1,041 research outputs found

    Application of lean scheduling and production control in non-repetitive manufacturing systems using intelligent agent decision support

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    This thesis was submitted for the degree of Doctor of Philosophy and awarded by Brunel University.Lean Manufacturing (LM) is widely accepted as a world-class manufacturing paradigm, its currency and superiority are manifested in numerous recent success stories. Most lean tools including Just-in-Time (JIT) were designed for repetitive serial production systems. This resulted in a substantial stream of research which dismissed a priori the suitability of LM for non-repetitive non-serial job-shops. The extension of LM into non-repetitive production systems is opposed on the basis of the sheer complexity of applying JIT pull production control in non-repetitive systems fabricating a high variety of products. However, the application of LM in job-shops is not unexplored. Studies proposing the extension of leanness into non-repetitive production systems have promoted the modification of pull control mechanisms or reconfiguration of job-shops into cellular manufacturing systems. This thesis sought to address the shortcomings of the aforementioned approaches. The contribution of this thesis to knowledge in the field of production and operations management is threefold: Firstly, a Multi-Agent System (MAS) is designed to directly apply pull production control to a good approximation of a real-life job-shop. The scale and complexity of the developed MAS prove that the application of pull production control in non-repetitive manufacturing systems is challenging, perplex and laborious. Secondly, the thesis examines three pull production control mechanisms namely, Kanban, Base Stock and Constant Work-in-Process (CONWIP) which it enhances so as to prevent system deadlocks, an issue largely unaddressed in the relevant literature. Having successfully tested the transferability of pull production control to non-repetitive manufacturing, the third contribution of this thesis is that it uses experimental and empirical data to examine the impact of pull production control on job-shop performance. The thesis identifies issues resulting from the application of pull control in job-shops which have implications for industry practice and concludes by outlining further research that can be undertaken in this direction

    The impact of just-in-time manufacturing on the transportation sector

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    The Just-in-time philosophy has become more and more the focus of interest when companies define their strategies to be successful in future competition. JIT was introduced by Toyota in the early seventies and rapidly adopted by many other Japanese firms. In the eighties, American and European companies were compelled to consider this new manufacturing approach in their own strategies if they wanted to hold their position as world class manufacturers and keep pace with the international competition. Since then, an increasing number of companies have been planning or implementing JIT principles in their production process. [Continues.

    On Just-In-Time Production Leveling

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    Just-In-Time in high variety / low volume manufacturing environments.

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    Available from British Library Document Supply Centre-DSC:DXN049763 / BLDSC - British Library Document Supply CentreSIGLEGBUnited Kingdo

    Model Development of a Virtual Learning Environment to Enhance Lean Education

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    AbstractModern day industry is becoming leaner by the day. This demands engineers with an in-depth understanding of lean philosophies. Current methods for teaching lean include hands-on projects and simulation. However, simulation games available in the market lack simplicity, ability to store the results, and modeling power. The goal of this research is to develop a virtual simulation platform which would enable students to perform various experiments by applying lean concepts. The design addresses these deficiencies through the use of VE-Suite, a virtual engineering software. The design includes user-friendly dialogue boxes, graphical models of machines, performance display gauges, and an editable layout. The platform uses laws of operations management such as Little's law, economic order quantity (EOQ) models, and cycle time. These laws enable students to implement various lean concepts such as pull system, just-in-time (JIT), single piece flow, single minute exchange of dies (SMED), kaizen, kanban, U-layout, by modifying the process parameters such as process times, setup times, layout, number, and placement of machines. The simulation begins with a traditional push type mass production line and the students improve the line by implementing lean techniques. Thus, students experience the advantages of lean real time while facing the real life problems encountered in implementing it

