scholarly journals Lean Strategy Implementation to Improve Throughput in Assembly Line: Dul-Db21ssc Manufacturing Process at PT. X

2013 ◽  
Vol 4 (1) ◽  
pp. 371
Author(s):  
Gemma Eka Santoso ◽  
Gita Ayu ◽  
Nike Septivani
Keyword(s):  
Cycle Time ◽  
Manufacturing Process ◽  
Assembly Line ◽  
Lean Production ◽  
Strategy Implementation ◽  
Manufacturing Companies ◽  
Smooth Flow ◽  
Takt Time ◽  
The One

Lean production has dramatically lifted the competitiveness of many manufacturing companies and the value they deliver to customers. This project examines the benefit of balancing process and workstation arrangement of dogbone damper in an order that maintains a smooth flow of materials and component through the process. The analysis begins from calculating takt value to establish the required rate of production. From here, any total cycle time exceeding takt time is called a bottleneck process and should become a target of the improvement. Next, arranging people and equipment into cells has great advantage in terms of achieving lean goals. One advantage of cells is the one-piece flow concept, which states that each product moves through the process one unit a time without sudden interruption, at a pace determined by the customer’s need.  

scholarly journals Analisis cycle time proses perakitan senjata di PT Pindad (Persero)

2021 ◽  
Vol 13 (2) ◽  
pp. 159
Author(s):  
Fandi Achmadi ◽  
Budi Harsanto ◽  
Akhmad Yunani
Keyword(s):  
Cycle Time ◽  
Assembly Line ◽  
Scientific Literature ◽  
Defense Industry ◽  
Cycle Times ◽  
Line Configuration ◽  
Straight Line ◽  
Takt Time ◽  
Potential Methods ◽  
Almost All

This paper aims to analyze the cycle time of the assembly line of one of the weapons products at PT. Pindad (Persero) and to explore the effective methods to improve its performance. The method used is a quantitative analysis of assembly data involving 155 components and 56 tasks distributed over 43 work stations, accompanied by document analysis, especially on scientific literature, to elaborate various appropriate methods to become solutions to the problems encountered. The results show that almost all workstations had a cycle time greater than the takt time. It is also known that there is an imbalance of existing workstations, with the lightest workload lasting 67 seconds while the largest workload lasting 253 seconds. The results of the elaboration of the literature show that several potential methods can provide solutions to the problems encountered by considering the characteristics of the assembly line with a straight-line configuration. This study contributes to the literature by analyzing cycle times and assembly line balances in the defense industry relatively rarely studied in Indonesia. 

scholarly journals Experiences from Implementation of Lean Production: Standardization versus Self-management: A Swedish Case Study

2013 ◽  
Vol 3 (1) ◽  
pp. 31 ◽  
Author(s):  
Margareta Oudhuis ◽  
Stefan Tengblad
Keyword(s):  
Lean Production ◽  
Self Management ◽  
Manufacturing Companies ◽  
Short Cycle ◽  
Problematic Relationship ◽  
Contextual Sensitivity ◽  
The One ◽  
Capacity For Change ◽  
Positive Results

In this article, we discuss important aspects of the perceived problematic relationship between self-management and standardization. The article presents data from three case studies conducted within manufacturing companies in Sweden, where the popularity of lean production has led to a renaissance for short-cycle and standardized assembly work in settings that traditionally have made use of sociotechnical production design. The data suggest that the implementation has not contributed to an increased commitment, smooth operations, and capacity for change and innovation. Despite these not so positive results, it is argued that it is possible to combine self-management principles with lean production and standardization if 1) the implementation of lean is done with a contextual sensitivity, 2) a balance is reached between the use of standards on the one hand and work enrichment on the other, and 3) a feeling of ownership as regards both implementation and production process is upheld among the product on personnel.

The Use of SMED in Engineering Manufacturing

2015 ◽  
Vol 816 ◽  
pp. 568-573 ◽  
Author(s):  
Jozef Mihok ◽  
Jaroslava Kádárová ◽  
Michal Demečko ◽  
Martin Ružinský
Keyword(s):  
Continuous Improvement ◽  
Manufacturing Process ◽  
Lean Production ◽  
Adjustment Process ◽  
Total Production ◽  
Manufacturing Companies ◽  
Production Methods ◽  
Engineering Company ◽  
Changeover Times ◽  
The Many

To survive in such an increasingly competitive world, there is a need of continuous improvement in every type of industry. An answer to these challenges for manufacturing companies is the implementation of lean concepts. The importance of short changeover times, SMED, has always been critical for manufacturing companies. It is one of the many lean production methods for reducing waste in the manufacturing process. It's a quick and effective way adjustment process of the actual product to another product. The practical part is focused on usage of SMED in manufacturing. Project was realized in engineering company oriented on machining heavy products. Separating time to external and internal we saved about 10% of total production time. The result is proposal timetable of standard changeover process. Also timetable of two pieces in batch, because insertion two pieces in the batch reduced the total time of production. Total time was reduced of two changeovers.

