Application of spaghetti chart for production process streamlining. Case study

• Autorzy: Hys K. , Domagała A.

Identyfikatory

DOI

10.5604/01.3001.0011.7173

• Języki publikacji: EN

Abstrakty

EN

Purpose: Improvement measures are taken unceasingly in organizations in order to optimize the obtained results in each sphere of a company’s functioning. This article presents the results of an improvement process conducted for a welding operation in the given production process. Design/methodology/approach: Taking advantage of the Kaizen approach, the article describes the results of this process and its visualization, which has been conducted with the help of a Spaghetti Chart tool. Findings: Initially, it has demonstrated that the analysis of real pathways of product value creation at the given worksite through application of the mapped-out changes brings about measurable effects. The applied worksite reorganization allowed for a limitation of an employee’s excessive movements at the worksite. In order to conduct a benchmark – both states “before” and “after” the introduction of improvement changes have been juxtaposed. Research limitations/implications: The presented analysis has a temporally and spatially limited dimension - this simultaneously being an impulse to extend research in the future. While conducting an analysis of an operator’s work, the problem must be dealt with in a broad perspective - we conduced type case study, so this is the limitation. Practical implications: The conducted analysis has taken place in real organizational conditions, using the example of a functioning worksite. Working with the “continuous improvement” approach, the instruments for development have been initiated in all spheres and levels of the given organization. Line employees have been motivated by the management to carry out single modernizations at the given worksite, which has influenced their own development. This in turn has stimulated their conscious need for active participation in the process of change. Originality/value: The conducted analysis has taken place in real organizational conditions, using the example of a functioning worksite.

Słowa kluczowe

EN

Kaizen; spaghetti chart; production process streamlining

PL

Kaizen; wykres spaghetti; usprawnienie procesu produkcyjnego

• Wydawca: International OCSCO World Press
• Czasopismo: Archives of Materials Science and Engineering
• Rocznik: 2018
• Tom: Vol. 89, nr 2
• Strony: 64--71
• Opis fizyczny: Bibliogr. 15 poz.

Twórcy

autor

Hys K.

• Faculty of Production Engineering and Logistics, Opole University of Technology, ul. Prószkowska 76, 45-758 Opole, Poland

autor

Domagała A.

• The University of Dabrowa Gornicza, ul. Cieplaka 1C, 41-300 Dąbrowa Górnicza, Poland

Bibliografia

• 1. M. Imai, Gemba Kaizen. Common sense, low-cost approach to management, MT Business Publisher, Warszawa, 2006.
• 2. M. Imai, Gemba Kaizen. Common sense approach to continuous development strategy, MT Business Publisher, Warszawa, 2012.
• 3. S. Gao, S.P. Low, The Toyota Way model: an alternative framework for lean construction, Total Quality Management 25 (2014) 5-6.
• 4. Hamrol, Quality management with examples, PWN Scientific Publisher, Warszawa, 2008.
• 5. Ł. Dekier, A. Grycuk, Employee suggestion programs. Experiences of Polish entrepreneurs, Lean Management Poland Association, Wrocław, 2014.
• 6. S. Bhasin, Prominent obstacles to lean, International Journal of Productivity and Performance Management 61 (2012) 406-407.
• 7. K.B. Stone, Four decades of lean: a systematic literature review, International Journal of Lean Six Sigma 3/2 (2012) 112-132.
• 8. M.R. Hamel, Kaizen workshop. A practical guide on how to lead effective process improvement workshops, Lean Enterprise Institute Poland, Warszawa, 2014.
• 9. Miller, J. Villafuerte, M. Wroblewski, Culture Kaizen. Building and maintaining a culture of continuous improvement, MT Biznes Publishing House, Warszawa, 2014.
• 10. M.T. Roszak, The synergy of the interaction of methods and tools of management on the technologies of material processes, Archives of Materials Science and Engineering 66/2 (2014) 81-92.
• 11. Lebuda, M. Roszak, R. Nowosielski, Appraisal of the effectiveness of chosen management processes, International Journal of Materials and Product Technology 50/3-4 (2015) 319-339.
• 12. Grycuk, Barriers in the application of the lean management concept, Business Administration Quarterly 40/3 (2016) 72-79 (in Polish).
• 13. D. Plinta, S. Kukla, A. Tomanek, Improvement of the organization of manufacturing processes with particular emphasis on simulation tools, in: R. Knosala (Ed.), Innovations in management and production engineering, Vol. 2, Publishing House of the Polish Society for Production Management, Opole, 2017 772-780.
• 14. K. Hys, Tools and methods used by the Polish leading automotive companies in quality management system. Results of empirical research, Journal of Achievements of Materials and Manufacturing Engineering 63/1 (2014) 30-37.
• 15. J.K. Liker, J.K. Franz, Toyota's road to continuous improvement. How to achieve excellent results thanks to strategy and operational excellence, MT Business Publisher, Warszawa, 2013.

Uwagi

Opracowanie rekordu w ramach umowy 509/P-DUN/2018 ze środków MNiSW przeznaczonych na działalność upowszechniającą naukę (2018)