    Electronic Kanban System for Rubber Seals Production

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    A key success for automotive suppliers relies on its on-time delivery and efficient manufacturing process. A case-study rubber seal manufacturer is using just in time (JIT) techniques, requiring efficient process flow with low wastes. However, the majority of the current processes still rely on workers' expertise that can lead to process errors. In 2011, 699 events of rubber supplying delays were found and 525 events or 75.11% of these delays are due to inappropriate ordering and management of the Kanban system in the rubber preparation process. The objective of this research is, therefore, to improve the rubber preparation process by developing a logical method to identify appropriate times for each step and designing information management for the Electronic Kanban System (E-Kanban) to be able to deliver effective and accurate signaling. This E-Kanban system must be able to automatically indicate when each step in the rubber preparation should start so that the rubbers are prepared and ready for the next moulding process by the time they are needed. We also design user interface for an effective use of the system in actual operation. After the developed E-Kanban system was implemented in the factory from July to October 2012, we found that the number of rubber supplying delays could be reduced to 86 events and only 11 events or 12.79% of these delays are from the rubber preparation process

    Implementation of continuous flow manufacturing in United States industries

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    Continuous Flow Manufacturing (CFM) is one of the key strategies to enable the United States industries to adapt to any volume increase and rapidly changing requirements of the market place. CFM is an on-going analysis and improvement activity used to optimize the efficiency, effectiveness and flexibility of any process. The two basic goals of CFM are to reduce cycle time to less than customer order leadtime and to eliminate inefficiencies from the overall manufacturing processes. The thesis will describe reasons for the scarcity of CFM in United States industries. The methodology applied was a detailed six page questionnaire sent to over thirty-five industries in United States, using CFM as a part in their manufacturing operations. The research focused on difficulties experienced during preparation and implementation of CFM. The theoretical research and the questionnaire analysis revealed that CFM is indeed partially culture-based, difficult to understand, not easy to accept and hard enough to implement. Although the research was taken from a stratified sample of already known CFM implementors, full scale implementation fell very short. In fact, most industries in United States seemed to be engaged in preparing for CFM. Hopefully, the information presented will help the United States industries to formulate plans and strategies to implement further actions that will lead to more efficiency and effectiveness in their manufacturing operations

    AN INVESTIGATION INTO PRODUCT DESIGN AND PRODUCTION TECHNIQUES WITHIN A JUST-IN-TIME MANUFACTURING ENVIRONMENT

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    This thesis describes the implementation of a Just-in-Time (JIT) cell on a greenfield site. It concentrates on a before and after implementation situation. Various production parameters are analysed to compare flowline performance before and after the implementation of JIT. The study is primarily concerned with the philosophies behind the Japanese management style of JIT and the practical use of JIT in a relatively small production line. Each area of JIT and its associated components are studied and, where practical, executed into practice within the production line. The study includes an investigation of the present manufacturing system and recommends improvements to aid manufacturing output. Total Quality Control, Set-up Reduction, Group Technology, Kanban, Failure Mode and Effects Analysis and Value Analysis are tools used to assist the formation of the JIT cell. Results taken after implementation revealed that stock levels reduced by 25%. Shop floor area was reduced by 205 square metres and lead time reduced by 33%. Large arrears in orders were virtually eliminated six weeks after implementation. Warranty claims were greatly reduced. Quality Management greatly enhanced the product and cross-training of operatives was achieved.Tecalemit Systems Limite

    The just-in-time system and its applicability in South Africa

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    This thesis discusses the philosophy and techniques of the Japanese Just-in-Time manufacturing system and its applicability in South Africa. The Japanese system consists of two types of procedures and techniques. They pertain to: 1) productivity; (2) quality. The aspect of the system dealing most directly with productivity is known as the just-in-time system. Just-in-Time addresses the material cost component of productivity. The diverse indirect effects are even more pronounced. Just-in-Time partially covers Japanese quality improvements but there are a host of other Japanese quality improvement concepts and procedures. Total quality control describes the set of Japanese quality improvement procedures which in turn encompasses some of the Just-in-Time techniques and improves productivity through the avoidance of waste. The two entities of the Japanese manufacturing system overlap
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