scholarly journals Kanban in Apparel Manufacturing: A Case Study

2021 ◽  
Vol 7 (3) ◽  
pp. 1-9
Author(s):  
RMVS Ratnayake ◽  
WDG Lanarolle ◽  
RMDT Ratnayake
Keyword(s):  
Lean Manufacturing ◽  
Production Efficiency ◽  
Apparel Manufacturing ◽  
Pull System ◽  
Correct Number ◽  
Manufacturing Line ◽  
Kanban System ◽  
Production Output ◽  
Two Parameters

Pull system and Kanban are effective lean manufacturing tools. Though many companies in various manufacturing fields have successfully implemented pull manufacturing using Kanban systems, such studies in apparel manufacturing are rarely found. Kanban system was implemented in an apparel manufacturing company, which had implemented some of the lean manufacturing tools. The apparel manufacturing line was identified in four different sub sections and separate Kanbans were used in each sub section. The system was evaluated using two parameters: the number of Kanban cards in each point; the production output. Correct number of Kanban cards were found at all the time of the monitoring period of two weeks-the production efficiency has increased by 22%.

scholarly journals Lean Manufacturing Case Study with Kanban System Implementation

2013 ◽  
Vol 7 ◽  
pp. 174-180 ◽  
Author(s):  
Nor Azian Abdul Rahman ◽  
Sariwati Mohd Sharif ◽  
Mashitah Mohamed Esa
Keyword(s):  
Lean Manufacturing ◽  
System Implementation ◽  
Kanban System

scholarly journals Implementation of a Pull System – A Case Study of a Polymeric Production System for the Automotive Industry

2021 ◽  
Vol 29 (4) ◽  
pp. 253-259
Author(s):  
Bruna Martins ◽  
Cláudia Silva ◽  
Diogo Silva ◽  
Laura Machado ◽  
Miguel Brás ◽  
...  
Keyword(s):  
Automotive Industry ◽  
Production System ◽  
Value Added ◽  
Lead Times ◽  
Pull System ◽  
System A ◽  
Kanban System ◽  
Annual Earnings ◽  
High Lead

Abstract This work, developed as a case study, propose, describe, and evaluates an implementation of a pull system in a SME company producing polymeric components for the automotive industry. The production system of the company was based on the push paradigm, which creates high stock levels and high lead times. The main purpose was to develop a pull production system controlled by Kanbans in the painting line. To achieve this goal, this case study demonstrates the application of relevant lean tools, such as, VSM, SMED, Kanban System, Supermarkets and Leveling. Through the SMED’s application, it was possible to reduce the setup times in 38% and make annual earnings of approximately 83000€. The application of a Kanban System, Leveling and Supermarket enabled the WIP’s reduction between injection and painting in 56% and, also, between painting and expedition in 45%. Also, the lead time decreased and the value-added time increased. Thus, this is an exemplary case study for the implementation of a pull system and can be used both by practitioners and researchers interested in this theme.

scholarly journals Implementación de la manufactura esbelta en una línea de arneses eléctricos automotrices

2019 ◽  
pp. 21-29
Author(s):  
Adolfo Cano-Carrasco ◽  
María del Carmen Vásquez-Torres ◽  
Elizabeth González-Valenzuela ◽  
Héctor Bellizia- Guzmán
Keyword(s):  
Production Process ◽  
Lean Manufacturing ◽  
Assembly Line ◽  
Pull System ◽  
Final Assembly ◽  
Successful Case ◽  
Manufacturing Company

This research analyzes the implementation of the Lean Manufacturing philosophy through a case study in the final assembly line in an electric automotive harness manufacturing company and intends to demonstrate that the current waste from the production process under study will be eliminated through the sustainable application of The Theory of Lean Manufacturing. The methodology used was carried out with the help of the Deming circle: Plan objectives, model line, equipment, training, Execute: design stations, Recognize waste, Establish flow, create mixed lots, calculate Tak-time, Determine matching operations, Determine pull system, Verify: launch and Act: determine verification and monitoring. Subsequently, the programs applied and the activities used for the development of the lean manufacturing philosophy were analyzed. The main contribution is to share the results of a successful case in the implementation of the lean manufacturing philosophy when analyzing the effectiveness of the programs and support activities in its development.

scholarly journals Sustainable-value stream mapping to evaluate sustainability performance: case study in an Indonesian furniture company

2018 ◽  
Vol 154 ◽  
pp. 01055 ◽  
Author(s):  
Sri Hartini ◽  
Udisubakti Ciptomulyono ◽  
Maria Anityasari ◽  
Sriyanto ◽  
Darminto Pudjotomo
Keyword(s):  
Lean Manufacturing ◽  
Value Stream Mapping ◽  
Process Performance ◽  
Application Study ◽  
Value Stream ◽  
Manufacturing Operations ◽  
Manufacturing Line ◽  
Sustainable Value ◽  
Time Cycle

