scholarly journals Integration of lean manufacturing and ergonomics in a metallurgical industry

2018 ◽  
Vol 2 (2) ◽  
pp. 21-31
Author(s):  
M. Brito ◽  
A. L. Ramos ◽  
P. Carneiro ◽  
M. A. Gonçalves
Keyword(s):  
Working Conditions ◽  
Operations Management ◽  
Lean Manufacturing ◽  
Metallurgical Industry ◽  
Value Stream Mapping ◽  
Management Approach ◽  
Entire Body ◽  
Workstation Design ◽  
Management Approaches ◽  
Production Areas

Striving to improve productivity, industries have used different management approaches, being lean manufacturing the most used over recent years. Lean manufacturing is based on value creation for the customer and elimination of waste that occurs during the production process, while improving working conditions. The incorporation of ergonomic aspects in the workstation design also contributes for the referred objectives, since it will reduce awkward postures or excessive effort during work, leading to better working conditions and increased productivity. The present study highlights, through a case study in four production areas of a metallurgical industry, the benefits of using an integrated operations management approach to improve productivity and ergonomic aspects. Several ergonomic methods, such as Rapid Upper Limb Assessment (RULA), Strain Index (SI), and Rapid Entire Body Assessment (REBA), were chosen to evaluate the ergonomic situation and lean manufacturing tools such as Value Stream Mapping (VSM) and 7 wastes were also used to analyze the systems and increase the productivity by eliminating several wastes. The results of this study show that it is possible, and desirable, to consider both aspects, ergonomic conditions and productivity, during continuous improvement’ implementations. In fact, the improvements reached through the advances in ergonomic conditions can contribute very positively for productivity increasing.

A Combined VSM and Kaizen Approach for Sustainable Continuous Process Improvement

2019 ◽  
Vol 01 (02) ◽  
Author(s):  
Sadaf Zahoor ◽  
Walid Abdul-Kader ◽  
Hamza Ijaz ◽  
Atif Khan ◽  
Zeeshan Saeed ◽  
...  
Keyword(s):  
Process Improvement ◽  
Lean Manufacturing ◽  
Performance Metrics ◽  
Continuous Process ◽  
Raw Material ◽  
Value Stream Mapping ◽  
Management Approach ◽  
Manufacturing Costs ◽  
Printing Process ◽  
Flexographic Printing

The issues related to setup downtime, raw material waste, and the quality defects are inevitable in the flexographic printing business. To enable sustainable continuous process improvements within the printing process, lean manufacturing methodologies, such as Value Stream Mapping, (VSM), can be a competitive management approach. Therefore, this study explores how the systematic application of VSM in a flexographic printing process can foster further the process improvement when combined with other lean activities, such as, 5S, single minute exchange of die (SMED), and kaizen etc. To assess the contribution of this lean approach, the Overall Equipment Effectiveness, (OEE), and manufacturing costs are taken as performance metrics. The results demonstrate that when integrated with 5-why root cause analysis and kaizen, VSM improved OEE by 24.31% and reduced manufacturing costs from US$0.762 million to US$0.6 million. Hence, the significance of the proposed combined lean approach for continuous improvement is reached.

Flexible Spectrum Management: Approaches for India

2015 ◽  
Vol 8 (1) ◽  
Author(s):  
Arturo Basaure ◽  
Heikki Kokkinen ◽  
Heikki Hämmäinen ◽  
V. Sridhar
Keyword(s):  
Large Scale ◽  
Mobile Services ◽  
Radio Spectrum ◽  
Spectrum Management ◽  
Management Approach ◽  
Unlicensed Spectrum ◽  
Spectrum Band ◽  
Management Policies ◽  
Management Approaches ◽  
Lock In

Radio spectrum for commercial mobile services continues to be scarce. Countries around the world have recognized the importance of efficient utilization of this scarce resource and have initiated regulatory and policy steps towards flexible approaches to spectrum management, including sharing of licensed spectrum, and releasing unlicensed spectrum for mobile services. Technologies for shared access and the associated standardization activities have also progressed towards possible large scale deployments. In this paper, we analyze the evolution of spectrum management policies using a causal model and indicate how the markets can lock in to either centralized or flexible approach. We also cite a use case of a flexible spectrum management approach using spectrum band fill option and indicate its suitability to the Indian context.

scholarly journals Operations management body of knowledge and its relevance to manufacturing and service organizations

