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Improvement of Lean Manufacturing approach based on MCDM techniques for sustainable manufacturing

Lean concept implementation practices in small and medium scale pharmaceutical industry- a case study.

Abstract: This paper describes an exploratory study of lean techniques and an extant of its implementation in a pharmaceutical industries. The main purpose of this paper is, at how much extant adoption of lean techniques and elimination of wastage and non-value added activities in a pharmaceutical industries. A questionnaire survey is prepared to know the extent of lean techniques implementation. Questionnaire survey send to the respondents of various department (production and planning, human resources, quality and control, transportation, inventory control etc.) of an organization and asked to rate the each of these areas. This study also inspect the drivers and barriers that affect the adoption of lean techniques. The mean value for each area is obtain after calculations on SPSS and statistical analyses were performed for each area. Further, this study also examined different subjects related with lean techniques adoption for example its comprehension among the respondent organization, its advantages and impediments, the techniques and tools used, etc. The outcomes from this study also revealed the hindrance that forestall or postpone the lean execution. The main obstacles in adoption of lean technology are the absence of understanding lean ideas and shop floor representative’s attitude. Keywords: lean manufacturing, lean barriers, SPSS, mean score, driving forces

LEAN MANUFACTURING vs COVID-19

During the COVID-19 pandemic, companies coped and still must deal with uncertainty greater than ever. Due to the unpredictability of consumer demand, the incredible growth in demand for certain products, dramatic fluctuations in supply chains, and general economic instability, the future still looks uncertain. It is up to the manufacturers to determine how things will be sorted out in the new normality, i.e., which changes will be long-lasting or even permanent. Lean production has emerged in recent decades as an excellent solution to increase the economy and quality of production and meet customer needs. In the market conditions affected by the COVID-19 pandemic, producers work in a significantly changed environment, and many wonder whether lean production remains as relevant and valuable as in the past. The paper discusses lean production from different aspects as the essence of the principles of the lean concept, events during the pandemic, and expectations in the post-Covid period. We used some examples to support the analysis of factors that negatively affect the course of lean production as well as some bright examples of companies that took advantage of lean production in the new conditions. The conclusions consider answer whether lean production will survive the consequences of the COVID-19 pandemic.

ENHANCEMENT OF PRODUCTION BY LEAN MANUFACTURING METHOD

The thesis proposes a method for introducing lean manufacturing using string diagram in an operating CNG high pressure storage tank manufacturing job shop at Jayfe Cylinder Ltd. Haryana. By applying lean manufacturing using process layout diagram to produce part families with similar manufacturing processes and stable demand, plants expect to reduce costs and lead-times and improve quality and delivery performance. The thesis outlines a method for assessing, designing, and implementing lean manufacturing using process layout diagram, and illustrates this process with an example. A manufacturing cell that produces high pressure steel tank container for commercial & automobile customers is implemented at cylinder tank Machining Centers. The conclusion of the thesis highlights the key lessons learned from this process.

Lean Manufacturing Approach to Improve Speaker Manufacturing Process

Mediating role of green supply chain management between lean manufacturing practices and sustainable performance.

Manufacturing companies in today's industrial world are seeking to use the new manufacturing process methods. The primary goal of corporations is to achieve optimum production while deploying minimal capital. The fundamental purpose of this study is to examine the influence of various lean manufacturing practices on the sustainability performance of companies and the mediating role of green supply chain management (GSCM). The data was gathered using questionnaires from 250 Pakistani manufacturing firms and analyzed using AMOS 25. Results demonstrate that process and equipment, product design, supplier relationships, and customer relationships significantly affect sustainable performance. It is also recognized that Green Supply Chain Management mediates the interaction between HR processes, product design, supplier relationship, customer relationship, and environmental performance. The findings of this study will enable managers and decision-makers of manufacturing companies to increase sustainable efficiency and reduce waste through the use of lean manufacturing and GSCM implementation.

