scholarly journals An implementation of lean manufacturing technology in enhancing efficiency in garment manufacturing industry with small and medium size

2021 ◽  
Vol 4 (1) ◽  
pp. first
Author(s):  
Hiền Ngọc Đỗ ◽  
Quỳnh Lam Ngọc Lê
Keyword(s):  
Case Studies ◽  
Lean Manufacturing ◽  
Manufacturing Industry ◽  
Implementation Process ◽  
Manufacturing Technology ◽  
Working Environment ◽  
Medium Size ◽  
Lean Implementation ◽  
Efficiency And Effectiveness ◽  
Enhance Efficiency

Lean manufacturing technology has been applied in industry to eliminate wastes, enhance efficiency and increase competition ability. While some case studies were evaluated successfully, others faced with big challenges. Actually, lean was applied in different ways due to types and size of industry or organization. This paper would present an lean implementation process, in which lean tools are integrated in simultaneously. Requirements on system manufacturing capacity should be met, so necessary resources would be determined. Manufacturing layout and work flows would be created smoothly. The lean implementation process was applied in some case studies in garment industry with small and medium size, which show the efficiency and effectiveness of the lean technology in the practice systems. The research shows the good results on some performance key indexes such as productivity, ability to satisfy the orders and good working environment.

scholarly journals JANGKA MASA PELAKSANAAN PEMBUATAN LEAN MEMPENGARUHI PRESTASI ORGANISASI: ANALISIS SYARIKAT PEMBUATAN DI MALAYSIA MENGGUNAKAN MODEL RASCH (TIME FRAME OF LEAN MANUFACTURING IMPLEMENTATION AFFECTS ORGANISATIONAL PERFORMANCE: AN ANALYSIS ON MANUFACTURING COM

2020 ◽  
Author(s):  
Mohd Norhasni Mohd Asaad ◽  
Rosman Iteng ◽  
Rohaizah Saad
Keyword(s):  
Rasch Model ◽  
Lean Manufacturing ◽  
Manufacturing Industry ◽  
Development Program ◽  
Time Frame ◽  
Global Market ◽  
Manufacturing Companies ◽  
Organisational Performance ◽  
Lean Implementation ◽  
Enhance Efficiency

Pasaran global hari ini memerlukan strategi pembuatan baru untuk meningkatkan kecekapan dan pembuatan. Matlamat utama industri perkilangan hari ini ialah untuk meningkatkan produktiviti melalui pemudahan sistem, potensi organisasi dan penambahbaikan berterusan dengan menggunakan teknik canggih seperti sistem pembuatan lean. Tujuan kajian ini adalah untuk melihat secara khusus sama ada jangka masa pelaksanaan lean mempengaruhi prestasi organisasi dengan  menggunakan penganalisisan Model Rasch. Kajian ini menggunakan dua ratus lima syarikat pembuatan, yang dipilih secara rawak dari direktori Pengilang Persekutuan Malaysia. Kajian ini mengukur persepsi eksekutif kanan atau para pengurus mengenai tahap pelaksanaan pembuatan lean di syarikat mereka. Hasil kajian mendapati jangka masa tahun pelaksanaan lean tidak mempengaruhi secara terus terhadap pencapaian prestasi organisasi. Selain itu, cabaran yang paling sukar dihadapi syarikat dalam melaksanakan pembuatan lean ialah berkaitan membina program pembangunan pembekal yang sistematik. Dapatan kajian ini akan memberi panduan yang bermanfaat bagi para pengurus untuk merancang dan mengekalkan pembuatan lean dalam organisasi mereka serta menjana langkah-langkah baru untuk meningkatkan prestasi organisasi supaya dapat berdaya saing.     Kata kunci:  Pembuatan lean, prestasi organisasi, Model Rasch.      Abstract   Today’s global market requires new manufacturing strategies to enhance efficiency and manufacturing. The main aim of today’s manufacturing industry is to increase productivity through systems facilitation, organisational potential and continuous improvement using state-of-the art techniques such as lean manufacturing system. The aim of this study is to specifically examine whether the time frame of lean implementation affects organisational performance using the Rasch Model analysis. This study employed 205 manufacturing companies, which were randomly selected from the directory of the Federation of Malaysian Manufacturers. This study measured the perception of senior executives or managers concerning the implementation level of lean manufacturing in their companies. Results of the study showed that the year period of lean implementation did not directly affect achievement in organisational performance. Besides, the most difficult challenge faced by companies which implemented lean manufacturing was related to building a systematic supplier development program. Findings of this study will serve as a beneficial guide for managers in planning and sustaining lean manufacturing in their organisation including generating new measures to improve organisational performance in order to be competitive.     Keywords: Lean manufacturing, organisational performance, Rasch Model.

