Este artigo explora a aplicação da filosofia lean manufacturing na gestão da manutenção, destacando a importância da eliminação de desperdício e aumentando a eficiência operacional, e melhorando a ...qualidade dos processos da manutenção, as principais ferramentas utilizadas são o Kaizen, 5S, a Manutenção Produtiva Total (TPM), o just in time, e a melhoria contínua. Conclui-se que a adoção do lean na gestão de manutenção pode trazer benefícios tangíveis, como maior eficiência, redução de custos e aumento da confiabilidade dos processos industriais. Esse estudo destaca a importância de considerar abordagens lean no setor de manutenção, visando aprimorar a produtividade e a competitividade da indústria como um todo. Com necessidade de aperfeiçoar os processos de manutenção, busca-se planejar e melhorar as atividades visando obter um produto de qualidade satisfazendo os clientes e os colaboradores da empresa obtendo resultados satisfatório para ambas as partes. Nota-se que normalmente as empresas entram em um ciclo vicioso de falhas, onde somente ações corretivas são aplicadas pelas equipes de manutenção, sejam por falta de planejamento adequado ou por falta de tempo disponível, recursos pessoais ou financeiros. Com isso, as falhas encontradas necessitam não somente de correção, mas de posteriores medidas investigativas que possibilitem a determinação da causa raiz para promover ações que bloqueiem uma nova ocorrência da falha estudada. Portanto, o trabalho visa colaborar, via estado do conhecimento, na reflexão e compreensão do quanto o Lean Manufacturing é aplicável na gestão da manutenção.
Purpose: This study investigates the effect of lean implementation on production cost reduction and the moderating role of lean manufacturing maturity.Design/methodology/approach: This study employed ...a cross-sectional survey, of which the samples were drawn using a cluster sampling procedure from 151 middle and top-level management of medium and large manufacturing companies gathered from the Federation of Manufacturers Malaysia (FMM). Data were analyzed using the PLS-SEM approach through SmartPLS4 software.Findings: The result revealed that lean implementation does not leverage production cost reduction as the lean journey requires long-term orientation, which finally leads to valid cost reduction. The moderating role of lean manufacturing maturity was significant and positive in the relationship between lean manufacturing implementation and production cost reduction.Research limitations/implications: Future research should include longitudinal settings as this study is cross-sectional, and future research might put the present model to the test in multiple industries and regions, including a cross-country comparison to improve the generalizability of the findings. Additionally, further studies could extend this study using a mixed-method approach.Practical implications: By offering a holistic perspective, this study expands the existing literature, contributes to knowledge of integrated lean implementation and supports the management in planning their path towards cost-cutting performance.Originality/value: This study answers the inconclusive finding between lean implementation and operational performance in terms of production cost reduction. The study contributes to the body of knowledge and, most importantly, to the practitioners in planning their lean journey.
The transition to new formats of education interprets the need for us to search for new methods of managing educational organizations. In recent years, more and more attention has been paid to lean ...manufacturing as one of the most effective management methods. After all, it is the introduction of lean manufacturing that will allow us to form a management concept based on a constant striving to improve all processes occurring within educational institutions and eliminate all types of losses. Also, lean production involves the involvement of each employee in the optimization process and maximum focus on the end consumer, that is, applicants and their parents. One of the directions is the creation of a completely new model of university management - the model of “change management”. Change management is designed to help any educational institution find a way out of this situation, to promote the formulation and implementation of the set goals of a new level, which are designed to positively influence the emotional component of the team, which ensures the conditions for the breakthrough development of the university through digitalization of all aspects of activity for the transition to competitive educational and scientific - the research model.
This article examines one of the main directions for improving the activities of structural units - lean production, which is widely practiced abroad, but in Russian conditions it is mainly used by ...large manufacturing companies focused on the foreign market. The article discusses the methodology for the implementation of lean manufacturing. Seven types of losses were given, as well as a complete sequence of actions to eliminate them. We learned a value stream map, types of streams and their composition according to various factors. We examined the tools in the Lean Manufacturing system for the implementation of this technique. Also, enterprise management systems based on push and pull systems were described, diagrams for them were given that show the essence of the operation of these systems. At the end of the work, conclusions were drawn about the way to improve the enterprise, such as “lean manufacturing”. The main objective of this article is to identify the essence and features of the research based on the principles of lean production in the structural unit of the research object.
Everyone has heard the phrase about doing twice the work in half the time, but instead of focusing only on time, this book focuses on driving increased output with consistently less input. ...Implementing Lean: Twice the Output with Half the Input! teaches readers not only about Lean and its major concepts, but it drives the leader toward implementing a true Lean system.
The authors have used the methodologies in this book everywhere from hospitals to service industries to manufacturing plants in order to impact businesses by providing proven principles, techniques, and approaches that yield substantial improvement to any business, small or large, in any sector.
Learn about the benefits of implementing Lean in your company as the authors walk you through the major components as well as show you how to implement them. This guide is already being used by Lean Practitioners every day on shop floors to educate and refresh how tools are used in real-world applications.
Purpose: Lean Manufacturing is widely regarded as a potential methodology to improve
productivity and decrease costs in manufacturing organisations. The success of lean
manufacturing demands ...consistent and conscious efforts from the organisation, and has to
overcome several hindrances. Industry 4.0 makes a factory smart by applying advanced
information and communication systems and future-oriented technologies. This paper analyses
the incompletely perceived link between Industry 4.0 and lean manufacturing, and investigates
whether Industry 4.0 is capable of implementing lean. Executing Industry 4.0 is a cost-intensive
operation, and is met with reluctance from several manufacturers. This research also provides an
important insight into manufacturers’ dilemma as to whether they can commit into Industry 4.0,
considering the investment required and unperceived benefits.