Lean Enhancement by Application of Total Interpretive Structural Modelling

Prioritizing of factors for effective lean manufacturing poses a challenge to management due to complexities in interrelationships. Diligent understanding of measures of lean manufacturing assumes great importance. Essential manufacturing flexibilities take care of uncertainties driven by dynamics of the market. Interrelationship between factors of manufacturing flexibility and lean manufacturing adds to complexity. Judicious analysis of these factors is imperative to understand their effect on lean manufacturing. Total interpretive structural modeling methodology is used for establishing relationships among the factors affecting lean performance. Case studies have been carried out and TISM is applied to understand the dynamism of factors. Study brings out how the organization of the companies and level of automation help in understating the driving and dependence power. The study helps in understanding the influence of hierarchy and level of factors identified by TISM technique on lean performance as also the factors which merit attention of top management to achieve better results

Teaching Circular Economy and Lean Management in a Learning Factory

Traditionally, industries followed a linear process of resources consumption: taking raw materials from nature, transforming them into products, and selling them to consumers (who discarded them when they were no longer useful). Nowadays, due to the sustainable development concerns, there is an increasing awareness on the society for reuse, repair, recycling, and remanufacturing to avoid resource depletion and achieve waste reduction. Following this idea, with the aim to train students and practitioners in lean manufacturing and circular economy concepts and tools, a learning process organized in three sequential phases was developed, starting with the manufacture of a toy car (25 kg and over 100 pieces) using a traditional push system, then reengineering the process to implement pull system and lean manufacturing concepts, and finally, considering a circular economy pull system through the reuse and recycling of parts and components. In this way, the importance of reducing waste in manufacturing and the reduction in the use of raw materials by considering the 3Rs is highlighted.

Classical Lean Manufacturing Philosophy–A Review

Industrial case study on lean manufacturing implemented on manufacturing polypropylene ropes industry amravati.

Abstract: Lean manufacturing has been one of the most standard method in the manufacturing and service industry for elimination of waste. Every manufacturing industry has to put in continuous effort for its survival in the current impulsive and competitive economy. The purpose of this paper is to investigate the adoption of lean manufacturing tools and techniques in the manufacturing industries. This paper is based on actual implementation of lean manufacturing techniques. It focuses on the execution of flow from the start until the end of the implementation, types of analysis and tools applied, evaluation methods and how the industry benefited from the implementation. In this case study we particularly focused on Shop floor management, Quality Management (QM), Supplier and Customer Management (SCM) and Workforce Management (WM). After going through various testing on implementation of Lean Manufacturing principles in Micro Small medium Enterprise (MSME), researcher studied thoughts of some author where they discussed pragmatic problems they overcome while implementing lean principles in developing economies MSME. At the end, the result shows that there is monthly increment in capital productivity and labour productivity. And decrement in inhouse rejection, breakdown hours and customer complaint from the implementation of lean.

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Applying Lean Manufacturing Principles to reduce waste and improve process in a manufacturer: A research study in Peru

J Kaneku-Orbegozo 1 , J Martinez-Palomino 1 , F Sotelo-Raffo 1 and E Ramos-Palomino 1

Published under licence by IOP Publishing Ltd IOP Conference Series: Materials Science and Engineering , Volume 689 , 6th International Conference on Mechanical, Materials and Manufacturing 12–14 October 2019, Boston, USA Citation J Kaneku-Orbegozo et al 2019 IOP Conf. Ser.: Mater. Sci. Eng. 689 012020 DOI 10.1088/1757-899X/689/1/012020

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1 Ingeniería Industrial, Universidad Peruana de Ciencias Aplicadas (UPC), Lima 15023, Perú

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In the present scenario, lean manufacturing techniques are the most successful improvement concepts that many companies can apply in order to eliminate waste and non-value-added activities related to the manufacturing process. This paper discusses the implementation of lean manufacturing tools and an integrated framework between production planning and quality in a SME dedicated at a production of kitchen equipment. Studies of the company processes showed that the cutting and bending processes tend to create the most amount of sheet metal waste and non-value-added activities. The main objectives of the research were to standardize work, reduce waste, eliminate machine failures and develop the guidelines for a correct planning that meets quality requirements. The improvement results have shown a positive impact reducing the waste ratio and this has meant a saving of 13% in the manufacturing cost.