Managing to Avoid Innovation

1999 ◽  
Vol 13 (1) ◽  
pp. 25-32 ◽  
Author(s):  
J. H. Vaux ◽  
M. P. S. F. Gomes ◽  
R. J. Grieve ◽  
S. W. Woolgar
Keyword(s):  
The Other ◽  
Advanced Technology ◽  
Manufacturing Companies ◽  
Small Companies ◽  
Small Company ◽  
The West ◽  
Policy Makers ◽  
Technology And Innovation ◽  
Company Culture ◽  
The One

This paper addresses differences in the way that the problems of small UK firms are construed by policy makers on the one hand, and by the executives of small companies on the other. The authors employ a discursively-based analysis of interviews carried out with managers of small manufacturing companies in the West London area. They suggest that SME executives construe their attitudes to advanced technology and innovation within the terms of some clear, but implicit management values which tend to lead to the perception of innovation as a risk to be managed, rather than an opportunity to be exploited. It is suggested this has significant implications for attempts to change small company culture.

Study and Analysis of GA-Based Heuristic Applied to Assembly Line Balancing Problem

2014 ◽  
Vol 13 (02) ◽  
pp. 113-131 ◽  
Author(s):  
P. Sivasankaran ◽  
P. Shahabudeen
Keyword(s):  
Cycle Time ◽  
Assembly Line ◽  
Assembly Line Balancing ◽  
Optimal Solution ◽  
Vital Role ◽  
Line Balancing ◽  
Problem Size ◽  
Minimum Number ◽  
Assembly Line Balancing Problem ◽  
Balancing Efficiency

Balancing assembly line in a mass production system plays a vital role to improve the productivity of a manufacturing system. In this paper, a single model assembly line balancing problem (SMALBP) is considered. The objective of this problem is to group the tasks in the assembly network into a minimum number of workstations for a given cycle time such that the balancing efficiency is maximized. This problem comes under combinatorial category. So, it is essential to develop efficient heuristic to find the near optimal solution of the problem in less time. In this paper, an attempt has been made to design four different genetic algorithm (GA)-based heuristics, and analyze them to select the best amongst them. The analysis has been carried out using a complete factorial experiment with three factors, viz. problem size, cycle time, and algorithm, and the results are reported.

scholarly journals Strategic Groups and Competitive Priorities in Lean Production Environments: Challenges of Production Management

2018 ◽  
Vol 18 (2) ◽  
Author(s):  
Orlando Roque Da Silva ◽  
Delvio Venanzi ◽  
Haroldo Lhou Haegawa ◽  
Diogo Faustino
Keyword(s):  
Lean Manufacturing ◽  
Production Management ◽  
Lean Production ◽  
Manufacturing Companies ◽  
Strategic Groups ◽  
Strategic Orientations ◽  
Production Environments ◽  
Auto Parts ◽  
Production Practices ◽  
The Relationship

This paper explores how the choices and implementation of lean production practices are influenced by performance goals prioritized by firms in the context of operations strategy. We analyzed a set of fifty-six companies in the auto parts industry in Campinas and Jundiai region, divided into four strategic groups. These groups of firms that adopt similar strategic orientations were used to investigate the relationship between implementation of lean manufacturing practices and choice of performance objectives. The results suggest that consideration of strategic groups can improve the understanding of how performance objectives can define lean manufacturing practices adopted by manufacturing companies.

A Productivity Improvement of a Cookware Assembly Line

2015 ◽  
Vol 799-800 ◽  
pp. 1398-1402 ◽  
Author(s):  
Jongrak Niamsawan ◽  
Suksan Prombanpong
Keyword(s):  
Cycle Time ◽  
Assembly Line ◽  
Line Balancing ◽  
Productivity Improvement ◽  
Motion Study ◽  
Machine Layout ◽  
Workplace Organization ◽  
Bottle Neck ◽  
Assembly Operations ◽  
Working Method

This research objective is to improve the productivity of cookware assembly line by means of time and distance reductions. The motion study and line balancing techniques were applied to the entire assembly operations. A bottle neck was identified to where the operation with inadequate machine layout and workplace organization, including the unbalanced workloads. The new workplace layout and new working method for operators were designed and implemented as well as balancing the assembly line. Specifically, the conveyor speed and duration between the consecutive workpieces in the production line were adjusted to 0.10 m/s and 50 cm, respectively. The number of operators needed in the process can be reduced from 14 persons to 11 persons. The cycle time for assembling process is decreased from 12 to 5 second.

scholarly journals DERIVATION OF STARTING SOLUTIONS BASED ON PRODUCT ARCHITECTURE FLEXIBILITY EVALUATION

2020 ◽  
Vol 1 ◽  
pp. 1077-1086
Author(s):  
M. Riesener ◽  
C. Dölle ◽  
G. Schuh ◽  
M. Mendl-Heinisch ◽  
A. Keuper
Keyword(s):  
The Other ◽  
Product Architecture ◽  
Manufacturing Companies ◽  
Customer Requirements ◽  
Other Hand ◽  
Product Flexibility ◽  
Engineer To Order ◽  
The One ◽  
Starting Solutions

AbstractManufacturing companies nowadays face growing numbers of heterogeneous customer requirements. Due to that, internal and external complexity lead to an increase in the associated costs. Especially companies with a high Engineer-to-Order business are strongly affected. To reduce external and internal complexity, Starting Solutions are a suitable way to do that. Starting Solutions require on the one hand the evaluation of product flexibility, on the other hand the evaluation of customer requirements. These two requirements are compared to each other and Starting Solutions are thereby derived.

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