Single-Minute Exchange of Dies at a Kaizen Event

2020 ◽  
pp. 852-871
Author(s):  
Edem G. Tetteh ◽  
Hans Chapman
Keyword(s):  
Continuous Improvement ◽  
Bottom Line ◽  
Continuous Improvement Process ◽  
Improvement Process ◽  
Kaizen Events ◽  
World Class ◽  
Lean Tools ◽  
The Impact

Lean concepts play a fundamental role in the promotion of continuous improvement in the workplace. This chapter seeks to assess the impact of Kaizen events on an organization's bottom line, in the case of Single-Minute Exchange of Dies (SMED) that is a system for dramatically reducing the time it takes to complete equipment changeovers. In this case study, SMED was used in combination with other lean tools such as 5S and standardized work in a bid to promote continuous improvement of the “flawed” operations that occur in a world-class manufacturer plant. This analysis is critical in determining whether the path to achieving continuous improvement process for the team in the organization can be achieved through the use of SMED. The results have shown that a lean strategy like SMED, coupled with other lean strategies like 5s and TPM, plays a fundamental role in reducing process inefficiencies in the plant.

Single-Minute Exchange of Dies at a Kaizen Event

2018 ◽  
pp. 117-141
Keyword(s):  
Continuous Improvement ◽  
Bottom Line ◽  
Continuous Improvement Process ◽  
Improvement Process ◽  
Kaizen Events ◽  
World Class ◽  
Lean Tools ◽  
The Impact

Lean concepts play a fundamental role in the promotion of continuous improvement in the workplace. This chapter seeks to assess the impact of Kaizen events on an organization's bottom line, in the case of Single-Minute Exchange of Dies (SMED) that is a system for dramatically reducing the time it takes to complete equipment changeovers. In this case study, SMED was used in combination with other lean tools such as 5S and standardized work in a bid to promote continuous improvement of the “flawed” operations that occur in a world-class manufacturer plant. This analysis is critical in determining whether the path to achieving continuous improvement process for the team in the organization can be achieved through the use of SMED. The results have shown that a lean strategy like SMED, coupled with other lean strategies like 5s and TPM, plays a fundamental role in reducing process inefficiencies in the plant.

Reducing time to treatment and patient costs with breast cancer: The impact of patient visits.

2020 ◽  
Vol 38 (15_suppl) ◽  
pp. e19407-e19407
Author(s):  
Sarah Sittenfeld ◽  
Zachary Greenberg ◽  
Zahraa Alhilli ◽  
Jame Abraham ◽  
Halle C. F. Moore ◽  
...  
Keyword(s):  
Breast Cancer ◽  
Continuous Improvement ◽  
Surgical Procedure ◽  
Treatment Initiation ◽  
Time To Treatment ◽  
Patient Costs ◽  
Continuous Improvement Process ◽  
Improvement Process ◽  
Number Of Visits ◽  
The Impact

e19407 Background: The purpose of this study was to evaluate the impact of a continuous improvement process aimed at reducing time to treatment on minimizing the number of days spent to complete pre-treatment visits and the associated costs for patients with non-metastatic breast cancer. Methods: System-wide initiatives were implemented in 2015 to minimize time to treatment initiation (TTI), by incorporating lean process strategies and enhanced coordination. Patient and treatment information was obtained through an IRB-approved registry for the years 2015 and 2018. Average number of days spent to complete visits, TTI, and associated patient costs including driving expenses, parking, food, childcare, and lost wages were calculated and compared between the years 2015 and 2018. Results: In 2015, the median TTI was 43.5 days and the average number of separate days spent to attend multidisciplinary visits prior to first treatment was 1.86. These were reduced to 29 days and 1.52 visits, respectively, in 2018 (p < 0.0001 for both). When evaluating treatment visits by surgical procedure, the average number of visits was reduced regardless of surgical procedure. The average number of visits was highest for patients undergoing mastectomy with reconstruction (2.34 in 2015, reduced to 1.65 in 2018, p < 0.0001). A single visit to complete treatment planning was associated with patient costs of $249 as compared with multiple trips costing $491 for 2 visits and up to $1,226 for 5 visits. Conclusions: In breast cancer patients, implementing a continuous improvement process to reduce time to treatment was associated with fewer visits required prior to treatment initiation, resulting in lower patient costs.

scholarly journals LEAN TOOLS APPLIED IN TRANSPORT AND LOGISTICS SERVICES

2019 ◽  
Vol 5 ◽  
Author(s):  
Tiago Pinho ◽  
Mário Lobo
Keyword(s):  
Continuous Improvement ◽  
Lead Time ◽  
Lean Principles ◽  
Transport Services ◽  
Continuous Improvement Process ◽  
Lack Of Information ◽  
The Subject ◽  
Lean Tools ◽  
Large Improvement

Purpose: This article is focused on the premise that applying Lean tools in transport and logistic services can contribute to reduce the costs, stocks, lead time and simultaneously contributing to major financial achievements. The objective is to create a model that allows the analysis and deployment of a Lean project in Logistic and Transport services.  Methodology: Facing the lack of information about the deployment and the results of the Lean tools in Logistic and transport services in Portugal we used as case study one example of a Portuguese company that deployed Lean tools on their services and it will show that the tools and Lean principles can be used to improve quality and efficiency by using the company existing resources, reducing causalities in the service provided and in all logistic process. Findings: Lean tools provide efficiency in the services, allowing the increasing of the existing capacity in the company, provide a continuous improvement process. Even with low investments sustaining Lean projects can produce large improvement in efficiency of the processes and in the company profits. Research Limitation: The data available about the subject in Portugal was the major limitation to the study.

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