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Lean and Green Manufacturing in operations strategy: cases from the automotive industry

• Published: 19 March 2024

Cite this article

• Geandra Alves Queiroz   ORCID: orcid.org/0000-0001-5440-9109 1 ,
• Alceu Gomes Alves Filho   ORCID: orcid.org/0000-0002-7465-1581 2 ,
• Juan Francisco Núñez   ORCID: orcid.org/0000-0003-2957-0317 3 ,
• Luis Antonio Santa-Eulalia   ORCID: orcid.org/0000-0002-7246-8230 4 ,
• Ivete Delai   ORCID: orcid.org/0000-0001-6367-0181 2 &
• Ana Lúcia Vitale Torkomian   ORCID: orcid.org/0000-0002-8090-9526 2  

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Players in the automotive industry have been adopting different strategies to remain competitive, including product and process innovation, Lean Manufacturing, and, more recently, Green Manufacturing. In this paper, we seek to explore the integration of Lean and Green manufacturing activities from the perspective of Operations Management and Operations Strategy. We carried out case studies at four Original Equipment Manufacturers and two first-tier suppliers in the automotive industry, examining their operations strategies, their Lean practices and their Green practices to discuss whether Lean and Green practices were integrated and aligned with companies' operations priorities. We found that companies have adopted different Operations Strategies considering operations competitive priorities, decision areas subjected to changes, and Lean and Green practices implemented. Cases analysed show different levels of Lean and Green Manufacturing adoption and different levels of integration of Lean practices and Green practices. The study indicates that the implementation of an operations strategy, with the addition of the Environment to the set of competitive priorities and involving the implementation of Lean and Green practices – or the implementation of Green practices in production systems that have already adopted Lean practices –, is a complex management task.

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Acknowledgements

We thank the support of the Coordination for the Improvement of Higher Level Personnel (CAPES). We also thank the two anonymous reviewers, who provided us with expert guidance and critique throughout the review process. In addition, we acknowledge the companies that agreed to take part in this research.

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Queiroz, G.A., Filho, A.G.A., Núñez, J.F. et al. Lean and Green Manufacturing in operations strategy: cases from the automotive industry. Oper Manag Res (2024). https://doi.org/10.1007/s12063-024-00477-1

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The Land that Lean Manufacturing Forgot? Management Practices in Transition Countries

We have conducted the first survey on management practices in transition countries. We found that Central Asian transition countries, such as Uzbekistan and Kazakhstan, have on average very poor management practices. Their average scores are below emerging countries such as Brazil, China and India. In contrast, the central European transition countries such as Poland and Lithuania operate with management practices that are only moderately worse than those of western European countries such as Germany. Since we find these practices are strongly linked to firm performance, this suggests poor management practices may be impeding the development of Central Asian transition countries. We find that competition, multinational ownership, private ownership and human capital are all strongly correlated with better management. This implies that the continued opening of markets to domestic and foreign competition, privatisation of state-owned firms and increased levels of workforce education should promote better management, and ultimately faster economic growth.

The authors would like to thank Nolan Noble, Stephen Jeffrey and Anupriya Kumar for excellent research assistance. The authors would like to thank Erik Berglof, Simon Commander, Ralph de Haas and Jeromin Zettlemeyer for helpful comments. Funding for the survey came from the World Bank and the European Bank for Reconstruction and Development. (EBRD) Bloom and Van Reenen were paid by the EBRD to help run this survey. We would also like to thank the ESRC for support of the CEP. The views expressed herein are those of the authors and do not necessarily reflect the views of the National Bureau of Economic Research.