scholarly journals All Out Lean

2016 ◽  
Vol 138 (01) ◽  
pp. 30-35 ◽  
Author(s):  
Gary Cowger
Keyword(s):  
Continuous Improvement ◽  
Lean Manufacturing ◽  
Continuous Monitoring ◽  
Manufacturing Industry ◽  
Lean Implementation ◽  
The Future ◽  
The U.S

This article highlights advantages of Lean Manufacturing in the manufacturing industry. The U.S. Bureau of Census survey shows that leaner the company, the faster it grows and the more profitable, productive, and innovative it becomes. It is a constellation of interrelated processes that improve productivity and reduce waste through continuous monitoring, evaluation, and improvement. The successful results of lean implementation have shown that workers are going to have to take more responsibility for outcomes, and managers are going to have to treat workers like partners. However, lean brings out the skepticism in many engineers and owners of small- and medium-sized businesses. It takes a lot to convince them to invest the time and money needed to transform even a modest factory into a lean operation. Lean has proven to be a philosophy of continuous improvement, as learning how to expose and fix problems creates sustainable advantages that are expected to continue in the future.

Analysis of Human Emotion State in Collaboration with Robot

2013 ◽  
Vol 465-466 ◽  
pp. 682-687
Author(s):  
Fairul Azni Jafar ◽  
Nurhidayu Abdullah ◽  
Noraidah Blar ◽  
M.N. Muhammad ◽  
Anuar Mohamed Kassim
Keyword(s):  
Manufacturing Industry ◽  
Emotional State ◽  
Manufacturing Technology ◽  
Working Environment ◽  
Survey Method ◽  
Engineering Technology ◽  
Human Emotion ◽  
Working Together ◽  
Human Emotions

In order for humans and robots to interact in an effective and instinctive manner, robots must obtain information about the human emotional state in response to the robots actions. This is important as the presence of robot in manufacturing industry is very wide and robot plays a big role in the emerging of automation manufacturing technology. Consequently, we believed that it is necessary to investigate how human feel about this situation and if robot can understand those human emotions, collaboration with human can be much better. In order to investigate the human emotions, we applied akanseisurvey method based on akanseiengineering technology. We request a number of participants to take part in our experiment where they will be in the same environment of where a robot is working on some tasks. The participants will answer those questions in the survey based on what they feel about working together with moving robot. The overall goal is, in fact, to predict in which area in the vicinity of the robot that the human is heading to, especially in term of humans feeling, so that by understanding how human feels of working together with robots, perhaps we can create a better working environment. This paper describes the results of our findings about how human feel when collaborating with robot (s).

scholarly journals Effects of Human Factors and Lean Techniques on Just in Time Benefits

2019 ◽  
Vol 11 (7) ◽  
pp. 1864 ◽  
Author(s):  
Jorge García-Alcaraz ◽  
Arturo Realyvasquez-Vargas ◽  
Pedro García-Alcaraz ◽  
Mercedes Pérez de la Parte ◽  
Julio Blanco Fernández ◽  
...  
Keyword(s):  
Human Resources ◽  
Lean Manufacturing ◽  
Structural Equation ◽  
Manufacturing Industry ◽  
Implementation Process ◽  
Important Variable ◽  
Equation Model ◽  
Just In Time ◽  
Resources Integration ◽  
Manufacturing Techniques

A successful Just in Time (JIT) implementation is based on human resources integration (managers, operators and suppliers) and other lean manufacturing techniques applied in the production process. However, the relationship between these variables is not easily quantified. This paper reports a structural equation model that integrates variables associated with JIT implementation: management commitment, human resources integration, suppliers and production tools and technique, which affect the benefits gained, and are integrated into nine hypotheses or relationships among then. The model is evaluated with information from 352 responses to a questionnaire applied to manufacturing industry, and partial least squares technique is used to evaluate it. The direct effects, sum of indirect effects, and total effects are quantified, and a sensitivity analysis based on conditional probabilities is reported to know scenarios associated with low and high levels in variables’ execution and how they impact the benefits obtained. Findings indicate that managerial commitment is the most important variable in the JIT implementation process, since managers are the ones that determine the relationships with suppliers, integrate human resources, and approve the lean manufacturing techniques and tools that support the JIT.

