PROBLEMS AND ERRORS IN THE ORGANIZATION OF PRODUCTION, SOLVED WITH THE HELP OF LEAN PRODUCTION METHODOLOGY

2021 ◽  
Vol 4 (30) ◽  
pp. 49-56
Author(s):  
S. A. Nazarevich ◽  
◽  
A.V. Vinnichenko ◽  

The paper examines the practice of applying the methodology of lean production through leveling the problem areas of the organization of traditional production and the subsequent validation process. The main most popular elements of lean manufacturing among domestic manufacturers are given, and the results of verification after the introduction of lean manufacturing elements at all levels of production processes are present.

2021 ◽  
Vol 343 ◽  
pp. 02007
Author(s):  
Hubert Kędziora ◽  
Justyna Trojanowska

Dynamically occurring changes in the economy and social environment require enterprises to monitor and improve the effectiveness of their production processes in order to remain competitive. The paper describes a research project aimed at improving the flow of materials by changing the organization of production and using Lean Manufacturing tool in a manufacturing company from the food industry, which is characterized by specific requirements and legal standards. Among others, a tool for organizing the workplace and a tool allowing to shorten the time of changeovers, taking into account the specific requirements of the food industry, were used in the research project. The effect of the implemented changes is an increase in production efficiency by 11% and obtaining annual financial benefits in excess of EUR 100,000. It should be noted that the implementation of the project did not require any capital expenditure. All tasks were completed within the working hours of the company’s employees.


2018 ◽  
Vol 1 (1) ◽  
pp. 529-535 ◽  
Author(s):  
Joanna Furman ◽  
Marzena Kuczyńska-Chałada ◽  
Roksana Poloczek

Abstract Growing competition, clients’ requirements as well as advances in technology make modern industrial enterprises search for a way of achieving and maintaining strong position on the market. One of the principal and at the same time necessary conditions to achieve this aim is continuous development of all of the processes in order to fulfil various clients’ expectations. Enterprises make use of different concepts and management methods which in significant way upgrade ongoing processes by raising their efficiency. One of such is the concept of ‘lean’ production - Lean Manufacturing. Management according to Lean Management rules allows to produce more with the use of less resources - at the same time approaching the aim which is to deliver clients the exact product they want. The process of resources use limitation is not easy to perform however, the concept of Lean Manufacturing by the application of chosen tools allows successfully and effectively to introduce ‘lean’ model of management in an enterprise and undertaking following improvement activities in every of its field.


Author(s):  
О.В. УШАКОВ ◽  
М.Ю. КОСТЕНКО ◽  
Р.В. БЕЗНОСЮК

Проблема и цель. Одним из элементов успешного функционирования организаций в современных условиях рынка является цель – повысить эффективность производственных процессов и конкурентоспособность выпускаемого продукта. При этом многие предприятии задумываются о применении новых инновационных технологий или методик организации производства, в частотности, внедрении концепции «бережливого производства». Методология. «Бережливое производство» в современном варианте – многогранная концепция, насчитывающая более 35 инструментов. Многие из инструментов решают вопрос по сокращению потерь времени на производстве. В качестве одного из вариантов для сокращения времени выполнения операций можно рекомендовать применение комбинированного инструмента. Результаты. Приведено сравнение комбинированного металлорежущего инструмента для нарезания метрической резьбы, М6 шаг1, совмещающего в себе операции по сверлению, нарезанию резьбы и зенкованию отверстий с классической технологией нарезания резьбы, включающей использование таких инструментов, как сверло, метчики (первый и второй номер, М6, шаг1) и обработку края отверстия зенкером. Сравнения проводили при нарезании метрической резьбы в стальной пластине и в профильной трубе. При сравнении оценивались такие показатели, как затраты времени, себестоимость операции и производительность. Заключение. По результатам проведенных сравнений выявилось преимущество комбинированного инструмента, позволившего за одну операцию произвести 3 действия, затратив при этом в среднем 1,5 минуты; та же операция, выполняемая 4-мя инструментами, потребовала более 6 минут. Технологическая себестоимость при использовании комбинированного инструмента была ниже в 1,5 раза, а производительность увеличилась в пять раз. Problem and purpose. One of the elements of the successful functioning of organizations in modern market conditions is the goal - to increase the efciency of production processes and the competitiveness of the product. At the same time, many enterprises are thinking about the use of new innovative technologies or methods of organizing production, in frequency the introduction of the concept of "lean production". Methodology. "Lean Manufacturing" in its modern version is a multifaceted concept with more than 35 tools. Many of the tools address the issue of reducing lost time in production. One of the options for reducing the time for performing operations can be recommended using a combined tool. Results. A comparison is given of a combined metal-cutting tool for cutting metric threads, M6 step1, which combines the operations of drilling, threading and countersinking holes with the classic threading technology, including the use of tools such as a drill, taps (frst and second number, M6, step1) and processing the edge of the hole with a countersink. Comparisons were made when cutting metric threads in a steel plate and in a profle pipe. The comparison evaluated metrics such as time required, cost of operation, and productivity. Conclusion. According to the results of the comparisons, the advantage of the combined tool was revealed, which made it possible to perform 3 actions in one operation while spending an average of 1.5 minutes (the same operation performed by 4 tools required more than 6 minutes), the technological cost when using the combined tool was 1.5 times lower, and the productivity increased fve times.


