Lean supply chain planning: Simulation of lean techniques integration

Lean Supply Chain (LSC) has become a strategic configuration in order to satisfy customer's expectations efficiently and effectively. LSC concept is the implementation of Lean principles and techniques outside single company boundaries, creating the flow and making SC reacting instead of foreseeing. Supply Chain Planning (SCP) is a part of SCM management strategy that allows managers to align operations of different companies and so improve operations efficiency and effectiveness. Lean Supply Chain Planning (LSCP) is a new SCP model that is growing interest among both academics and practitioners, but it is not well studied yet. This paper aims at providing a theoretical and practical guidelines about Lean techniques implementations impact in SCP. To reach it, a Discret-event-simulation (DES) simulation model of a three-echelon and multi-product supply chain has been set. This research focuses on three principles of Lean production: identifying the value, creating flow to the customer and pull. The results achieved demonstrate that LSCP techniques have a positive impact on inventories levels and in particular, they demonstrate synergy among techniques so that total benefit is greater than the sum of benefits of single technique implementations

An improvement's project model to foster sustainable continuous improvement

Continuous Improvement programs are constantly applied amongst companies to reach competitive advantages. However, it is known that companies struggle to sustain benefits of continuous improvement projects in long-Term periods. Indeed, there is not a common shared framework assessing which are the managerial variables that can guarantee improvement's projects success. This research presents a model and a pool of improvement's projects could be framed and carried out accordingly. The model and its enabler mechanisms foster the importance that the outstanding literature assign to human focused factors and soft practices to sustain continuous improvement benefits in the long-Term period. This study presents a first assessment analysis of the model, even if not statistically valid, highlighting its enablers and barriers for a correct application. Then, based on the first data collected on a sample of improvement's projects framed with the model described, the study draws some considerations about which are the critical success factors for improvement's projects

A study of a kanban based assembly line feeding system through integration of simulation and particle swarm optimization

With increase in differentiation and decreasing batch size of products, feeding the assembly line at regular intervals is considered to be a critical problem in today's manufacturing sector. Yet no clear solution has been developed for this problem; therefore, the main focus of this research is to discuss the different aspects of line feeding, the latest trend in literature, and to propose an innovative method to support solving the problem. A discrete event simulation model is developed and a mathematical model based on particle swarm optimization is used to support the simulation. The hybrid model is finally applied to practical situations. Results show how different settings of kanban influence the performance of the assembly line feeding system. The biggest novelty item is certainly the recognition of the trade-off between kanban size and number of kanban and the importance of investigating its behaviour during the design of the system. (C) 2019 by the authors; licensee Growing Science, Canad

Order review and release in make-to-order flow shops:analysis and design of new methods

Increased customization has strengthened the importance of make-to-order companies. The advent of lean management and the introduction of smart and flexible technologies has enabled many of these companies to create flow shop routings. Order review and release (ORR) research, which originally focused on job shops, has started paying attention to flow shops. However, the results have not provided clarity on the best ORR method for flow shops. This study aims at developing such a method by applying a modular design approach. It identifies the relevant elements of ORR methods for flow shops, combines them into new methods and evaluates them in a simulation study. The simulation results demonstrate that performance in pure flow shops can be strongly improved by applying the right combination of workload measures, load balancing, and order dispatching. Specifically, the results show that (1) classical workload measures are still as effective as novel measures that have been suggested for flow shops, (2) balancing workloads explicitly through optimization at the order release stage strongly improves performance, and (3) shortest processing time dispatching is highly effective in flow shops as it avoids starvation of stations. In-depth analyses have been executed to unravel the reasons of performance improvements. As such, the article provides clarity on the improvement potential that is available for ORR in flow shops, while the new modular methods provide a first step in exploiting this potential

Lean implementation in service companies

Service companies have been implementing Lean only in recent years. In this research three third party logistic companies and seven companies of the financial sector have been thoroughly interviewed and showed a few interesting aspects on the way they implemented Lean. They are implementing Lean in high volume low variety processes and focus on back office activities, which are most similar to manufacturing. Focus on flow, releasing real pull systems and attention to pacing the flow are the aspects that have been less developed and considered not applicable -or not worth applying- in services. © 2010 IFIP International Federation for Information Processing

Lean healthcare. An experience in Italy

In this paper we present the experience of a lean implementation in a Hospital. It all steamed out from a need to cut cost, and the focus on inventory reduction. The methodology adopted and the peculiarities of an implementation in a hospital are presented. A strong reduction in inventory has been achieved but, more important, broken processes which lead to excessive inventories have been identified so giving the possibility to remove the root causes and avoid having the problem again. Finally, one of the best results has been to make people in the hospital see differently about materials management activities: best and faster results, with less effort, are not achieved by batching (e.g. ordering 3 weeks consumption of a medicine needed) rather by standardizing activities and levelling orders and activities throughout the week (e.g. order every day all medicines consumed). © 2008 International Federation for Information Processing