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Why Taiwan Was So Prepared for a Powerful Earthquake

Decades of learning from disasters, tightening building codes and increasing public awareness may have helped its people better weather strong quakes.

Search-and-rescue teams recover a body from a leaning building in Hualien, Taiwan. Thanks to improvements in building codes after past earthquakes, many structures withstood Wednesday’s quake. Credit...

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By Chris Buckley ,  Meaghan Tobin and Siyi Zhao

Photographs by Lam Yik Fei

Chris Buckley reported from the city of Hualien, Meaghan Tobin from Taipei, in Taiwan.

• April 4, 2024

When the largest earthquake in Taiwan in half a century struck off its east coast, the buildings in the closest city, Hualien, swayed and rocked. As more than 300 aftershocks rocked the island over the next 24 hours to Thursday morning, the buildings shook again and again.

But for the most part, they stood.

Even the two buildings that suffered the most damage remained largely intact, allowing residents to climb to safety out the windows of upper stories. One of them, the rounded, red brick Uranus Building, which leaned precariously after its first floors collapsed, was mostly drawing curious onlookers.

The building is a reminder of how much Taiwan has prepared for disasters like the magnitude-7.4 earthquake that jolted the island on Wednesday. Perhaps because of improvements in building codes, greater public awareness and highly trained search-and-rescue operations — and, likely, a dose of good luck — the casualty figures were relatively low. By Thursday, 10 people had died and more than 1,000 others were injured. Several dozen were missing.

“Similar level earthquakes in other societies have killed far more people,” said Daniel Aldrich , a director of the Global Resilience Institute at Northeastern University. Of Taiwan, he added: “And most of these deaths, it seems, have come from rock slides and boulders, rather than building collapses.”

Across the island, rail traffic had resumed by Thursday, including trains to Hualien. Workers who had been stuck in a rock quarry were lifted out by helicopter. Roads were slowly being repaired. Hundreds of people were stranded at a hotel near a national park because of a blocked road, but they were visited by rescuers and medics.

On Thursday in Hualien city, the area around the Uranus Building was sealed off, while construction workers tried to prevent the leaning structure from toppling completely. First they placed three-legged concrete blocks that resembled giant Lego pieces in front of the building, and then they piled dirt and rocks on top of those blocks with excavators.

“We came to see for ourselves how serious it was, why it has tilted,” said Chang Mei-chu, 66, a retiree who rode a scooter with her husband Lai Yung-chi, 72, to the building on Thursday. Mr. Lai said he was a retired builder who used to install power and water pipes in buildings, and so he knew about building standards. The couple’s apartment, near Hualien’s train station, had not been badly damaged, he said.

“I wasn’t worried about our building, because I know they paid attention to earthquake resistance when building it. I watched them pour the cement to make sure,” Mr. Lai said. “There have been improvements. After each earthquake, they raise the standards some more.”

It was possible to walk for city blocks without seeing clear signs of the powerful earthquake. Many buildings remained intact, some of them old and weather-worn; others modern, multistory concrete-and-glass structures. Shops were open, selling coffee, ice cream and betel nuts. Next to the Uranus Building, a popular night market with food stalls offering fried seafood, dumplings and sweets was up and running by Thursday evening.

Earthquakes are unavoidable in Taiwan, which sits on multiple active faults. Decades of work learning from other disasters, implementing strict building codes and increasing public awareness have gone into helping its people weather frequent strong quakes.

Not far from the Uranus Building, for example, officials had inspected a building with cracked pillars and concluded that it was dangerous to stay in. Residents were given 15 minutes to dash inside and retrieve as many belongings as they could. Some ran out with computers, while others threw bags of clothes out of windows onto the street, which was also still littered with broken glass and cement fragments from the quake.