2018 ◽  
Vol 25 (4) ◽  
pp. 373-389 ◽  
Author(s):  
Jurandir Peinado ◽  
Alexandre Reis Graeml ◽  
Fernando Vianna
Keyword(s):  
Operations Management ◽  
Lean Manufacturing ◽  
Process Management ◽  
Work Organization ◽  
The Body ◽  
Service Organizations ◽  
Manufacturing Companies ◽  
Content Type ◽  
Service Companies ◽  
Body Of Knowledge

Purpose The purpose of this paper is to assess the differences in importance assigned by manufacturing or service organizations to topics related to operations management and its attendant body of knowledge. Design/methodology/approach The authors did this by cataloguing and analyzing vacancy announcements related to operations management, presented by manufacturing and services companies in major Brazilian human resources websites. Findings The results show that manufacturing companies primarily hire personnel with skills in routine process management, quality management, lean manufacturing, ergonomics and work organization. Service companies generally seek professionals with knowledge and experience in logistics, supply chain management and project management. Research limitations/implications This study presents some limitations that reduce the power of its conclusions. There is some degree of subjectivity in the interpretation of the contents of the analyzed ads. In order to reduce this problem, the authors who did the tabulation of data marked the situations for which there were some doubts about the classification, discussing them with the other author, until they reached a consensus on the best way to classify each one. Originality/value The discussion about the importance assigned by manufacturing and service companies to the topics of operations management is crucial for not only the results obtained, but also to stimulate the debate on topics that comprise or should comprise the body of knowledge of operations management, and the way they are incorporated into business practice. This provides an additional opportunity to reflect on the potential of operations management in supporting business managers now and in the future.

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.

scholarly journals Placenta accreta spectrum disorders—experience of management in a German tertiary perinatal centre

2020 ◽  
Author(s):  
Anja Bluth ◽  
Axel Schindelhauer ◽  
Katharina Nitzsche ◽  
Pauline Wimberger ◽  
Cahit Birdir
Keyword(s):  
Caesarean Section ◽  
Blood Loss ◽  
Placenta Accreta ◽  
Caesarean Section Rate ◽  
Management Strategies ◽  
Management Approach ◽  
Optimal Setting ◽  
Placenta Accreta Spectrum ◽  
Management Approaches

Abstract Purpose Placenta accreta spectrum (PAS) disorders can cause major intrapartum haemorrhage. The optimal management approach is not yet defined. We analysed available cases from a tertiary perinatal centre to compare the outcome of different individual management strategies. Methods A monocentric retrospective analysis was performed in patients with clinically confirmed diagnosis of PAS between 07/2012 and 12/2019. Electronic patient and ultrasound databases were examined for perinatal findings, peripartum morbidity including blood loss and management approaches such as (1) vaginal delivery and curettage, (2) caesarean section with placental removal versus left in situ and (3) planned, immediate or delayed hysterectomy. Results 46 cases were identified with an incidence of 2.49 per 1000 births. Median diagnosis of placenta accreta (56%), increta (39%) or percreta (4%) was made in 35 weeks of gestation. Prenatal detection rate was 33% for all cases and 78% for placenta increta. 33% showed an association with placenta praevia, 41% with previous caesarean section and 52% with previous curettage. Caesarean section rate was 65% and hysterectomy rate 39%. In 9% of the cases, the placenta primarily remained in situ. 54% of patients required blood transfusion. Blood loss did not differ between cases with versus without prenatal diagnosis (p = 0.327). In known cases, an attempt to remove the placenta did not show impact on blood loss (p = 0.417). Conclusion PAS should be managed in an optimal setting and with a well-coordinated team. Experience with different approaches should be proven in prospective multicentre studies to prepare recommendations for expected and unexpected need for management.

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 Production flow improvement and value stream mapping in a lean manufacturing world

2021 ◽  
Vol 6 (1) ◽  
pp. 036-050
Author(s):  
Muhammad Adib Uz Zaman ◽  
Emad Rabiei Hosseinabad
Keyword(s):  
Lean Manufacturing ◽  
Performance Metrics ◽  
Value Stream Mapping ◽  
Production Flow ◽  
Value Stream ◽  
Assembly Simulation ◽  
Kaizen Events ◽  
Load Leveling ◽  
And Performance ◽  
Flow Improvement

The importance of lean manufacturing concepts has been discussed many times over the few decades. The most important elements in lean manufacturing practices are value stream mapping (VSM), Kaizen events, load leveling (heijunka), etc. In this case study, a real-world clock assembly simulation has been used to study the performance improvement in terms of production flow and lead time after introducing lean concepts. In each round of simulation, the lean concepts have been introduced one by one and performance metrics were recorded. After implementing the concepts, the productivity was improved enormously. So, this simulation study emphasizes the importance of continuous improvement of production flow through lean concepts in a real production setting.

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