scholarly journals Identification Material Distribution Process to Improve Material Handling Performance Using Risk Matrix Analysis (Case Study at Paper Manufacturing)

2021 ◽  
Vol 45 (5) ◽  
pp. 369-378
Author(s):  
Ery Sugito ◽  
Rika Ampuh Hadiguna ◽  
Rizki Prakasa Hasibuan
Keyword(s):  
Lean Manufacturing ◽  
Material Handling ◽  
Product Distribution ◽  
Matrix Analysis ◽  
Value Stream Mapping ◽  
Risk Matrix ◽  
Additional Material ◽  
Paper Manufacturing ◽  
Distribution Process ◽  
Production Area

Material handling activities within a company have a very important role, especially in warehousing activities ranging from the process of receiving goods, storing goods to product distribution. To reduce the waste that occurs in material handling, a lean manufacturing approach is used with the Value Stream Mapping (VSM) method for mapping the flow of material handling activities and the flow of information on material handling activities. Waste that occurs in the material handling work process in the printing sheets area includes waiting, excess processing, and transportation. With Root Cause Analysis and Risk Matrix, it is known that the most influential root causes of waste are inadequate human resources, material handling tools in preparing goods and process break quantity from standard pallets, and distribution of areas far from the printing sheets warehouse area. Recommendations for improvement proposals offered are, providing additional material handlers, material handling tools for activities within one department by considering distance and time, reducing break quantity requests and temporary locations for receiving printing sheets in the production area, as well as collaborating with suppliers to arrange the arrival schedule of printing sheets material by communicating and updating regularly with the forwarder if the frequency of delays is too frequent. So that if it is repaired and applied it will improve the performance of the material handling.

Material Handling and Assembly Process Optimization using Value Stream Mapping

2017 ◽  
Vol 6 (1) ◽  
pp. 59
Author(s):  
Daniel Derrell Forest ◽  
G.H. Massiha
Keyword(s):  
Process Optimization ◽  
Continuous Improvement ◽  
Lean Manufacturing ◽  
Material Handling ◽  
Design Method ◽  
Added Value ◽  
Value Stream Mapping ◽  
Assembly Process ◽  
Workplace Design ◽  
Value Stream

<span>The purpose of this project is to evaluate and optimize an assembly process for ergonomic and productivity considerations. Companies use lean manufacturing as a method for continuous improvement in order to increase throughput and for to reallocate resources for more important tasks. For this project, value stream mapping (VSM) was used to evaluate, analyze, and improve the ergonomic factors of an assembly process and to increasing throughput. With the use of VSM, researchers are able to see the areas of added value, non-added value, and bottlenecks. This project illustrates the implementation of VSM for the minimization of waste, by using the design method to restructure the process of assembly. The results show drastic improvement in assembly time and ergonomic workplace design, while providing a platform for a continuous improvement system.</span>

scholarly journals Identifikasi dan Eliminasi Pemborosan Aktivitas pada Proses Produksi Suku Cadang dengan Pendekatan Lean Manufacturing

2019 ◽  
Vol 12 (2) ◽  
Author(s):  
Agustian Suseno ◽  
Hengky Hengky
Keyword(s):  
Human Resources ◽  
Production Process ◽  
Production System ◽  
Lean Manufacturing ◽  
Material Handling ◽  
Spare Parts ◽  
Value Stream Mapping ◽  
Lot Size ◽  
Value Stream ◽  
Engine Maintenance

PT. Trijaya Teknik Karawang is a manufacturing company that produces spare parts, namely the piece pivot. The increased demand make the company parties need to analyze the ability to do the production to make it more effective and efficient in order to win the competition. Preliminary observations on the production floor they still present problems that are categorized as waste. Based on it, lean manufacturing Approach used to solve these problems. First of all the waste identified by mapping the flow of production using Value Stream Mapping (VSM). Then determined the dominant waste going through weighting waste using Waste Assesment Model (WAM) with the result that the inventory is the dominant waste. Next choose a detail mapping tools with Value Stream Analyze Tools (VALSAT) and determine the cause of waste inventory with fishbone diagrams that result, the causes of waste inventory is the breakdown of the machine, the operator of conduct material handling and less nimble, the distance between the machine and the system far, the production batch manufacture. Recommendations for improvements are the application of the system production of one-piece flow with investing buying transfer dies and adds to the human resources division maintenance. The identification of the problem causing factors of the dominant waste activity, namely waste inventory using Fishbone diagrams is lack of engine maintenance because it does not have a maintenance division and the production system used is batch manufacture that produces goods in lot size so that there are WIP parts in each production process.

