Implementing Lean Techniques on the Shop Floor Improvement of a Delivery Company

2014 ◽  
Vol 989-994 ◽  
pp. 2811-2814
Author(s):  
Jason Shay ◽  
Peter Iming Shieh
Keyword(s):  
Material Handling ◽  
Manufacturing Industries ◽  
Shop Floor ◽  
Value Stream Mapping ◽  
Lean Management ◽  
Value Stream ◽  
Operation Costs ◽  
Business Efficiency ◽  
Domestic Company ◽  
Future Condition

CTC Express is the leading domestic company in delivery service and wants to improve their business efficiency by establishing lean management in the shop floor activities. Lean management is generally adopted by the manufacturing industries as a significant technique to reduce waste and operation costs. This paper investigates the continuous improvement through value stream mapping, begins with describing the current situation and proposes the future condition. Several improvements were implemented in the company such as the transformation of automation process, better result in visual control and standardization processes. The new proposed system has shown being able to reduce the works of loading/unloading and in the same time to increase the performance of material handling in each cycle time.

Development of Computerize Value Stream System

2014 ◽  
Vol 915-916 ◽  
pp. 1405-1411
Author(s):  
A.N.A. Ahmad ◽  
Sulaiman Hj. Hasan ◽  
H. Norafifah
Keyword(s):  
Lean Manufacturing ◽  
Mapping Method ◽  
Shop Floor ◽  
Value Stream Mapping ◽  
Traditional Concept ◽  
Value Stream ◽  
Stream System ◽  
Manufacturing Company ◽  
Value Streams ◽  
Individual Value

Value stream mapping (VSM) was initially developed to use of the suite of tools to help researcher or practitioner to identify waste in individual value streams and find an appropriate method to its removal. The process itself is simple and straightforward is used to identify waste using lean manufacturing technique, determined causes of the waste through the value stream mapping method and to propose solution to improve workplace environment. In this project is made an attempt to computerize the process though the application of VSM. Computerize value stream system is basically a method which is an internet networking system combining traditional concept of value stream mapping method to be used at manufacturing company to reduce wastes. This paper summarizes the way to develop an internet, online and network based of an efficient computerize value stream system to improve operation value of the manufacturing company. This paper reviews the design of package that will replace the manual method of doing VSM. This package will be applied in a real shop floor environment.

Material Handling and Assembly Process Optimization using Value Stream Mapping

2017 ◽  
Vol 6 (1) ◽  
pp. 59
Author(s):  
Daniel Derrell Forest ◽  
G.H. Massiha
Keyword(s):  
Process Optimization ◽  
Continuous Improvement ◽  
Lean Manufacturing ◽  
Material Handling ◽  
Design Method ◽  
Added Value ◽  
Value Stream Mapping ◽  
Assembly Process ◽  
Workplace Design ◽  
Value Stream

<span>The purpose of this project is to evaluate and optimize an assembly process for ergonomic and productivity considerations. Companies use lean manufacturing as a method for continuous improvement in order to increase throughput and for to reallocate resources for more important tasks. For this project, value stream mapping (VSM) was used to evaluate, analyze, and improve the ergonomic factors of an assembly process and to increasing throughput. With the use of VSM, researchers are able to see the areas of added value, non-added value, and bottlenecks. This project illustrates the implementation of VSM for the minimization of waste, by using the design method to restructure the process of assembly. The results show drastic improvement in assembly time and ergonomic workplace design, while providing a platform for a continuous improvement system.</span>

Production Improvement in an Aircraft Manufacturing Company Using Value Stream Mapping Approach

2014 ◽  
Vol 660 ◽  
pp. 1038-1042 ◽  
Author(s):  
Md Saidin Wahab ◽  
Kamsidi Abd Malek Sidek ◽  
Mohd Shahir Yahya ◽  
Muhammad Mustaqim Ahmat
Keyword(s):  
Information Flow ◽  
Simulation Software ◽  
Shop Floor ◽  
Value Stream Mapping ◽  
Production Flow ◽  
Cycle Times ◽  
Value Stream ◽  
Aircraft Manufacturing ◽  
Current State ◽  
Manufacturing Company

