obtained the largest waste in the Birch 4.6 mm Face 0.5 mm product, namely Failure to Riject by 0.82% and on Birch 18 mm Face 0.28 mm product, namely Failure to Riject by 7.1%. Recommendations for improvement include standard parameters of temperature, press time and pressure.

Using Lean-Sigma for the Integration of Two Products During a Ramp-Up Event

2020 ◽  
pp. 954-976
Author(s):  
Noe Alba-Baena ◽  
Francisco J. Estrada ◽  
Oswaldo Omar Sierra Torres
Keyword(s):  
Statistical Analysis ◽  
Production Process ◽  
Continuous Improvement ◽  
Six Sigma ◽  
Production Line ◽  
Lean Manufacturing ◽  
New Product ◽  
Quality Level ◽  
Manufacturing Environment ◽  
Improvement Methodologies

Keeping up the quality level in in a manufacturing environment has become an issue when trying to start the production of a new product which is in a ramp-up stage into a running production line ramp-down model. If production of the old model is ended too fast will make shortages in the customer supply, and will have excessive inventory numbers of the newer product. Trying the re-design in a production line to keep building the old model while incorporating the newer tends to create an undesirable impact on quality and productivity. Nowadays, continuous improvement methodologies like Lean and Six Sigma are used to solve this challenge. While Lean Manufacturing tends to be efficient for quick fixes, Six Sigma works better when there is plenty of time to conduct deeper statistical analysis. This chapter describes a combination of Lean Manufacturing speed with the Six Sigma analysis' power. Combined to maintain the quality and productivity of a production process during such conditions.

Implementation of the Lean Model for Carrying out Value Stream Mapping and SMED in the Aerospace Engine Case Production

2012 ◽  
Vol 542-543 ◽  
pp. 302-310 ◽  
Author(s):  
Chen Hua Wang ◽  
Jar Her Kao ◽  
Sanjay Kumar Thakur
Keyword(s):  
Production Line ◽  
Lean Manufacturing ◽  
Lead Time ◽  
Setup Time ◽  
Second Step ◽  
Value Stream Mapping ◽  
Value Stream ◽  
Current State ◽  
Industry Sectors ◽  
Value Stream Map

The lean manufacturing has been widely applied in the most of the industry sectors. Single Minute Exchange of Dies (SMED) is one of lean manufacturing tools that can be used to further reduce production waste. In order to ensure waste be effectively reduced, lean manufacturing has tools to achieve its goal. The first step is analysis of current state value stream map from the production line. The second step is the use of Single Minute Exchange of Dies to propose and carry out improvement actions in bottleneck process. In this study, the aerospace engine case production lead time was reduced from 9 weeks to 7 weeks by VSM method. The SMED method was applied to improve bottleneck’s setup time from 95.68 minutes to 76.97 minutes. The lean manufacturing tool can help factory to reduce inventory in the WIP.

scholarly journals Implementasi Lean Manufacturing Guna Meminimalisasi Pemborosan Pada Proses Produksi AMDK Jenis Gelas Pada PT.XYZ

2021 ◽  
Vol 6 (2) ◽  
Author(s):  
Belita Mega Musfita ◽  
Nina Aini Mahbubah
Keyword(s):  
Production Line ◽  
Lean Manufacturing ◽  
Research Approach ◽  
Value Stream ◽  
Current State ◽  
Industrial Manufacture ◽  
Process Failure ◽  
Flow Map ◽  
The Cost ◽  
The Impact

As an industrial manufacture , xyz is an enterprise  that produces mineral water should take into account in detail the processes in each production line in order to minimize the cost of activities of valueless activities. The impact of these activities is that they are excessive and inadequate to meet customer orders. The research focused  on analysing  the activities leading to waste to a glass-type production line based on a lean production approach. A case study based explanation  is a research approach. According to the current state map, according to the current state map of  wasteacross the value stream, the 'ham-filtering' of speakers and the 'cause of process  failure  on production lines' remains to be determined . Research shows that the dominant waste of the  higher sequence is deliberate, the lead time value is 4320 seconds and the cycle time is 60 seconds. Next, the average consumer product of 7.7% exceeds the company's maximum standard. Based on value stream flow map, improvement recommendations as follows: minimize waste, disposal of worthless activities,  5W1H enhancement on the fish edge  diagram and preventative maintenance activities to prevent unavoidable defects along production process activities.

scholarly journals Improving Work System by Reducing Setup Time Activity in Drying Room in Pharmaceutical Industry with Single Minutes Exchange Die (SMED)

2018 ◽  
Vol 3 (1) ◽  
pp. 50
Author(s):  
M Yani Syafei ◽  
Tisa Lokadipati LS
Keyword(s):  
Pharmaceutical Industry ◽  
Production Line ◽  
Lean Manufacturing ◽  
Value Added ◽  
Setup Time ◽  
Production Lines ◽  
Time Activity ◽  
Time And Motion ◽  
Motion Study ◽  
Kanban System

<p>Pharmaceutical industry especially that move in generic products, have many kinds of products to be manufactured in its production lines with the shortest possible time. This condition causes the frequent of changeover process. This cause requires the company to further improve the effectiveness of the machine by reducing the time of changeover process in terms of setup and clean-up machine. In order to reducing the time of setup and clean-up activity use the method of approaches the SMED analysis method to reduce unnecessary motion waste (value added and non-value added derived from lean manufacturing). Before conduct the research, in the 5th production line was not in the Kanban system. So, it often occurs the changeover process. The longest changeover time is in the drying room. After that conduct the Time and Motion Study in order to know the detail setup activities in the drying room. This is due to problems in the working methods and environment factors. Based on data from observations made on the engine FBD, there are 49 activities comprising 44 internal activities and 5 activities that can be converted to an external. Then from 44 internal activities, only 43 were able to be combined activity of up to 11 activities. Results from this study is able to decrease setup time and clean-up on the machine FBD by 62.18%. Based on this result also, this can increase the productivity of the production line.<br />Keywords: Unnecessary motion waste, Lean Manufacturing, Value added, Non-value added, Changeover process, SMED.</p>

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