scholarly journals Current Condition and Rules of Lean Implementation Practice in Agro-SMEs

2017 ◽  
Vol 1 (2) ◽  
pp. 64
Author(s):  
Devi Maulida Rahmah ◽  
Totok Pujianto ◽  
Irfan Ardiansah
Keyword(s):  
Lean Manufacturing ◽  
Manufacturing Industry ◽  
Negative Impact ◽  
Small And Medium Enterprises ◽  
Work Productivity ◽  
Raw Material ◽  
Value Stream Mapping ◽  
Medium Size ◽  
Management Level ◽  
Medium Enterprises

This research aims to identify current condition and rules of lean manufacturing (LM) implementation in Agro- Small and Medium Enterprises (SMEs). The current condition aspects are identification of waste, LM techniques and methods, the reason and barriers on LM implementation in SMEs. Exploring the behavior of SMEs on implementing LM which supporting to generate productivity and efficiency on production system are important to be identified. Initially, LM concept are implemented in manufacturing industry especially in automotive industry. Nowadays this concept has been implemented by other sector included Small and Medium-size Enterprise. However, it has still a few number of Agro-SMEs implementing LM concept. The data from Indonesia Statistic revealed that the proportion of SME- agro based are in the total of SME in Indonesia. It insinuated that Agro-SMEs has a significant potency for national economic if their productivity increase. LM providing chance to improve productivity and efficiency in. Many research had conducted to explore LM implementation in various sector. Unfortunately, Research on LM implementation in Agro-SMEs has still a few number.  Research was conducted in 12 Agro-SMEs around Sumedang and Bandung. Selected SMEs referring to the use of horticulture and plantation commodity as a raw material. The data collected by field observation and deep interview to the owner, management-level, and employer. The data presented through description of qualitative and quantitative analysis. The result shows that the motion becomes a dominant waste in SMEs at 30%, while over production activity contributes waste at 22%, waiting aspect at 17%, inventory at 13 %, defect and transportation at 9%. Motion generates negative impact to work productivity and effectivity, for instance increase of time consume unimportant activity at work, WIP of product, cost for labor, and cost production.  In terms of Method and techniques implemented in Agro-SME, Continuous improvement (Kaizen) and 5 S outnumbered to other methods and techniques at 50%. Other method and techniques such as Teamwork and 5Why had contributed at 41.6%, TQM and Work standardization at 33.33%, and Jidoka at 16.67% as well as Kanban system, Value Stream Mapping (VSM), and SMED 0%. In terms of the reason on implementing LM, Improving the quality of product becoming a larger proportion which affecting the LM implementation at 36%. In other hand, knowledge outnumbered to others aspect. It contributes 35% as the most barrier factor on LM implementation.

scholarly journals Development of Lean Assessment Tools Dimensions and Indicators For SMEs in Indonesia

2021 ◽  
Vol 5 (1) ◽  
pp. 21-29
Author(s):  
David Dwi Harjanto ◽  
Putu Dana Karningsih
Keyword(s):  
Lean Manufacturing ◽  
Manufacturing Industry ◽  
Assessment Tool ◽  
Assessment Tools ◽  
Lean Implementation ◽  
Lean Assessment ◽  
The World ◽  
Small Industry ◽  
The Difference

In advance, the lean concept was used and applicated for big manufacturing industry. However, the lean concept used widely for all kinds of industry in the world. The improvement practice as lean and JIT also used for small industry (SMEs) in any countries which have implemented lean. The SMEs which have implemented lean showed any improvement, as the increasing of efficiency and flexibility, clear of communication and close with the Customers so the response and feedback are quicker and the costs are lower. The lean assessment tools used to value the effectiveness and the efficiency from lean implementation in the certain industry. The development of lean assessment tool for SMEs done by considering the difference between SMEs characteristic with industry a big scale. Have been many studies development of lean assessment to measure lean implementation in manufacturing industry and service generally without considered the size of his industry. However there are just a few development of lean assessment tools study that specific to measure the implementation lean manufacturing on SMEs. Therefore, this study aims to collect and compare the dimensions and indicators of the Lean Assessment Tool from several countries that are suitable for use in manufacture SMEs in Indonesia.

