A Framework for Implementing Lean Manufacturing System in Small and Medium Enterprises

2011 ◽  
Vol 110-116 ◽  
pp. 3997-4003 ◽  
Author(s):  
Jirapat Wanitwattanakosol ◽  
Apichat Sopadang
Keyword(s):  
Lean Manufacturing ◽  
Manufacturing System ◽  
Job Shop ◽  
Small And Medium Enterprises ◽  
Phase 1 ◽  
Optimization Technique ◽  
Value Stream Mapping ◽  
Two Phase ◽  
Make To Order ◽  
Medium Enterprises

—In this paper, a conceptual framework to apply many techniques for implementing lean in the high-variety low-volume (HVLV) environment is presented. Lean production has increasingly being implemented as a potential solution for many organizations. Anyway, the lean formula is applicable directly only to the make-to-stock business, but the make-to-order (MTO) product environment has to adapt lean manufacturing principle. The method of this paper has a two-phase quantitative framework to transform small and medium enterprises (SMEs) to be lean. Phase 1 has three interrelated components: (1) re-engineering an organization by using the power of computer simulation combined with business process. (2) Value stream mapping (VSM) is used to create a map of both value and waste in a given process. This tool has also a main drawback for job shop facility because many value streams are composed of hundreds of industrial parts and products. (3) Integrative supplier relationship is one of the most critical factors to maintain an advantage in the increasing levels of competition. Phase 2 performs a just in time production schedule by using ant colony optimization technique combines with a simulation tool. The aims of this paper are to develop a suitable lean manufacturing system for SMEs and to study the performance of the system for improving effectiveness. The result shows how to combine lean concept with simulation optimization, the step of this framework to obtain the optimization solution.

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.

And The World Came To See: New Manufacturing System Designs and Industrial Revolutions

2002 ◽  
Author(s):  
J. T. Black ◽  
David S. Cochran
Keyword(s):  
System Design ◽  
Systems Engineering ◽  
Lean Manufacturing ◽  
Manufacturing Systems ◽  
Manufacturing System ◽  
Job Shop ◽  
Flow Shop ◽  
The World ◽  
Industrial Revolutions ◽  
New System

AND THE WORLD CAME TO SEE. When a new manufacturing system design (MSD) is developed by a company or a group of companies, the rest of the world comes to those factories to learn about the new system. In the last 200 years, three new factory designs have evolved, called the job shop, the flow shop and the lean shop. Each is based on a new system design — a functional design, a product flow design and a linked cell design. New factory designs lead to new industrial leaders and even new industrial revolutions (IR’s). Two appendixes are included: One outlines the implementation strategy for the lean shop and the other is a discussion of lean manufacturing from the viewpoint of K. Hitomi, Japanese professor of manufacturing systems engineering.

scholarly journals Literature Study of Lean Implementation Framework for Small and Medium Enterprises (SMEs) in Indonesia

2021 ◽  
Vol 4 (2) ◽  
pp. 1-9
Author(s):  
Fatma Nadia Amin ◽  
Putu Dana Karningsih
Keyword(s):  
Lean Manufacturing ◽  
Small And Medium Enterprises ◽  
Developed Countries ◽  
Google Scholar ◽  
Literature Study ◽  
Implementation Framework ◽  
Lean Implementation ◽  
The World ◽  
Medium Enterprises

Many companies in developed countries are implementing lean manufacturing and offering significant results. However, experts argue that the concept can not only be used in large companies but also in SMEs. Some SMEs in the world have also implemented the lean concept, but there have been many failures during implementation. This is because of the lean implementation framework. Several researchers have developed specific frameworks for lean implementation in SMEs. Therefore the final objective of this study is a lean implementation framework that is suitable for SMEs in Indonesia. In this research, the first step of the literature study is to search for previous studies on google scholar, emerald, elsevier, etc. related to the lean framework. Furthermore, comparing and comparing the framework in previous research. This comparison can be a lean implementation in Indonesia, with the strengths and weaknesses of each of these frameworks

Lean Manufacturing Scenario and Role of Pervasive Computing in Indian SMEs

2010 ◽  
pp. 31-51
Author(s):  
Deepak Tripathi
Keyword(s):  
Information And Communication Technologies ◽  
Pervasive Computing ◽  
Lean Manufacturing ◽  
Global Economy ◽  
Large Scale ◽  
Management Practices ◽  
Small And Medium Enterprises ◽  
Formal System ◽  
Business Environment ◽  
Medium Enterprises

Large scale firms have been adopting various management practices to remain competitive in today’s global economy. Lean manufacturing is one such initiative, which significantly improves performance in terms of cost, delivery, quality and flexibility. Although small and medium enterprises (SMEs) play a very significant role in overall manufacturing supply network, less is known about the extent to which lean is present in these firms. The present study investigates this issue by exploring the scenario of implementation of lean manufacturing in Indian SMEs. It also examines the constraints, which need to be addressed for real penetration of lean on a wider scale and the role information and communication technologies like pervasive computing play in successful implementation of this initiative. This aspect is considered important as no organization, whether big or small, can afford to neglect it in today’s business environment. The study reveals that although lean manufacturing is not implemented as a formal management initiative in SMEs, its elements could be traced with varying degrees in firms. However, a need is felt to improve upon various identified constraints, so that SMEs are able to implement it as formal system and reap maximum benefits. It is also experienced that IT solutions like pervasive computing help in improving lean manufacturing performance but Indian SMEs in general have not taken considerable initiatives in this direction.

Application of Lean Tool (Value Stream Mapping) in Minimisation of the Non-Value Added Waste (A Case Study of Tractor Industry)

2011 ◽  
Vol 110-116 ◽  
pp. 2062-2066 ◽  
Author(s):  
Paramdeep Singh ◽  
Harpuneet Singh
Keyword(s):  
Lean Manufacturing ◽  
Lead Time ◽  
Manufacturing System ◽  
Research Work ◽  
Value Added ◽  
Value Stream Mapping ◽  
Value Stream ◽  
Work In Process ◽  
Before And After ◽  
Traditional Manufacturing

Lean manufacturing has been proved to be an effective management philosophy for improving businesses in a competitive market by eliminating non-value added waste and improving in process operations. Value stream mapping is an important tool used to identify the opportunities for various lean techniques. The present research mainly focuses on the description of a model that is developed to contrast the “before” and “after” scenarios in detail in order to obtain the various benefits such as reduced production lead time, lower work in process inventory [1] and proper utilisation of the workforce. The current manufacturing system has been compared with the proposed pull (Kanban) system which shows the benefits of the proposed lean manufacturing system over the existing traditional manufacturing system. The present research work has been carried out at typical tractor industry which shows 50.5% reduction in total lead time in the future state value mapping of the crank case and the number of operators involved in processing of crank case has also been reduced from 22 to 18.

Lean manufacturing in Brazilian small and medium enterprises: implementation and effect on performance

2016 ◽  
Vol 54 (24) ◽  
pp. 7523-7545 ◽  
Author(s):  
Moacir Godinho Filho ◽  
Gilberto Miller Devós Ganga ◽  
Angappa Gunasekaran
Keyword(s):  
Lean Manufacturing ◽  
Small And Medium Enterprises ◽  
Medium Enterprises
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