The purpose of this study is to develop a value stream mapping for a production in an aircraft manufacturing company. The process begins with creating a current state map and understands the production flow and the current cycle times. This provides the information needed to produce a future state map. The goal is to identify and eliminate the waste, which is any activity that does not add value to the final product, in the production process. In order to collect the information needed, the study was conducted within the production facility to enable the researcher gained knowledge and familiarized with the production flow and the activities being performed at the shop floor. Parameters such as cycle times, down times, work in process (WIP) for inventory and material, and information flow paths were recorded. This information will enable the researcher to visualize the current state of the process activities by mapping the material and information flow and looking for opportunities to eliminate wastes. ARENA simulation software package was used to simulate and analyze the process flow and times. Result from the analysis shows that there are areas where the company can further improve their production system. The results show the improvement of the cycle time up to 22% based on the new proposed arrangement of the layout. Therefore the propose layout will be guided to the company in order to improve their production.

Energy Value Stream Mapping, Development and Application of a Tool to Reduce Energy Inefficiencies of the Production Processes

2015 ◽  
Author(s):  
Michele Germani ◽  
Daniele Del Duca ◽  
Andrea Luzi ◽  
Fabio Camorani
Keyword(s):  
Energy Consumption ◽  
Minimum Energy ◽  
Critical Issue ◽  
Shop Floor ◽  
Value Stream Mapping ◽  
Energy Value ◽  
Energy Management Systems ◽  
Value Stream ◽  
Minimum Energy Consumption ◽  
Production Processes

Over the last years, the industrial energy consumption has become a critical issue and several energy management systems have been developed. At the same time, the lean philosophy has been used to evaluate the critical points of the production processes. One of the main tools used by lean champions is the Value Stream Mapping (VSM) to identify “bottlenecks” and also to provide graphically areas of interest for improvement within the shop floor. Current VSM models do not include information about energy as a fundamental content. To overcome this lack, the present work is focused on the development of a new extended VSM tool able to map the energy consumption. Energy value Stream mapping (EVSM) is a tool to evaluate issues related to the energy consumption. Through it, the energy manager can pursue the minimum energy consumption. The proposed tool has been applied and tested in a real case study.

scholarly journals A critical analysis and optimization of the testing & validation activities inside an automotive partsfactory

2021 ◽  
Vol 343 ◽  
pp. 02011
Author(s):  
Lucian-Petru Păvăloi ◽  
Florin Negoescu
Keyword(s):  
Critical Analysis ◽  
Point Of View ◽  
Value Stream Mapping ◽  
Lean Management ◽  
Basic Principles ◽  
Value Stream ◽  
A Value ◽  
The Status

The scope of this paper is to critically analyze and optimize the solutions available from a Lean Management point of view, for the testing & validation department of an automotive factory. The paper will start with an analysis of the basic principles of Lean Management and how this can be applied successfully, followed by a Value Stream Mapping critical analysis of the status at a given time and the action taken with the scope of optimizing the process, concluding with an updated analysis of the new Value Steam Map, showcasing the advantages and the improvements achieved.

scholarly journals Identifikasi dan Eliminasi Pemborosan Aktivitas pada Proses Produksi Suku Cadang dengan Pendekatan Lean Manufacturing

2019 ◽  
Vol 12 (2) ◽  
Author(s):  
Agustian Suseno ◽  
Hengky Hengky
Keyword(s):  
Human Resources ◽  
Production Process ◽  
Production System ◽  
Lean Manufacturing ◽  
Material Handling ◽  
Spare Parts ◽  
Value Stream Mapping ◽  
Lot Size ◽  
Value Stream ◽  
Engine Maintenance

