scholarly journals Lean Manufacturing Approach to Improve Speaker Manufacturing Process

2022 ◽  
Vol 0 (1) ◽  
pp. 397
Author(s):  
Nastiti Puji Lestari ◽  
Putu Dana Karningsih
Keyword(s):  
Manufacturing Process ◽  
Lean Manufacturing

Leanness assessment of organizational performance: a systematic literature review

2018 ◽  
Vol 29 (5) ◽  
pp. 768-788 ◽  
Author(s):  
Narpat Ram Sangwa ◽  
Kuldip Singh Sangwan
Keyword(s):  
Literature Review ◽  
Organizational Performance ◽  
New Product Development ◽  
Systematic Literature Review ◽  
Manufacturing Process ◽  
Lean Manufacturing ◽  
English Language ◽  
Manufacturing Sector ◽  
Content Type ◽  
Lean Assessment

Purpose The purpose of this paper is to review various themes of leanness, leanness assessment approaches, leanness assessment areas, and their evolution by a systematic literature review (SLR). Design/methodology/approach The eight types of literature review methodologies are identified and compared. The SLR is selected after critically analyzing the eight types of literature reviews. A four-phased SLR (i.e. plan, do, analyze/synthesize, and propose) has been carried out based on the peer-reviewed journal and conference articles on leanness assessment. Findings The existing literature on leanness assessment shows the lack of review-based papers on lean assessment. This study attempts to build a two-fold contribution to the field of leanness assessment: first, various types of themes, approaches, and assessment areas are identified; second, a framework for leanness assessment is proposed. The study shows that the research on leanness assessment is mainly empirical using qualitative judgment. The paper traces the changes in scope, areas, and approaches to leanness assessment. The scope of leanness assessment broadened from manufacturing process assessment to whole supply chain assessment including manufacturing process. The focus of earlier assessment was manufacturing and financial areas which now includes human resource, administration, new product development, suppliers, and customers also. Tool and technique based assessment has given way to outcome-based assessment using non-financial and qualitative parameters. Research limitations/implications One of the limitations of the study is that literature search was mainly focused on peer-reviewed articles published in English language only; therefore, some papers in others languages may have been missed. Apart from this, the SLR has been conducted for the manufacturing sector only. Practical implications The study is expected to be useful for the lean practitioners to identify the causes of reported lean failures. Moreover, the authors also expect that the conducted SLR will provide the passage to the practitioners for not only fostering the concepts on leanness assessment but also provide the vital and significant knowledge about the leanness assessment to the managers for enhancing organizational performance. Originality/value As per the authors’ knowledge, this is the first SLR on leanness assessment. It is expected that this paper will help the researchers working in the area of lean manufacturing to identify new areas of research.

An Investigation of Lean Implementation Status in Thai Manufacturing

2011 ◽  
Vol 110-116 ◽  
pp. 4050-4056
Author(s):  
Jiraporn Pradabwong ◽  
Nantawut Sriariyawat ◽  
Chivalai Temiyasathit
Keyword(s):  
Performance Measures ◽  
Cultural Change ◽  
Manufacturing Process ◽  
Lean Manufacturing ◽  
Manufacturing Cost ◽  
Manufacturing Companies ◽  
Lean Implementation ◽  
Industrial Companies ◽  
Important Barrier ◽  
Tools And Techniques

Lean Manufacturing has been widely adopted in various business and industries worldwide. To determine the current stage of Lean implementation in Thailand and the barrier Lean implementation, the qualitative research involving interview with 10 industrial companies practicing Lean manufacturing was conducted. The result from this study shows that most Lean practitioners understand the principal of Lean manufacturing. Different organization functions adopt different types of Lean tools and techniques as well as the performance measures depending on their business characteristics. However, there are three performance measures, which are manufacturing cost per unit, total sales and part per million (PPM) in defective products shipped to customers, that were adopted by all 10 companies. The most important barrier in Lean implementation is the cultural change since it requires the entire company participation. Finally, the companies participated in this study confirmed that they are satisfy with the result of Lean manufacturing though some companies have not completely adopted the Lean approach into their manufacturing process. To excellent the Lean manufacturing, companies are required to satisfy customer needs, improve the manufacturing process, and increase their flexibility. Furthermore, it is necessary for the top management to provide a clear policies as well as plan and direction. If Lean implementation is to be successful, the communication and human resource department are also the main keys.

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

Abstract 3670: Lean Manufacturing Process Improvement Methods Accelerate and Simplify Transfer of Patients to a Comprehensive Stroke Center

Stroke ◽  
2012 ◽  
Vol 43 (suppl_1) ◽  
Author(s):  
Mary Spencer ◽  
Renee B Van Stavern ◽  
Peter Panagos ◽  
Adrienne Ford ◽  
Brian Hoff ◽  
...  
Keyword(s):  
Performance Management ◽  
Process Improvement ◽  
Manufacturing Process ◽  
Lean Manufacturing ◽  
Stroke Care ◽  
Protocol Implementation ◽  
Future State ◽  
Number Of Patients ◽  
New Process ◽  
Mean Time

Background and Purpose: Acute therapies offered at comprehensive stroke centers require the rapid transfer of stroke patients from outlying hospitals. Here, we describe the application of Lean manufacturing process improvement methods to stroke care in order to accelerate the transfer of patients from outlying hospitals. Methods: A multidisciplinary team of Stroke Neurologists, Vascular Neurosurgeons, ED Physician, Call Center staff and Lean Performance Management Engineers critically evaluated the chain of events required to accept a patient for transfer from outlying hospitals. Barriers and inefficiencies were identified in a “current state” Value Stream Map (VSM). A “future state” VSM created a new process for stroke patient transfer by overcoming the identified barriers and was implemented in March, 2011. Metrics were prospectively collected for a 4-month period prior to (7/1/10-10/30/10) and after implementation of the “future state” VSM (3/1/11-6/30/11), and included: mean time from call start to physician acceptance, percent of calls resulting in acceptance of patients within 15 minutes, total number of patients accepted within 15 minutes over 4 months, and total number of calls. Student’s T-test was used to compare means, while Chi-square test was used to compare ratios. Results: Identified barriers to rapid acceptance of patients included: 1) inefficient distribution of cases between services (neurology vs. neurosurgery); 2) calls frequently transferred from one physician to another on other services; and 3) lack of available beds resulting in acceptance delays. To overcome these inefficiencies, a new process was created with the following changes: 1) alternating call coverage shared between neurology and neurosurgery; 2) immediate acceptance of the patient with behind the scenes patient allocation to appropriate service; 3) direct involvement of patient placement services in transfer process. Mean time to acceptance decreased significantly from 14 min prior to new protocol implementation to 9 minutes (p< 0.03). The total number patients accepted within 15 minutes increased from 186 to 307 during this 4-month period. Percent accepted within 15 minutes also increased from 73% to 92% (p<0.0002). In addition, the rate of patient calls (#calls/month) increased after new protocol implementation (see table ). Conclusions: Lean manufacturing process improvement tools are effective in designing hospital and physician work flow to help improve stroke care. Such practices require a collaborative approach including all parties involved in the process.

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