Design of Lean Manufacturing Support Systems in Make-to-Order Production

2009 ◽  
Vol 410-411 ◽  
pp. 151-158 ◽  
Author(s):  
Dominik T. Matt
Keyword(s):  
Lean Manufacturing ◽  
Multinational Enterprises ◽  
Material Handling ◽  
Production Systems ◽  
Support Systems ◽  
Far East ◽  
Design Parameters ◽  
Special Focus ◽  
Make To Order ◽  
The Rich

Build-to-order was once the only way in which products were made, but limited the market to only the rich buyers. Mass production contributed to a wider access to products, however with losses in individuality. Finally, mass customization aimed at holding out the promise of both, and “lean” concepts helped to (partly) make it a reality. However, the world has changed significantly since the first introduction of “lean” – especially in the most recent years. European companies are facing a growing international competition in volume markets due to the increasing economical and technical emancipation of low labour cost countries. While multinational enterprises are shifting their manufacturing activities to Far East to keep competitive in terms of costs, small and medium sized companies often have to leave their traditional market segments and retreat into niches. However, smaller production lot sizes and the increasing complexity of product programmes require innovative manufacturing strategies. According to several studies and empirical proves, less than 0,5% of a company’s production lead time is value adding, the bigger part of it is dedicated to waiting, handling and internal transport. This paper presents a new approach for the design of lean manufacturing support systems in make-to-order production systems that have to deal with a huge variety of product types and with high variations in demand. A special focus is given to the design of manual material handling and transport (MMHT) solutions. With the help of axiomatic design principles, a tree of design parameters is derived and translated into generally applicable design rules. With the help of a practical example from make-to-order industry, the validity of the methodology is illustrated.

A Framework for Implementing Lean Manufacturing System in Small and Medium Enterprises

2011 ◽  
Vol 110-116 ◽  
pp. 3997-4003 ◽  
Author(s):  
Jirapat Wanitwattanakosol ◽  
Apichat Sopadang
Keyword(s):  
Lean Manufacturing ◽  
Manufacturing System ◽  
Job Shop ◽  
Small And Medium Enterprises ◽  
Phase 1 ◽  
Optimization Technique ◽  
Value Stream Mapping ◽  
Two Phase ◽  
Make To Order ◽  
Medium Enterprises

—In this paper, a conceptual framework to apply many techniques for implementing lean in the high-variety low-volume (HVLV) environment is presented. Lean production has increasingly being implemented as a potential solution for many organizations. Anyway, the lean formula is applicable directly only to the make-to-stock business, but the make-to-order (MTO) product environment has to adapt lean manufacturing principle. The method of this paper has a two-phase quantitative framework to transform small and medium enterprises (SMEs) to be lean. Phase 1 has three interrelated components: (1) re-engineering an organization by using the power of computer simulation combined with business process. (2) Value stream mapping (VSM) is used to create a map of both value and waste in a given process. This tool has also a main drawback for job shop facility because many value streams are composed of hundreds of industrial parts and products. (3) Integrative supplier relationship is one of the most critical factors to maintain an advantage in the increasing levels of competition. Phase 2 performs a just in time production schedule by using ant colony optimization technique combines with a simulation tool. The aims of this paper are to develop a suitable lean manufacturing system for SMEs and to study the performance of the system for improving effectiveness. The result shows how to combine lean concept with simulation optimization, the step of this framework to obtain the optimization solution.

149 Use of Risk Model for Assessment of Residents Perception of Complexity of Surgical Steps

Neurosurgery ◽  
2015 ◽  
Vol 62 (CN_suppl_1) ◽  
pp. 214-214
Author(s):  
Ahmed M. Raslan ◽  
Jeffrey Steven Raskin ◽  
Jesse Jia-Xin Liu
Keyword(s):  
High Risk ◽  
Operative Time ◽  
Resident Education ◽  
Comfort Level ◽  
Matrix Analysis ◽  
Published Data ◽  
Dependent Manner ◽  
Risk Matrix ◽  
Danger Zone ◽  
The Impact

Abstract INTRODUCTION: Quality improvement projects have begun to standardize surgical work flow as a component to optimize operative room (OR) efficiency. Removing special cause variability resulting from nonsurgical waste is an obvious target; however, surgical resident education must be maintained even in the setting of process improvement. There are no published data describing the impact on operative time of resident-identified risky or uncomfortable procedural steps during posterior instrumented fusion (PIF). Self-identification of risk or discomfort in surgical steps may allow for shorter OR time and reduced cost, without sacrificing resident education. METHODS: PIF procedure steps were defined. An 8 two-part question survey regarding surgeon comfort level and perceived risk assessment at each step was developed, and completed by junior (17) and senior residents (10), and faculty (6) from orthopedic and neurological surgeons. A risk matrix was constructed defining 2 zones, a “danger zone” where responses were both high risk (3–5) and low comfort (1–3) and a “safe zone” where responses were low risk (1–2) and high comfort (4–5). One-tailed χ2 with Yates correction was performed. RESULTS: Risk matrix analysis showed a statistical difference among danger zone respondents between junior resident and faculty groups for exposure, pedicle screw placement, neural decompression, interbody placement, posterolateral fusion, and hemostasis (Table 2). Radar graph identifies percentage of respondents who fall within the danger zone (Figure 1). CONCLUSION: Resident perception of surgical complexity can be evaluated for procedural steps using a risk matrix survey. For PIF, residents assign more risk and are less comfortable performing steps in a training-dependent manner. Identification of particular high-risk steps, which are uncomfortable, should prompt strict faculty oversight to improve patient safety, monitor resident education, and reduce operative time.

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