PT. Trijaya Teknik Karawang is a manufacturing company that produces spare parts, namely the piece pivot. The increased demand make the company parties need to analyze the ability to do the production to make it more effective and efficient in order to win the competition. Preliminary observations on the production floor they still present problems that are categorized as waste. Based on it, lean manufacturing Approach used to solve these problems. First of all the waste identified by mapping the flow of production using Value Stream Mapping (VSM). Then determined the dominant waste going through weighting waste using Waste Assesment Model (WAM) with the result that the inventory is the dominant waste. Next choose a detail mapping tools with Value Stream Analyze Tools (VALSAT) and determine the cause of waste inventory with fishbone diagrams that result, the causes of waste inventory is the breakdown of the machine, the operator of conduct material handling and less nimble, the distance between the machine and the system far, the production batch manufacture. Recommendations for improvements are the application of the system production of one-piece flow with investing buying transfer dies and adds to the human resources division maintenance. The identification of the problem causing factors of the dominant waste activity, namely waste inventory using Fishbone diagrams is lack of engine maintenance because it does not have a maintenance division and the production system used is batch manufacture that produces goods in lot size so that there are WIP parts in each production process.

scholarly journals Zastosowanie koncepcji lean management w Szpitalnych Oddziałach Ratunkowych

2019 ◽  
pp. 46-52
Author(s):  
Urszula Cegłowska ◽  
Stanisław Brzozowski ◽  
Tomasz Hermanowski ◽  
Małgorzata Chmielewska
Keyword(s):  
Health Care ◽  
Value Stream Mapping ◽  
Lean Management ◽  
Value Stream

<p xss=removed><span xss=removed>Szpitalny oddział ratunkowy jest kluczową komórką organizacyjną w strukturze szpitala i nieefektywne zarządzanie nią może mieć wpływ na funkcjonowanie całego szpitala. Czas jest głównym czynnikiem rokowniczym w przypadku wielu stanów nagłych, optymalizacja funkcjonowania oddziałów ratunkowych, przy uwzględnieniu zwiększania efektywności udzielania świadczeń i obniżenia kosztów funkcjonowania, stanowią więc istotny obszar potrzebnych zmian. Lean management jest zbiorem metod oraz narzędzi wywodzących się z Systemu Produkcyjnego Toyoty i stosowanym w wielu sektorach przemysłu i usług, w ochronie zdrowia narzędzia lean wykorzystywane są przede wszystkim w Stanach Zjednoczonych, Australii oraz Kanadzie. Celem niniejszej publikacji było zestawienie wyników zastosowania lean w oddziałach ratunkowych w Europie. Przeprowadzono przegląd literatury w bazach Medline, Embase, Scopus oraz ProQuest z wykorzystaniem słów kluczowych „lean management”, „health care” oraz „value stream mapping”, uwzględniono artykuły opublikowane do dnia 15.11.2015. Wyniki przeglądu wskazują, że nieefektywne funkcjonowanie oddziałów ratunkowych ma przełożenie na wyższy współczynnik śmiertelności pacjentów, spadek satysfakcji personelu medycznego z wykonywanej pracy, spadek satysfakcji pacjentów z otrzymywanych świadczeń opieki zdrowotnej oraz nieefektywne zużycie ograniczonych zasobów. Podkreśla się szczególnie istotną kwestię koordynacji działań podejmowanych w różnych miejscach realizacji świadczeń oraz rolę multidysycyplinarnego zespołu medycznego. Wdrażając rozwiązania lean w obszarze oddziałów ratunkowych należy mieć na uwadze stopień skomplikowania procesu diagnostyczno-terapeutycznego oraz chęć uczenia się szpitala jako organizacji.</span><br></p>

scholarly journals Implementation of Lean Management in a Multi-Specialist Hospital in Poland and the Analysis of Waste

2022 ◽  
Vol 19 (2) ◽  
pp. 800
Author(s):  
Agnieszka Zdęba-Mozoła ◽  
Anna Rybarczyk-Szwajkowska ◽  
Tomasz Czapla ◽  
Michał Marczak ◽  
Remigiusz Kozłowski
Keyword(s):  
Human Capital ◽  
Patient Admission ◽  
Middle Level ◽  
Healthcare Sector ◽  
Medical Documentation ◽  
Value Stream Mapping ◽  
Lean Management ◽  
Value Stream ◽  
The World ◽  
Before And After

