A methodology to assess and manage material and machine tool risks for a manufacturer

Globalization and competition have forced manufacturers to analyze their processes to minute levels in order to improve the quality and on-time delivery of the product. Due to the increased complexity of manufacturing and the associated supply chain, a wide range of additional risk factors have been introduced that impact the manufacturing processes. A process that is constantly exposed to such risks may not be able to meet customer expectations such as the on-time delivery of products. Extensive research has been done on enhancing the capabilities of the manufacturing processes. However the focus of this effort is to develop a methodology to manage risks that have a high impact on the process lead time and will enhance the ability to sustain process performance. The purpose of this study is to identify key risks associated with manufacturing and develop a framework to assist manufacturers mitigate the risks resulting in increasing the manufacturing lead time. The framework takes on the format of an assessment that investigates the multiple risk dimensions associated with material and tooling. Inputs to the assessments are confidence interval of 95%. Finally a mathematical analysis using AHP is done for prioritization of risk mitigation activities. A case study is presented to the methodology

Modeling and analyzing a health care supply chain system

This thesis was submitted for the degree of Doctor of Philosophy and awarded by Brunel University.A Thesis presented on Improving and Redefining the Supply Chain in Healthcare, defining existing problems with current Supply Chain applications, and reviewing current applications and trends in the Supply Chain culture within the Manufacturing Industries and Healthcare Industries. Research of successful applications of new, and improvements to existing supply chain methodologies are presented. The concept of a future Supply Chain Management System, extending the boundaries of conventional Healthcare Supply Chain to include both conventional customer (Healthcare Materiel and Capital Assets Requestors and Distributors) and the nonconventional (the Healthcare Beneficiary), is presented in detail. Final discussions and conclusions of this concept are offered as a review of this concept for the reader of this manuscript

A Multiple-Case Analysis of Lean Six Sigma Deployment and Implementation Strategies

Lean and Six Sigma are recent developments in continuous improvement methodology that have been popularized by several high-profile companies. The success and complementary nature of these methodologies has led to their combination into a single methodology, commonly called Lean Six Sigma or Lean Sigma. Although there is considerable literature available and many consultants involved with Lean Six Sigma, very little published research addresses the practical experiences of companies that have implemented Lean Six Sigma. The research question for this research is: How and why are certain private sector implementations of Lean Six Sigma successful or unsuccessful? The investigative questions further focused the research question and identified several factors that appeared to significantly contribute to implementation success. These factors are: Fusing business strategy with continuous improvement strategy; Leadership commitment and involvement in the deployment and implementation processes; The use of consultants that are proficient and experienced; and A defined organizational model that links the continuous improvement efforts with the performance measurement system and senior leadership Defined and standardized personnel selection criteria .This research\u27s purpose is to assist the Air Force structure a continuous improvement program that abates or eliminates the negative effects caused by deployment barriers and implementation challenges

Regionalized implementation strategy of smart automation within assembly systems in China

Produzierende Unternehmen in aufstrebenden Nationen wie China, sind bestrebt, die Produktivität der Produktion durch eine Verbesserung der Lean Produktion mit disruptiven Technologien zu erreichen. Smart Automation ist dabei eine vielversprechende Lösung, allerdings können Unternehmen aufgrund von mangelnden Ressourcen oft nicht alle Smart Automation Technologien gleichzeitig implementieren. Ebenso beeinflusst eine Vielzahl an Einflussfaktoren, wie z.B. Standortfaktoren. Dementsprechend herausfordernd ist die Auswahl und Priorisierung von Smart Automation Technologien in Form von Einführungsstrategien für produzierende Unternehmen. Der Stand der Forschung untersucht nur unzureichend die Analyse der Interdependenzen zwischen Standortfaktoren, Smart Automation Technologien und Key Performance Indikatoren (KPIs). Darüber hinaus mangelt es an einer Methode zur Ableitung der Einführungsstrategie von Smart Automation Technologien unter Berücksichtigung dieser Interdependenzen. Entsprechend trägt diese Arbeit dazu bei, eine regionalisierte Einführungsstrategie von Smart Automation Technologien in Montagesystemen zu ermöglichen. Zunächst werden die Standortfaktoren, Smart Automation Technologien und KPIs identifiziert. In einem zweiten Schritt werden, mit Hilfe von qualitativen und quantitativen Analysen, die Interdependenzen bestimmt. Anschließend werden diese Interdependenzen auf ein Montagesystem mittels hybrider Modellierung und Simulation übertragen. Im vierten Schritt wird eine regionalisierte Einführungsstrategie durch eine Optimierung und eine Monte-Carlo-Simulation abgeleitet. Die Methodik wurde im Rahmen des deutsch-chinesischen Forschungsprojekts I4TP entwickelt, das vom Bundesministerium für Bildung und Forschung (BMBF) unterstützt wird. Die Validierung wurde erfolgreich mit einem produzierenden Unternehmen in Beijing durchgeführt. Die entwickelte Methodik stellt einen neuartigen Ansatz zur Entscheidungsunterstützung bei der Entwicklung einer regionalisierten Einführungsstrategie für Smart Automation Technologien in Montagesystemen dar. Dadurch sind produzierende Unter-nehmen in der Lage, individuelle Einführungsstrategien für disruptive Technologien auf Basis wissenschaftlicher und rationaler Analysen effektiv abzuleiten

Operations management

1st edition, 201

An Integrated Framework to Assess ‘Leanness’ Performance in Distribution Centres

The theory behind lean philosophy is to create more value with less. Effective lean management enables organisations to exceed customer expectations while reducing costs. Despite the fact that numerous practices and approaches are used in the process of implementing lean philosophy and reducing waste within supply chain systems, little effort has been directed into assessing the leanness level of distribution and its impact on overall performance. Given the vital role of distribution units within supply chains, this research aims to develop a comprehensive lean assessment framework that integrates a selected set of statistical, analytical, and mathematical techniques in order to assess the ‘leanness’ level in the distribution business. Due to the limited number of published articles in the area of lean distribution, there are no clear definitions of the underlying factors and practices. Therefore, the primary phase of the proposed framework addresses the identification of lean distribution dimensional structure and practices. The other two phases of the framework discuss the development of a structured model for lean distribution and address the process to find a quantitative lean index for benchmarking lean implementation in distribution centres. Integrating the three phases provides the decision makers with an indicator of performance, subject to applying various lean practices. Incorporating the findings of a survey that sent to 700 distribution businesses in Ireland along with value stream mapping, modelling, simulation, and data envelopment analysis, has given the framework strength in the assessment of leanness. Research outcomes show that lean distribution consists of five key dimensions; workforce management, item replenishment, customers, transportation, and process quality. Lean practices associated with these dimensions are mainly focused on enhancing the communication channels with customers, simplifying the distribution networks structure, people participating in problem solving and a continuous improvement process, and increasing the reliability and efficiency of the distribution operations. The final output of the framework is two key leanness indices; one is set to measure the tactical leanness level, while the second index represents the leanness at the operational level. Both indices can effectively be used in evaluating the lean implementation process and conducting a benchmarking process based on the leanness level