A new lean change methodology for small & medium sized enterprises

SMEs find it difficult to implement productivity improvement tools, particularly those associated with Lean Manufacturing. Larger companies have more success due to greater access to resources. To provide the SMEs with a way to implement Lean sustainably, the European project ERIP develops a new lean change methodology for SMEs. In this paper the methodology is explained and three test cases show the strength of the methodology. The method is a sequence of achieving management and company support, starting with data analysis and identifying problems and consequently solving these problems. Within the workshops, training of employees is conducted. The three test cases show that even through limited efforts, a good productivity improvement can be achieved in a sustainable manner

The Virtual Sensei: Using Assisted Reality to Digitalize Gemba Walks

As more and more companies adopt lean management as a system to continuously develop people, leaders are increasingly intent on conducting gemba walks. This means going to the workplace, be it production, engineering, or supply chain - to explore and discover important business challenges - often under the guidance of a sensei. As a result of the COVID-19 pandemic and the associated social distancing measures and travel restrictions, physical meetings in the workplace have been hampered, especially those involving outsiders. This has since led organizations to consider reducing travels and physical gatherings in general. Therefore, in this paper, we present assisted reality technology as a means of digitalizing gemba walks, allowing managers and executives to benefit from working with external sensei – albeit on a remote basis. We explore the use of RealWear HMT-1 technology as an enabler of the virtual sensei concept, comparing it with the more traditional face-to-face approach to gemba walks and offering insights from multiple interventions between external sensei offsite and local management representatives onsite. The assisted reality approach has been tested both within and across international borders. In general, we find that the digitalization of gemba walks using assisted reality offers multiple benefits over more traditional means. However, there are also several limitations. As such, this work has implications for both research and practice, in that we contribute towards the growing literature on digital lean manufacturing as well as offer practical guidelines for managers and executives embarking on a lean transformation.acceptedVersio

Status and Future of Manufacturing Execution Systems

This paper proposes a taxonomy for characterizing manufacturing execution systems and discusses how they can benefit from the recent Developments of Industry 4.0. The study is based on a literature review. The taxonomy contributes to theory and practice by providing a framework for benchmarking of manufacturing execution systems. The taxonomy can be utilized in the selection or design process of the manufacturing execution systems. Outlining the further opportunities provided by Industry 4.0 technologies, the paper also provides directions for future improvements of manufacturing execution systems.acceptedVersio

Status and Future of Manufacturing Execution Systems

This paper proposes a taxonomy for characterizing manufacturing execution systems and discusses how they can benefit from the recent Developments of Industry 4.0. The study is based on a literature review. The taxonomy contributes to theory and practice by providing a framework for benchmarking of manufacturing execution systems. The taxonomy can be utilized in the selection or design process of the manufacturing execution systems. Outlining the further opportunities provided by Industry 4.0 technologies, the paper also provides directions for future improvements of manufacturing execution systems.acceptedVersio

The changing role of shop-floor operators in zero defect manufacturing

In the journey towards zero defect manufacturing, digital technologies aiming to improve different aspects of production and quality control will be of high importance. This will not replace existing management approaches such as lean manufacturing, including continuous improvement at the shop-floor level. A single case study is performed, where we have examined various aspects that influence a successful continuous improvement for reducing scrap parts and prevent further propagation in interaction with new zero-defect solutions. The aim is to identify the changing roles of the shop-floor operators and we highlight that they still will remain a key part of the system.publishedVersio

Industry 4.0 Technologies as Drivers for Eliminating Waste in Lean Production: A French-Norwegian Study

The aim of this paper is to provide insights about the operational performance improvements that may arise from the combination of Industry 4.0 technologies with the tools of Lean Production. Indeed, companies and their decision makers are looking for actionable knowledge around the usefulness of Industry 4.0 technologies and their inclusion in existing operational excellence programs. Lean is a tried and tested means of promoting better thinking in organizations, contributing to an increase in customer satisfaction and business performance. The emergent technologies of industry 4.0 are also influencing performance improvement in both the development and delivery of products and services. Yet actionable knowledge of the combination of Lean Production and Industry 4.0 is relatively immature and requires deeper analysis. This paper presents insights into the possible integration of Lean Production and Industry 4.0 technologies by analyzing multiple case studies in France and Norway. We suggest an approach that depicts the way in which such integration can reduce and ultimately eliminate waste.acceptedVersio

Effective Learning Method Using Extended Reality: Digital TWI

Training within Industry was created under World War II by the U.S. Department of War, within the War Manpower Commission, to assist defense industries meet the high production output demand from less or inexperienced labor. It ran from 1940 to 1945, made its way to Japan after the war and became a foundational component of the Toyota Production System (TPS). TWI is a well-proven lean education methodology consists of four main modules: Job Instructions (JI), Job Relations (JR), Job Methods (JM) and Program Development. This paper aims to explore combining TWI Job Instructions (JI) module with extended reality (XR) smart glasses and technologies that may create an effective and innovative lean education program.acceptedVersio

Augmenting the Production Operators for Continuous Improvement

This paper discusses how continuous improvement activities can be supported by augmenting the operators in production. After a brief literature background, real life case examples from manufacturing companies are provided and discussed. Enabling technologies, specifically AR and embedded sensors, can guide the operators in execution of their tasks, quality verification of work done step by step, and data collection from both manual and automated operations in much higher levels of details. Collected data provides an empirical foundation for data-driven analysis and improvement potentials in production and quality operations. The paper contributes to theory and practice by providing research-based innovation experiences on this emerging topic of interest for manufacturing companies.acceptedVersio