One of its residents, Chen Ching-ming, a preacher at a church next door, said he thought the building might be torn down. He was able to salvage a TV and some bedding, which now sat on the sidewalk, and was preparing to go back in for more. “I’ll lose a lot of valuable things — a fridge, a microwave, a washing machine,” he said. “All gone.”

Requirements for earthquake resistance have been built into Taiwan’s building codes since 1974. In the decades since, the writers of Taiwan’s building code also applied lessons learned from other major earthquakes around the world, including in Mexico and Los Angeles, to strengthen Taiwan’s code.

After more than 2,400 people were killed and at least 10,000 others injured during the Chi-Chi quake of 1999, thousands of buildings built before the quake were reviewed and reinforced. After another strong quake in 2018 in Hualien, the government ordered a new round of building inspections. Since then, multiple updates to the building code have been released.

“We have retrofitted more than 10,000 school buildings in the last 20 years,” said Chung-Che Chou, the director general of the National Center for Research on Earthquake Engineering in Taipei.

The government had also helped reinforce private apartment buildings over the past six years by adding new steel braces and increasing column and beam sizes, Dr. Chou said. Not far from the buildings that partially collapsed in Hualien, some of the older buildings that had been retrofitted in this way survived Wednesday’s quake, he said.

The result of all this is that even Taiwan’s tallest skyscrapers can withstand regular seismic jolts. The capital city’s most iconic building, Taipei 101, once the tallest building in the world, was engineered to stand through typhoon winds and frequent quakes. Still, some experts say that more needs to be done to either strengthen or demolish structures that don’t meet standards, and such calls have grown louder in the wake of the latest earthquake.

Taiwan has another major reason to protect its infrastructure: It is home to the majority of production for the Taiwan Semiconductor Manufacturing Company, the world’s largest maker of advanced computer chips. The supply chain for electronics from smartphones to cars to fighter jets rests on the output of TSMC’s factories, which make these chips in facilities that cost billions of dollars to build.

The 1999 quake also prompted TSMC to take extra steps to insulate its factories from earthquake damage. The company made major structural adjustments and adopted new technologies like early warning systems. When another large quake struck the southern city of Kaohsiung in February 2016, TSMC’s two nearby factories survived without structural damage.

Taiwan has made strides in its response to disasters, experts say. In the first 24 hours after the quake, rescuers freed hundreds of people who were trapped in cars in between rockfalls on the highway and stranded on mountain ledges in rock quarries.

“After years of hard work on capacity building, the overall performance of the island has improved significantly,” said Bruce Wong, an emergency management consultant in Hong Kong. Taiwan’s rescue teams have come to specialize in complex efforts, he said, and it has also been able to tap the skills of trained volunteers.

Taiwan’s resilience also stems from a strong civil society that is involved in public preparedness for disasters.

Ou Chi-hu, a member of a group of Taiwanese military veterans, was helping distribute water and other supplies at a school that was serving as a shelter for displaced residents in Hualien. He said that people had learned from the 1999 earthquake how to be more prepared.

“They know to shelter in a corner of the room or somewhere else safer,” he said. Many residents also keep a bag of essentials next to their beds, and own fire extinguishers, he added.

Around him, a dozen or so other charities and groups were offering residents food, money, counseling and childcare. The Tzu Chi Foundation, a large Taiwanese Buddhist charity, provided tents for families to use inside the school hall so they could have more privacy. Huang Yu-chi, a disaster relief manager with the foundation, said nonprofits had learned from earlier disasters.

“Now we’re more systematic and have a better idea of disaster prevention,” Mr. Huang said.

Mike Ives contributed reporting from Seoul.

Chris Buckley , the chief China correspondent for The Times, reports on China and Taiwan from Taipei, focused on politics, social change and security and military issues. More about Chris Buckley

Meaghan Tobin is a technology correspondent for The Times based in Taipei, covering business and tech stories in Asia with a focus on China. More about Meaghan Tobin

Siyi Zhao is a reporter and researcher who covers news in mainland China for The Times in Seoul. More about Siyi Zhao

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