Assessing lean’s impact on operational integration

2014 ◽  
Vol 6 (2/3) ◽  
pp. 112-123 ◽  
Author(s):  
Inger Gamme ◽  
Silje H. Aschehoug
Keyword(s):  
Information Exchange ◽  
Manufacturing Industry ◽  
Implementation Process ◽  
Contributing Factors ◽  
Lean Implementation ◽  
Content Type ◽  
Implementation Processes ◽  
Research Questions ◽  
Lack Of Commitment ◽  
Operational Integration

Purpose – The purpose of this paper is to establish a major project to create new insights on lean in the specific Norwegian context and further build on international research. Lean is relevant for the manufacturing industry, service, finance, healthcare and public sectors in Norway. There are, however, still many research questions to be raised. Design/methodology/approach – Two case companies have been studied, to identify what these companies have experienced as important enablers and disablers in their lean implementation process. The following research questions will be addressed: In what way(s) does lean contribute to greater operational integration? In what way(s) does lean hinder operational integration? The research methodology is based on semistructured interviews with selected persons from different levels within the companies. Findings – From this study, several common contributing factors have been found: the importance of commitment and presence on the part of management, use of visualization tools for information exchange, formal meeting arenas and cross-functional work. Furthermore, the companies perceived the following as hindrances to achieving operational integration: insufficient involvement in implementation and design of tools, lack of commitment within the management, lack of customer focus, working in functional silos, lack of dissemination within the company and distance. Practical implications – Based on empirical findings from initial mapping of each company’s experiences with operational integration after a lean implementation process, recommendations on how to achieve better operational integration will be presented. Originality/value – The research initiative provides knowledge experience from lean implementation processes in two different Norwegian case companies within different sectors.

scholarly journals Lean Implementation in a Manufacturing Industry through Value Stream Mapping

2019 ◽  
Vol 8 (6S) ◽  
pp. 908-913
Keyword(s):  
Lean Manufacturing ◽  
Manufacturing Industry ◽  
Present Condition ◽  
Value Stream Mapping ◽  
Lean Implementation ◽  
Value Stream ◽  
The Future ◽  
Future Value ◽  
Future Condition ◽  
Value Stream Map

Today’s market is getting progressively doused step by step, customer ending up progressively self important and hard to persuade that one will offer same value they are searching for, Lean Manufacturing has a route in front of rivalry by envisioning and upgrading the value stream. Value stream mapping (VSM) is a tool in lean execution. It is a strategy to investigate the present condition of procedure and assessing a future condition of the procedure. It takes an item or administration from its start through to end client by lessening waste contrasted with current mapping. In this paper, the first Value stream mapping of the current condition of the procedure is dissected for a situation organization and consequently, the future Value stream map was proposed base on lean standards. In light of the last outcomes, it tends to be the reason that value stream mapping is a helpful apparatus for decreasing waste and non-value included activities

Implementation of lean manufacturing and situational leadership styles

2017 ◽  
Vol 38 (7) ◽  
pp. 946-968 ◽  
Author(s):  
Guilherme Tortorella ◽  
Flávio Fogliatto
Keyword(s):  
Leadership Styles ◽  
Lean Manufacturing ◽  
Leadership Behaviors ◽  
Implementation Process ◽  
Hierarchical Level ◽  
Lean Implementation ◽  
Content Type ◽  
Clear Vision ◽  
The Matrix ◽  
The Moment

Purpose The purpose of this paper is to determine leadership styles at each hierarchic level that best support the LM implementation process in a given company. Design/methodology/approach To achieve that, the authors propose a method that combines information from two sources in three major steps. First, using opinions from experts on lean implementation from an activity sector of interest the authors determine leadership styles that best suit each phase of the LM roadmap for that sector. Next, the authors analyze a specific company within the activity sector to determine: at which lean roadmap phase the company is at the moment; and the style of its current leaderships at each hierarchical level. Finally, the authors combine information from previous steps to diagnose the suitability of company’s leaderships to its lean implementation needs. Findings The method points at improvement alternatives that may be developed simultaneously at different leadership hierarchical levels in companies. Further, using the matrix of ideal leadership styles, companies may be able to identify implementation phases in the lean process that are poorly served by current leadership styles, anticipating problems and developing HRM practices to mitigate them. That is quite relevant, since changes in leadership behaviors and expectations may take longer time to be implemented; therefore, it is important to understand these opportunities and have a clear vision of current gaps within the company. Originality/value The identification of leaderships’ attributes and behaviors in companies at different phases of the lean implementation roadmap contributes to the existing body of knowledge on lean manufacturing. The method is intended as a supporting tool for lean implementation, as it enables the assessment of gaps in leadership behaviors in the organization, and directs to improvements according to the phase of lean implementation. The goal is to complement existing lean roadmaps by driving improvements in leadership-related aspects of the implementation process.

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