2017 ◽  
Vol 107 (09) ◽  
pp. 572-577
Author(s):  
B. Prof. Lorenz ◽  
I. Kaltenmark

In modernen Produktionen ist Lean Manufacturing einer der wichtigsten Treiber für Produktivitätssteigerungen. Durch neue Entwicklungen im Bereich Industrie 4.0 können Impulse im Lean Manufacturing gegeben werden. An der OTH Regensburg wird getestet, wie kostengünstige Kamerasysteme helfen können, Verschwendungen sichtbar zu machen und zu minimieren. Es zeigt sich, dass auch mit geringen Investitionskosten neue Potentiale zur Verschwendungsreduktion aufgedeckt werden können.   In modern production lean manufacturing is one of the most effective drivers for productivity. Due to new developments in the Industrie 4.0-campaign new impulses can be given into lean manufacturing. Experiments at OTH Regensburg indicate that a low-cost camera system can help to make waste visible and minimize it. This shows that with low invest costs, new potentials for waste reduction can be revealed.


2015 ◽  
Vol 105 (03) ◽  
pp. 109-114
Author(s):  
U. Bracht ◽  
F. Arzberger ◽  
F. Schulenburg

Auch kleinere Unternehmen mit komplexen Herstellungsprozessen müssen heute in der Kleinserie die Effizienz und Geschwindigkeit in der Produktion erhöhen. Zentraler Bestandteil ist dabei eine schlanke Fertigungssteuerung in einem ganzheitlichen Produktionssystem. Der Fachbeitrag zeigt, wie auch bei hoher Komplexität wesentliche Ansätze der „Lean Production“ genutzt werden, um die Produktion von Ingenieurkeramiken durch die intelligente Vernetzung bereichsspezifischer Methoden zu optimieren.   Today, even small companies with complex manufacturing processes in low-volume production have to improve efficiency and speed in manufacturing. A core aspect is lean manufacturing control within an overall production system. This article shows how the main approaches of Lean Production can be applied even to a highly complex environment. The intelligent integration of specific methods for each control unit helps to enhance the production of ceramics.


2018 ◽  
Vol 18 (2) ◽  
Author(s):  
Orlando Roque Da Silva ◽  
Delvio Venanzi ◽  
Haroldo Lhou Haegawa ◽  
Diogo Faustino

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.


2021 ◽  
Vol 11 (3) ◽  
pp. 7069-7074
Author(s):  
M. Masmali

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.


Author(s):  
Somesh Dhamija

LM has proven itself the production system that enhances shop floor efficiency. Furthermore, the current environment for production firms is accelerating the pace at which LM is implemented. The manufacture of lean is not easy to introduce. It is constant and complex activity. Assembly workers in production processes are the core of lean manufacturing activity. Training is known as vehicle to aid the implementation process. While the importance of training is known so far, there are only a few options for organizing effective training. The results of the survey of questions conducted inside UK manufacturing companies are examined. This article illustrates the definition of lean production and worker requirements in lean environment.


2021 ◽  
Vol 2 (2) ◽  
pp. 48-53
Author(s):  
Mariia Foshchii ◽  
Natalia Krasnokutska

The purpose of the paper is to study the features of the lean production implementation in the dairy industry of Ukraine. Methodology. To achieve the purpose and solve the tasks set in the paper, a system of general and special research methods was used, namely methods of scientific knowledge (scientific abstraction, analysis and synthesis, deduction, generalization) to study the theoretical principles of the lean production implementation in Ukraine’s enterprises, and questionnaire to assess the lean production implementation’s effectiveness in the enterprises of Ukraine’s dairy industry. Results of the survey examine the theoretical and methodological foundations of the “lean production” concept: taking into account all the definitions mentioned above, the following author’s definition of lean production is put forward: lean production is a system of the enterprise, which is constantly improving, aimed at building all processes in a continuous flow of value creation by preventing and eliminating all types of losses, involving staff in teamwork based on project approaches and maintaining safe working conditions in order to create attractive value for the consumer. Methodological support for rapid assessment of the lean production implementation’s effectiveness on the basis of employee surveys has been developed and the efficiency of the lean production implementation at the enterprises of Ukraine’s dairy industry has been assessed. It is concluded about the lack of effectiveness of implementing lean production at three enterprises of Ukraine’s dairy industry. This is due to the short period of the lean production implementation, as Enterprise 1 only started implementation at the end of 2020. Based on the survey and questionnaire of employees and managers of Ukraine’s dairy industry, the main stereotypes related to the implementation of lean production are identified and refuted, and the reasons for the slow and inefficient implementation of lean production are identified. Lean manufacturing cannot be implemented once and for all, it must be done constantly, because lean manufacturing is a tool for gaining a competitive advantage. Scientific novelty: methodological support for rapid assessment of the lean production implementation’s effectiveness has been further developed, which, unlike others, takes into account the peculiarities of the dairy industry and allows to determine problems and prospects for enterprise development on the basis of a questionnaire. A promising direction of research is a more detailed analysis of the “lean production polygon”, which is based on the survey. A more detailed analysis of the underlying three pentagons will reveal problems in the three subsystems of lean production.


Author(s):  
В.И. Вальс

В статье рассматриваются основные элементы бережливого производства и аспекты его реализации. В статье описывается процесс оптимизации документооборота компаний в соответствии с концепцией бережливого производства и системы менеджмента качества, основанной на принципе «один процесс – один документ». The article discusses the main elements of lean manufacturing and aspects of its implementation. The article describes the process of optimizing the workflow of companies in accordance with the concept of lean manufacturing and a quality management system based on the principle of «one process –one document».


Sign in / Sign up

Export Citation Format

Share Document