Improving Work System by Reducing Setup Time Activity in Drying Room in Pharmaceutical Industry with Single Minutes Exchange Die (SMED)

<p>Pharmaceutical industry especially that move in generic products, have many kinds of products to be manufactured in its production lines with the shortest possible time. This condition causes the frequent of changeover process. This cause requires the company to further improve the effectiveness of the machine by reducing the time of changeover process in terms of setup and clean-up machine. In order to reducing the time of setup and clean-up activity use the method of approaches the SMED analysis method to reduce unnecessary motion waste (value added and non-value added derived from lean manufacturing). Before conduct the research, in the 5th production line was not in the Kanban system. So, it often occurs the changeover process. The longest changeover time is in the drying room. After that conduct the Time and Motion Study in order to know the detail setup activities in the drying room. This is due to problems in the working methods and environment factors. Based on data from observations made on the engine FBD, there are 49 activities comprising 44 internal activities and 5 activities that can be converted to an external. Then from 44 internal activities, only 43 were able to be combined activity of up to 11 activities. Results from this study is able to decrease setup time and clean-up on the machine FBD by 62.18%. Based on this result also, this can increase the productivity of the production line.<br />Keywords: Unnecessary motion waste, Lean Manufacturing, Value added, Non-value added, Changeover process, SMED.</p>

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Implementation of Lean Manufacturing in a Cement Industry

Engineering, Technology & Applied Science Research ◽

10.48084/etasr.4087 ◽

2021 ◽

Vol 11 (3) ◽

pp. 7069-7074

Author(s):

M. Masmali

Keyword(s):

Production Line ◽

Lean Manufacturing ◽

Production Control ◽

Value Added ◽

Cement Industry ◽

Shop Floor ◽

Value Stream Mapping ◽

Cement Production ◽

Work In Process ◽

Production Processes

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.

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Implementation of the Lean Model for Carrying out Value Stream Mapping and SMED in the Aerospace Engine Case Production

Advanced Materials Research ◽

10.4028/www.scientific.net/amr.542-543.302 ◽

2012 ◽

Vol 542-543 ◽

pp. 302-310 ◽

Cited By ~ 2

Author(s):

Chen Hua Wang ◽

Jar Her Kao ◽

Sanjay Kumar Thakur

Keyword(s):

Production Line ◽

Lean Manufacturing ◽

Lead Time ◽

Setup Time ◽

Second Step ◽

Value Stream Mapping ◽

Value Stream ◽

Current State ◽

Industry Sectors ◽

Value Stream Map

The lean manufacturing has been widely applied in the most of the industry sectors. Single Minute Exchange of Dies (SMED) is one of lean manufacturing tools that can be used to further reduce production waste. In order to ensure waste be effectively reduced, lean manufacturing has tools to achieve its goal. The first step is analysis of current state value stream map from the production line. The second step is the use of Single Minute Exchange of Dies to propose and carry out improvement actions in bottleneck process. In this study, the aerospace engine case production lead time was reduced from 9 weeks to 7 weeks by VSM method. The SMED method was applied to improve bottleneck’s setup time from 95.68 minutes to 76.97 minutes. The lean manufacturing tool can help factory to reduce inventory in the WIP.

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The lean manufacturing system applied to an auto parts industry in the heavy vehicles segment

Global Journal of Engineering and Technology Advances ◽

10.30574/gjeta.2021.7.2.0067 ◽

2021 ◽

Vol 7 (2) ◽

pp. 037-049

Author(s):

Carvalho Cleginaldo Pereira de ◽

Reis Bruno dos

Keyword(s):

Lean Manufacturing ◽

Production Capacity ◽

Physical Space ◽

Setup Time ◽

Value Stream Mapping ◽

Heavy Vehicles ◽

Production Lines ◽

Improvement Program ◽

Value Stream ◽

Auto Parts

This paper aims to demonstrate how the adoption of a continuous improvement program, based on lean manufacturing tools, can benefit the production of automotive filters for heavy vehicles, considering improved productivity and reduced operational waste, with a consequent increase in effectiveness and cost reduction. In this study we used the lean manufacturing tools, mainly kaizen and value stream mapping. During its development, the application of a kaizen project in a production line of automotive filters for heavy vehicles, aimed obtaining increased productivity and better distribution of physical space, through the reduction of rework time, reduction of downtime due to maintenance and reduction of setup time. The use of lean manufacturing tools, through the instruments presented in this study, guaranteed the viability of improvements in the productive sector. This work allowed the observation of a consistent improvement in production capacity, with productivity increase, through the improvement of the operational time and reduction of time of waste. The best distribution of physical space and the best arrangement of items used by the production process were also achieved through the consolidation of two production lines.

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PRODUCTIVITY AND COSTS OF FOREST CUTTING IN A PINE STAND UNDER TWO THINNING METHODS

FLORESTA ◽

10.5380/rf.v50i4.66647 ◽

2020 ◽

Vol 50 (4) ◽

pp. 1883

Author(s):

Oscar Manuel de Jesús Vera Cabral ◽

Eduardo Da Silva Lopes ◽

Carla Krulikowski Rodrigues ◽

Afonso Figueiredo Filho

Keyword(s):

Value Added ◽

Forest Harvesting ◽

Wood Products ◽

Production Costs ◽

Productive Capacity ◽

Cycle Times ◽

Working Cycle ◽

Time And Motion ◽

Motion Study ◽

Consequent Reduction

The need for higher value-added wood products and the high cost of mechanized operations stimulate the development of new thinning methods in order to provide gains in productive capacity of forest stands. In this context, the aim of this study was to analyze the effect of two thinning methods on productivity and costs of the forest harvesting in the generation of multi‐products. The study was carried out in a 10-year-old Pinus taeda stand under to two thinning methods: TH5 (harvester, with systematic harvesting of the fifth tree row and selective in adjacent rows); and TH7 (chainsaw and harvester, with systematic harvesting of the seventh tree row and selective in adjacent rows). We determined the working cycle times, productivity, and production costs through a time and motion study, with the averages of partial and total times being compared between thinning methods by the Wilcoxon-Mann-Whitney test (α ≤ 0.05). From the obtained results, it was found that the thinning methods directly affected the harvester’s partial and total times, with the largest time obtained in the TH7 thinning method due to the need to locate previously cut trees by chainsaw, with a consequent reduction in the productivity and an increase in the production costs when compared to the TH5 method. However, despite the higher production cost, the TH7 method showed potential with the use of mechanization in all activities, making it possible to increase selective thinning and contribute to gains in forest stand quality.

