The manufacturing industry is considered as one important sector, which has a significant influence on the economic growth of a country. The increase of fierce competition among products requires t...

Minimizing waste using lean manufacturing and ECRS principle in Indonesian furniture industry

The wholesale trading companies are facing new challenges in terms of the level of service, which is an important factor which determines the level of sales and profitability of companies. Thus, currently, companies are aimed to deliver orders to their respective customers on time, in good condition and complete. This file focuses on the importance of warehouse management for mass consumption distributors, since it's the warehouses that determine the operation and productivity costs of these. Thus, some innovative techniques such as the lean warehouse and allocation tools improve working conditions with the aim of reducing downtime and distances. A pilot programme of implementation of the tools mentioned in the warehouse of a wholesale distributor was carried out. As a result of the research, the distance traveled in the warehouse was reduced by 22%, the reduction of times in the picking process, achieving the optimal delivery time and generating an increase in the sales made of 215,720.22 soles. These results prove to be decisive in the performance of the supply chain (inventory, cost, delay and risk), since the key to success for this industry is to satisfy the needs of customers in the shortest possible time.

Improvement of Warehouses of Distribution Companies through Lean Warehouse and an Allocation Algorithm

It seeks to improve the fabric cutting process of cotton garment exporting mypes by identifying and eliminating waste, defined as processes or activities that do not add value, specifically in the cutting area of a textile company. In addition, this improvement will occur under the application of the Lean Manufacturing philosophy through the tools of VSM, SMED and standardization of work, which is supported by data analysis, economic validation and simulation through the use of historical data from the company under study. Likewise, through the study carried out, it was possible to reduce reprocessing by default from 13.12% to 4.23%, delayed processes have been reduced from 18.49 to 9.61% and the productivity index of the cutting area increased from 0.38 to 1.16.

Improving the Cutting Process Through Lean Manufacturing in a Peruvian Textile SME

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Application of Lean Thinking to the Processing of Raw Materials: Case Study of a Company in the Biomass Torrefaction Sector

This study aimed to evaluate and determine how improvement in business operation can be achieved in company X's current production processes using Lean Manufacturing (LM). The objectives of this research were: (1) To assess the implementation of LM at company X; (2) To highlight the limitations that can affect the implementation of LM at company X and finally; (3) To identify wastes that currently occur in company's X production process to understand better how LM can be beneficial to the company. The study followed a mixed approach. A mixed approach was used to investigate different methods and practices used by company X. This study was based on 61 respondents from the company mixed between senior management, quality control managers and engineers, plant engineers, foreman, supervisors, and technicians, artisans and general workers. The study revealed that the lack of management commitment; lack of understanding at various levels in the organization are just a few of the listed limitations that can hinder the implementation of LM at company X. Thus; a risk-based approach is required coupled with risk mitigation measures on all identified barriers to successful implementation of LM.

Implementing Lean Manufacturing as a Business Management Strategy to eliminate waste: The case of an Automobile company

The research is designed to reduce production lead time using Value Stream Mapping (VSM). The purpose of this lean tool is to uncover the wastes in supply and production process by separating value-adding and non-value-adding steps first and then reduce non-value added steps. A map shows the current state of the operation is drawn first using the time and flow data. By this non-value added actions are recognized and the waste of time and resources between the steps are also identified. To reduce lead time and streamline the process the map is analyzed. The lead time can be reduced by taking some actions or applying some lean tools. Value adding time in the whole process increases and the process production lead time decreases after reducing the wastes. A future state map is made with new and improved processes. Future state map makes the reformed process more effective and more efficient. It comprises the developments through some value stream symbols used only for this mapping. Bata, a leading shoe company was selected for this research work. To draw the current state map, data was collected from the floor. The wastes identified then which were waiting, motion, inventory & transport. The lean tools that were suggested to apply for reducing these wastes were Kanban, Kaizen, Safety Stock and some manpower adjustment. Kanban is a method to achieve JIT, a system to control the logistical chain from a production point of view and also an inventory control system. Safety stock represents an inventory hedge against problems such as downtime, to protect the system against sudden fluctuations in customer orders or system failures. And Kaizen is the small and continuous improvement methods. The result of the research was quite remarkable as this decreases the lead time by around 8% and increases the capacity by 8.8%. It is feasible to use value stream map in the current situation.

Reduction of Process Lead Time Using Lean Tool - Value Stream Mapping (VSM)

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Reduction of Process Lead Time Using Lean Tool - Value Stream Mapping (VSM)