17,452 research outputs found

    The impact of lean practices on inventory turnover

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    Lean manufacturing (LM) is currently enjoying its second heyday. Companies in several industries are implementing leanpractices to keep pace with the competition and achieve better results. In this article, we will concentrate on how companies can improve their inventoryturnover performance through the use ofleanpractices. According to our main proposition, firms that widely apply leanpractices have higher inventoryturnover than those that do not rely on LM. However, there may be significant differences in inventoryturnover even among lean manufacturers depending on their contingencies. Therefore, we also investigate how various contingency factors (production systems, order types, product types) influence theinventoryturnoveroflean manufacturers. We use cluster and correlation analysis to separate manufacturers based onthe extent of their leanness and to examine the effect of contingencies. We acquired the data from the International Manufacturing Strategy Survey (IMSS) in ISIC sectors 28–35

    A review of data visualization: opportunities in manufacturing sequence management.

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    Data visualization now benefits from developments in technologies that offer innovative ways of presenting complex data. Potentially these have widespread application in communicating the complex information domains typical of manufacturing sequence management environments for global enterprises. In this paper the authors review the visualization functionalities, techniques and applications reported in literature, map these to manufacturing sequence information presentation requirements and identify the opportunities available and likely development paths. Current leading-edge practice in dynamic updating and communication with suppliers is not being exploited in manufacturing sequence management; it could provide significant benefits to manufacturing business. In the context of global manufacturing operations and broad-based user communities with differing needs served by common data sets, tool functionality is generally ahead of user application

    MilliporeSigma Inventory Control

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    The demand for MilliporeSigma’s products has grown annually causing an increase in work in progress inventory. This issue compromises safety, increases costs, and threatens customer service levels. WPI students analyzed the root causes of this issue and recommended improvements to the system through several methods such as Gemba walks, time studies, observations, and interviews. The final deliverables included an implementation plan for the team’s recommendations, the design of a pull system using Kanbans, and a quantitative impact assessment

    Lowlands sociotechnical design theory and lean production

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    AN INTEGRATED FRAMEWORK FOR APPLYING LEAN MANUFACTURING AND OTHER STRATEGIES IN MASS CUSTOMIZATION ENVIRONMENTS

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    Manufacturing organizations are facing fragmented markets and increased demand of variety from consumers. As a result, many of these firms have adopted mass customization manufacturing strategies in an effort to offer their customers the freedom of choice while maintaining operational efficiency. Lean manufacturing strategies have also seen heavy use in manufacturing environments. This study investigates the possibilities of integrating lean manufacturing principles and practices into mass customization environments in order to improve system performance. The feasibility of other manufacturing strategies such as agility, Quick Response Manufacturing and the Theory of Constraints assisting in the application of lean manufacturing for mass customization is also explored with the goal of developing a theoretical framework for the application of these manufacturing systems in different types of mass customization environments. The result of these investigations is tested and verified using a real world case study

    A FUNCTION-BASED APPROACH TO ESTABLISHING STANDARDIZATION AND FLEXIBLE WORK CELLS FOR HIGH-VARIETY, LOW-VOLUME MANUFACTURING

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    Certain types of high-variety, low-volume manufacturing operations employ clusters of machines to execute general classes of operations in the manufacture of their product mix, but those operations differ significantly from job to job. Consequently operations are not standardized and batch and queue operational strategies are employed with all attendant shortcomings. However, closer examination reveals that these operations largely consist of a small number of elemental machine functions that are exercised in various combinations. The functions provide a basis to for defining richly descriptive standardized work at the individual process level using parameters to distinguish the unique settings and characteristics for processing a given job. Moreover, it appears the pareto principle applies to functional sequences, and high frequency sequences can be used to establish system level production engineering issues, including facility layout, process interfacing, and cellular standard work routines that achieve flow and labor balance in a flexible manner for the majority of products. This approach is demonstrated using and industrial case study

    The challenges for sustainable skills development in the UK automotive supply sector: policy and implementation

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    Original paper can be found at: http://www.gerpisa.univ-evry.fr/rencontre/16.rencontre/GERPISAJune2008/home.htmlThe European Automotive industry is a key strategic player in the European Union with an estimated 10 million workers. The majority of these work in the supply chain (CLEPA 2005). As a major employer, the sector must work to maintain its competitive edge if it is to keep that workforce engaged.Final Accepted Versio

    Transitioning to a Lean Enterprise: A Guide for Leaders, Volume I, Executive Overview

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    This Transition-To-Lean Guide is intended to help your enterprise leadership navigate your enterprise’s challenging journey into the promising world of “lean.” You have opened this guide because, in some fashion, you have come to realize that your enterprise must undertake a fundamental transformation in how it sees the world, what it values, and the principles that will become its guiding lights if it is to prosper — or even survive — in this new era of “clock-speed” competition. However you may have been introduced to “lean,” you have undertaken to benefit from its implementation
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