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Enhancement of Productivity and Overall Equipment Efficiency Using Time and Motion Study Technique - A Review

Advanced Engineering Forum ◽

10.4028/www.scientific.net/aef.14.59 ◽

2015 ◽

Vol 14 ◽

pp. 59-66 ◽

Cited By ~ 2

Author(s):

S. Nallusamy ◽

S. Muthamizhmaran

Keyword(s):

Manufacturing Sector ◽

Value Added ◽

Manufacturing Industries ◽

Time Study ◽

Systematic Observation ◽

Time And Motion Study ◽

Time And Motion ◽

Observation Process ◽

Motion Study ◽

Global Economic Growth

The manufacturing industries have incredible contribution in the global economic growth and it has wide acknowledgment in the area of poverty mitigation. The manufacturing sector is also considered as one of the significant economic contributor in the Asian sub-continent for the past 100 years. Enhancement of productivity is an important factor for manufacturing industries to survive and to attain breakthroughs. By using time and motion study as tool, non-value added activities can be recognized and eliminated thereby productivity can be improved. Time and motion study is a tool to establish standard time for the processes including cycle time from observation with the allowance and rating factors. The main aim of the research is for systematic observation; process chart and stopwatch time study as research methodology. The article concludes that the successful application of motion and time study in industrial organizations is dependent on the training of the individuals who apply it. This article is also highlights enhancement of the Overall Equipment Efficiency (OEE) of the autoclave process through the implementation of time and motion studies.

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Productivity improvement in the production line with lean manufacturing approach: case study PT. XYZ

MATEC Web of Conferences ◽

10.1051/matecconf/201815401093 ◽

2018 ◽

Vol 154 ◽

pp. 01093

Author(s):

Halimatussa’ diah ◽

Ali Parkhan ◽

Muchamad Sugarindra

Keyword(s):

Production Line ◽

Lean Manufacturing ◽

Textile Industry ◽

Value Added ◽

Value Stream Mapping ◽

Competitive Strategies ◽

Productivity Improvement ◽

Value Stream ◽

Current Production

The increaseing productivity is one of the competitive strategies that can be applied in a company in order to survive in an intense competitive presure. PT. XYZ is a textile industry manufacturing golf gloves and caddy bag. Every day, the company has a production target of 600 pieces per line. However, the desired target is not achieved that it will affect the delay in delivery of products to customers. In this research, a case study on implementing value stream mapping and Kaizen as the lean manufacturing concept is reported. The purpose of this study is to map the current production line, analyse and design the future value stream mapping by eliminating waste occured. It is obtained a lead time reduction as much as 440.4 seconds through eliminating 17 non-value added activities. Then, the output can be increased up to 21% which is equal to 502 pieces.

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The lean manufacturing system applied to an auto parts industry in the heavy vehicles segment

Global Journal of Engineering and Technology Advances ◽

10.30574/gjeta.2021.7.1.0067 ◽

2021 ◽

Vol 7 (2) ◽

pp. 037-049

Author(s):

Carvalho Cleginaldo Pereira de ◽

Reis Bruno dos

Keyword(s):

Lean Manufacturing ◽

Production Capacity ◽

Physical Space ◽

Setup Time ◽

Value Stream Mapping ◽

Heavy Vehicles ◽

Production Lines ◽

Improvement Program ◽

Value Stream ◽

Auto Parts

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Lean Manufacturing Implementation Through Value Stream Mapping: A Case Study

Jurnal Teknologi ◽

10.11113/jt.v68.2957 ◽

2014 ◽

Vol 68 (3) ◽

Cited By ~ 1

Author(s):

Seyed Mojib Zahraee ◽

Ahmad Hashemi ◽

Ahmed Ali Abdi ◽

Ataollah Shahpanah ◽

Jafri Mohd Rohani

Keyword(s):

Business Strategy ◽

Production Line ◽

Lean Manufacturing ◽

Lead Time ◽

Value Added ◽

Secondary Data ◽

Value Stream Mapping ◽

Total Production ◽

Value Stream ◽

Value Stream Map

Lean Manufacturing (LM) is a business strategy that was developed in Japan. The main contribution of lean manufacturing is the identification and elimination of waste. Companies apply LM to sustain their competitiveness over their competitors by improving the manufacturing system’s productivity and quality enhancement of the product. The goal of this paper is to apply one of the most significant lean manufacturing techniques called Value Stream Mapping (VSM) to improve the production line of a company that produces several components for vehicle assembly line by decreasing the waste and non-value added activities. First, the current value stream map of production line was developed using personal interviews, observations and secondary data of the company. Subsequently, the future value stream map was proposed based on the lean manufacturing principles to improve total production lead time and value added time. Based on the final result it can be concluded that VSM is a useful and applicable approach that can help managers conceptualize the different kind of wastes and defects. Final result showed that the production lead time and value added time improved up to nearly 80 % and 12 % respectively by eliminating the wastes based on lean principles and VMS method.

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