Lean manufacturing tools do not consider environmental and societal benefits. The conventional value stream mapping (VSM) methodology examines the economics of a manufacturing line, most of which are in regards to time (cycle time, lead time, change-out time, etc.). Incorporating the capability to capture environmental and societal performance visually through VSMs will increase its usefulness as a tool that can be used to assess manufacturing operations from a sustainability perspective. A number of studies have addressed the extension of VSM to incorporate additional criteria. A vast majority of these efforts have focused on adding energy-related metrics to VSMs, while several other studies refer to ‘sustainable’ VSM by including environmental performance in conventional VSMs. This research has developed a method for VSM integrated with environment metric and social metric for ensuring sustainable manufacture. The proposed technique is capable of visualizing and evaluating manufacturing process performance from sustainability view point. The capability of proposed technique has been tested by an application study on furniture company. The study provides insights to practitioners to visualize process performance in economic, environment and social metric.

scholarly journals MAKING FORMWORK CONSTRUCTION LEAN

2015 ◽  
Vol 21 (4) ◽  
pp. 444-458 ◽  
Author(s):  
Chien-Ho Ko ◽  
Jiun-De Kuo
Keyword(s):  
Lean Manufacturing ◽  
Control Culture ◽  
Site Quality ◽  
New Approach ◽  
Proposed Model ◽  
Key Factor ◽  
Kanban System ◽  
Manufacturing Techniques ◽  
Construction Model

Formwork material and payroll are among the greatest costs in building reinforced concrete structures. Therefore, formwork engineering is a key factor affecting project success. Traditional formwork construction entails non-value-adding activities resulting in waste. The objective of this study is to adapt lean manufacturing techniques to formwork engineering in a bid to reduce waste, specifically by developing a lean formwork construction model. In the model, andon is used to establish an on-site quality control culture, allowing form workers to obtain assistance immediately whenever a problem occurs. In addition, formwork operations are pulled through the kanban system to reduce mould inventory and achieve continuous construction flow. A case study is used to validate the applicability of the proposed model. Results show that the proposed model can effectively reduce waste in the formwork construction flow and increase the value of operations, thus providing a new approach to improving formwork engineering.

Case Study: Hillerich and Bradsby Company, Inc. Implementation of Just in Time Manufacturing

1995 ◽  
Vol 9 (3) ◽  
pp. 249-262 ◽  
Author(s):  
Lori K. Miller ◽  
Lawrence W. Fielding ◽  
Mahesh Gupta ◽  
Brenda G. Pitts
Keyword(s):  
Manufacturing Process ◽  
Production Efficiency ◽  
Just In Time ◽  
Paper Briefly ◽  
History Of ◽  
Kanban System ◽  
Market Leadership ◽  
Set Up ◽  
Supplier Partnerships

In this case study of Hillerich & Bradsby Company, Inc. (H&B), the ways in which H&B implemented principle components of Just In Time (JIT) Manufacturing in the production of wooden baseball bats are identified. Various JIT components such as small batch production, a cellular layout, multifunctional workers, reduced set-up times, empowered employees, the kanban system, and supplier partnerships are discussed and applied to H&B productions. An analysis of selected financial ratios indicated that JIT successfully contributed to the maintenance of H&B's production efficiency and market leadership. While the first section of the paper briefly outlines the history of the H&B company, the second section addresses the JIT manufacturing process. Seven principle components associated with the JIT manufacturing process are addressed and applied to H&B's operations. In conclusion the limitations associated with H&B's implementation of the JIT manufacturing process are identified.

scholarly journals Using Enterprise Architecture to Integrate Lean Manufacturing, Digitalization, and Sustainability: A Lean Enterprise Case Study in the Chemical Industry

2021 ◽  
Vol 13 (9) ◽  
pp. 4851
Author(s):  
Ming-Hui Liao ◽  
Chi-Tai Wang
Keyword(s):  
Chemical Industry ◽  
Lean Manufacturing ◽  
Enterprise Architecture ◽  
Raw Materials ◽  
Core Competencies ◽  
Sustainable Business ◽  
Business Transformation ◽  
Lean Enterprise ◽  
Architecture Framework

The chemical industry has sustained the development of global economies by providing an astonishing variety of products and services, while also consuming massive amounts of raw materials and energy. Chemical firms are currently under tremendous pressure to become lean enterprises capable of executing not only traditional lean manufacturing practices but also emerging competing strategies of digitalization and sustainability. All of these are core competencies required for chemical firms to compete and thrive in future markets. Unfortunately, reports of successful transformation are so rare among chemical firms that acquiring the details of these cases would seem an almost impossible mission. The severe lack of knowledge about these business transformations thus provided a strong motivation for this research. Using The Open Group Architecture Framework, we performed an in-depth study on a real business transformation occurring at a major international chemical corporation, extracting the architecture framework possibly adopted by this firm to become a lean enterprise. This comprehensive case study resulted in two major contributions to the field of sustainable business transformation: (1) a custom lean enterprise architecture framework applicable to common chemical firms making a similar transformation, and (2) a lean enterprise model developed to assist chemical firms in comprehending the intricate and complicated dynamics between lean manufacturing, digitalization, and sustainability.

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