At the beginning of the 21st century, Lean Management (LM) tools were introduced into the healthcare sector around the world. In Poland, there are still few LM implementations, and they are not of a comprehensive nature. The aim of this article is to present the application of the LM concept in a hospital in Poland as a tool for the identification and analysis of waste and its impact on the process of organizing the provision of medical services on the example of improvements in the process of patient admission. In the period from 1 July 2019 to 31 December 2019, a project of LM implementation was carried out at the Provincial Specialist Hospital in Wroclaw. The project was based on the method of value-stream mapping and 5Why. Standardized interviews (before and after the project) were conducted with people from the hospital management and middle-level managers. The implementation of LM tools resulted in the identification of a number of wastes, which have been divided into groups. The most important waste was paper medical documentation. Its change to an electronic form allowed for a better use of human capital resources; savings included 2.3 nursing positions and 1.09 medical staff positions.

scholarly journals RANCANG BANGUN MODEL LEAN PRODUCTIVITY DENGAN PENDEKATAN OBJECTIVE MATRIX - VALUE STREAM MAPPING - ECRS (STUDI KASUS: PT. X)

2017 ◽  
Vol 5 (3) ◽  
Author(s):  
Muhammad Ichsan Fajrianto ◽  
Tiena Gustina Amran ◽  
Nora Azmi
Keyword(s):  
Cost Reduction ◽  
T Test ◽  
Shop Floor ◽  
Value Stream Mapping ◽  
Master Cylinder ◽  
Value Stream ◽  
Tier 1 ◽  
Combine Tool ◽  
Original Equipment Manufacturers

<p>Original Equipment Manufacturers (OEM) merupakan model bisnis untuk menggunakan<br />pihak ketiga sebagai subkontraktor atau pemasok bagian-bagian tertentu dalam rangka integrasi<br />produk akhir. Pemasok OEM platform dibagi beberapa tingkatan. Pemasok tingkatan 1 (tier 1) adalah<br />pemasok yang terbesar, tier 1 memproduksi barang yang penting untuk perusahaan OEM. Perusahaan<br />OEM 1st tier tidak terlepas dari waste yang ada di perusahaan itu sendiri. Studi kasus dilakukan pada<br />perusahaan manufaktur OEM supplier tier 1 yang memproduksi brake untuk kendaraan roda 2 (two<br />wheels). Besarnya kuantitas permintaan dari produsen sepeda motor (OEM) dan varian modelnya,<br />serta masih terdapat loss genba (waste) di shop-floor, dan adanya cost reduction yearly dari<br />perusahaan OEM. Maka, perlu dibuat sebuah model atau sistem untuk meningkatkan kinerja<br />perusahaan. Model yang dibuat berdasarkan prinsip lean yang bertujuan untuk mengurangi atau<br />menghilangkan waste pada proses manufaktur dengan tools Objective Matrix (OMAX), Value Stream<br />Mapping (VSM), Eliminate-Combine-Rearrange-Simplify (ECRS) dimana goal akhir adalah<br />peningkatan kinerja (produktivitas) perusahaan. Part yang dipilih untuk improvement adalah line<br />machining master cylinder 5P0, dengan nilai produktivitas dasar OMAX adalah 300. Dilakukan<br />analisa dengan VSM sebagai visualisasi waste yang terdapat pada shop-floor saat ini. Diperoleh waste<br />yakni motion, over process dan waiting. Setelah dilakukan analisis waste yang ada, berikutnya adalah<br />melakukan perbaikan menggunakan pendekatan ECRS. Perbaikan dilakukan menggunakan<br />pendekatan ECRS. Hasil yang diperoleh gap waktu standar sebelum dan sesudah adalah 8.29 detik<br />(atau turun sebesar 17%). Perbaikan yang dilakukan adalah eliminate proses facing machining,<br />combine tool burrytori, rearrange penempatan material, simplify penempatan air minum di line.<br />ECRS menunjukkan hasil menaikkan nilai produktivitas di bulan berikutnya sebesar 432, 959, 334,<br />770, 921, 959. Hasil lainnya adalah 4 bulan setelah aktivitas, line machining untuk kebutuhan master<br />cylinder 5P0 yang sebelumnya menggunakan 6 line direduksi menjadi 5 line (reduksi 1 line). Dari<br />hasil pengujian T-test terdapat perbedaan yang signifikan antara nilai produktivitas dasar terhadap<br />nilai produktivitas setelah perbaikan.</p>

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