Design/methodology/approach: Lean manufacturing is first defined and different dimensions
of lean are presented. Then Industry 4.0 is defined followed by representing its current status in
Germany. The barriers for implementation of lean are analysed from the perspective of
integration of resources. Literatures associated with Industry 4.0 are studied and suitable solution
principles are identified to solve the above mentioned barriers of implementing lean.
Findings: It is identified that researches and publications in the field of Industry 4.0 held answers
to overcome the barriers of implementation of lean manufacturing. These potential solution principles prove the hypothesis that Industry 4.0 is indeed capable of implementing lean. It
uncovers the fact that committing into Industry 4.0 makes a factory lean besides being smart.
Originality/value: Individual researches have been done in various technologies allied with
Industry 4.0, but the potential to execute lean manufacturing was not completely perceived. This
paper bridges the gap between these two realms, and identifies exactly which aspects of Industry
4.0 contribute towards respective dimensions of lean manufacturing.
BackgroundLean management aims to improve the performance of a company through the involvement of employees. It makes it possible to find the ideal conditions of functioning by optimising staff, ...equipment and sites, to add value with the least waste possible. The sterilisation activity is a production activity, which can be managed by lean management.PurposeThe objectives are to schedule and optimize the recomposition flow, to redistribute resources, to pool skills and to prioritise emergencies.Material and methodsA management engineer was assigned to help the sterilisation unit’s team to implement this project. After observation of the sterilisation activity and analysis of production data of the different surgical specialties resulting from the traceability software of the unit, an exercise in setting up a new organisation was carried out with all the agents. An interest in the use of Kanban to smooth the flow was demonstrated during these exercises.ResultsA redevelopment of the conditioning area was produced to limit movements. Islands of recomposition previously specific to a surgical unit, were redefined. The configuration of the conditioning area made it possible to create three production lines. To create three equivalent flows, the specialties were grouped according to their volumetrics and the complexity of the operating trays (OT). Each of the three resulting flows contained two blocks, and represented an activity of 2500 OT/month.Kanban labels were deposited on the OT in the washing zone, so the OT were handled in the conditioning area in order of arrival, according to the ‘First-In, First-Out’ principle.The restitution delay of the OT to surgical specialties decreased from 44 hours to 30 hours. The percentage of OT returned within the contractual deadlines increased from 72% to 85%.ConclusionThe reorganisation of the sterilisation unit began on 16 July 2018. We can conclude that there was an improvement in productivity in terms of scheduling, fluidity and availability, reduction in the production pressure, redefinition of the true urgency, development of the concept of self-help and an increase in versatility through training. The project was presented to the general management of the University Hospital Centre in September 2018. A re-evaluation in 6 months is planned.References and/or acknowledgementshttps://ejhp.bmj.com/content/20/3/168No conflict of interest.
Este trabalho científico, de natureza aplicada, objetivou implantar ferramentas da filosofia lean manufacturing em uma indústria de confecção. O propósito destas ações foi reduzir o lead time, visto ...que a empresa vinha enfrentando problemas com atrasos na entrega das encomendas. O método aplicado para guiar a pesquisa foi o hipotético-dedutivo, aliado a abordagem de pesquisa-ação. A partir disso, os resultados obtidos foram satisfatórios. Obteve-se uma redução de 82,85% do tempo de entrega dos pedidos aos clientes, maior organização dos processos e envolvimento da equipe na tomada de decisões. Ao final da pesquisa, concluiu-se que as ferramentas enxutas proporcionaram resultados positivos para a organização.
This study aimed to test the impact of digital supply chains on lean manufacturing, the digital supply chain was a multidimensional measurement composed of seven dimensions: Digital performance ...management, digital information technology and digital manufacturing, digital human resources, digital suppliers, digital logistics and inventory and digital clients. The electronic industries companies were targeted to represent the research population and collect the primary necessary data. According to the research budget and time constraints, a convenience sampling method was implemented in the data collection process. Structural equation modeling (SEM) was applied to test the research hypotheses through AMOS software. The results indicated that most of the digital supply chain dimensions had a positive impact on lean manufacturing, except digital suppliers and digital clients, which had no effect on lean manufacturing. Findings from this research help organizational managers make multiple decisions related to investing and allocating resources to increase profit and reduce expenses along digital supply chains.
The current literature claims the direct effects of industry 4.0 technologies (I4 T) on lean manufacturing practices (LMP) and sustainable organisational performance (SOP). LMP are also found to have ...a positive influence on SOP. However, the integrated effect of I4 T and LMP on SOP has not been empirically investigated. To address this gap, this research study investigates the indirect effects of I4 T on SOP with LMP as the mediating variable; furthermore, it aims to confirm or not the direct effects of I4 T on LMP and SOP. The study is based on data collected from 205 managers, working in 115 manufacturing firms. The findings suggest significant direct and indirect effects of I4 T on SOP and confirm the presence of LMP as a strong mediating variable. The results of the study extend the literature on I4 T by identifying I4 T as an enabler of LMP, leading to enhancement of the SOP. Implications and future research directions for academicians, practitioners, and consultants are provided.
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