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Analysis of the impact of the 5S tool and Standardization on the duration of the production process - case study

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Warianty tytułu
Języki publikacji
EN
Abstrakty
EN
The high level of competition in the manufacturing industry requires the creation of working conditions that allow for the efficient implementation of production processes. One of the solutions enabling the adaptation of production stations to improve the work performed by employees is the implementation of a management system based on the Lean Manufacturing (LM) philosophy. The purpose of this article was to determine the potential impact of the implemented LM tools, in the form of 5S and standardization, on the efficiency of the production process in specific production conditions. The methodology of the conducted research included: obtaining data before and after the implementation of LM tools (in total 12 months). The data was used to determine the effectiveness of individual operations, and then to conduct a comparative analysis using statistical tests. It was found, among others, that the implementation of LM tools resulted in an increase in the efficiency of the manufacturing process by about 11 percentage points. The obtained results confirm the thesis that a manufacturing company, in order to maintain its position on a competitive market, can improve the efficiency of processes by using tools such as LM. The selection of tools must be adequate to the implemented processes, so that they bring measurable increase in efficiency.
Rocznik
Strony
421--427
Opis fizyczny
Bibliogr. 25 poz., rys., tab.
Twórcy
  • Silesia University of Technology, 40-019 Katowice, Krasińskiego st 8, Poland
  • Silesia University of Technology, 40-019 Katowice, Krasińskiego st 8, Poland
autor
  • Łukasiewicz Research Network -Upper Silesian Institute of Technology, Poland
Bibliografia
  • 1. Abreu-Ledon, R.,Lujan-García, P. Garrido-Vega B., Perez E.,. 2018. A Meta-Analytic Study of the Impact of Lean Production on Business Performance. International Journal of Production Economics 200, 83-102. DOI: 10.1016/j.ijpe.2018.03.015.
  • 2. Omogbai O., Salonitis K., 2017. The Implementation of 5S Lean Tool Using System Dynamics Approach. Complex Systems Engineering and Development Proceedings of the 27th CIRP Design Conference Cranfield University, UK 10th - 12th May 2017 DOI: 10.1016/j.procir. 2017.01.057.
  • 3. Antosz K., Pacana A., Stadnicka D., Zielecki W., 2015. Lean Manufacturing Doskonalenie Produkcji, Oficyna Wydawnicza Politechniki Rzeszowskiej, Rzeszów.
  • 4. Baker, P., 2002. “Why is lean so far off? If lean manufacturing has been around for decades, why haven’t more manufacturers got further with it?, Works Management-London then Horton Kirby then Swanley, 55(10), 26-29.
  • 5. Bevilacqua M, Ciarapica F.E, De Sanctis I, Mazzuto G, Paciarotti C. A., 2015. Changeover time reduction through an integration of lean practices: a case study from pharmaceutical sector. Ass Auto 2015;35:22-34. DOI: 10.1108/AA-05-2014-035
  • 6. Caldera, H.T.S.; Desha, C.; Dawes, L., 2017. Exploring the role of lean thinking in sustainable business practice, A systematic literature review. J. Clean. Prod., 167, 1546-1565, DOI: doi.org/10.1016/j.jclepro. 2017.05.126.
  • 7. Galeazzo, A., Furlan A., 2018. Lean Bundles and Configurations: A fsQCA Approach. International Journal of Operations & Production Management 38 (2), 513-533. DOI:10.1108/IJOPM-11-2016-0657.
  • 8. Ghobadian, A., I. Talavera, A. Bhattacharya, V. Kumar, J. A. Garza-Reyes, O’Regan N., 2020. Examining Legitimatisation of Additive Manufacturing in the Interplay between Innovation, Lean Manufacturing and Sustainability. International Journal of Production Economics, 457-468. DOI:10.1016/j.ijpe.2018.06.001.
  • 9. Golińska, K., Koliński, A., 2011. Analiza wydajności jako wstępna ocena efektywności produkcji - studium przypadku. Wybrane problemy logistyki produkcji.
  • 10. Henao, R., W. Sarache, Gomez I., 2019. Lean Manufacturing and Sustainable Performance: Trends and Future Challenges. Journal of Cleaner Production 208, 99-116. DOI:10.1016/j.jclepro.2018.10.116
  • 11. Hopp, W. J., 2018. Positive Lean: Merging the Science of Efficiency with the Psychology of Work. International Journal of Production Research 56(1-2), 398-413. DOI: 10.1080/00207543.2017.1387301.
  • 12. Hu, Q., R. Mason, S. J. Williams, Found P., 2015. “Lean Implementation within SMEs, A Literature Review. Journal of Manufacturing Technology Management 26(7), 980–1012. DOI: 10.1108/JMTM-02-2014-0013.
  • 13. Jiménez E.,Tejeda A.S., Pérez M., Blanco J., Martínez E., 2015. Applicability of lean production with VSM to the Rioja wine sector Int. J. Prod. Res., 50, 1890-1904, DOI: 10.1080/00207543.2011.561370.
  • 14. Mohanty, R., Yadav, O., Jain, R., 2007. Implementation of lean manufacturing principles in auto industry, Vilakshan-XIMB Journal of Management, 1(1), 1-32.
  • 15. Mor, R.S., Bhardwaj, A., Singh, S. and Sachdeva, A., 2019. Productivity gains through standardization-of-work in a manufacturing company, Journal of Manufacturing Technology Management, 30(6), 899-919. DOI: 10.1108/JMTM-07-2017-0151.
  • 16. Mostafa, S., Dumrak, J., Soltan, H., 2013. A framework for lean manufacturing implementation, Production & Manufacturing Research, 1(1), 44-64, DOI: 10.1080/21693277.2013.862159.
  • 17. Negrao, L. L. L., M. G., Filho, G., Marodin., 2017. Lean Practices and Their Effect on Performance: A Literature Review. Production Planning & Control, 28(1), 1-56. DOI: 10.1080/09537287.2016.1231853.
  • 18. Nordin, N., Deros, B.M., Wahab, D.A., 2010. A survey on lean manufacturing implementation in Malaysian automotive industry. Int. J. Innov. Manag. Technol, 1, 374.
  • 19. Nguyen, D.M., Duong, T.K., 2022. Enterprises Characteristics and Lean Out-come: An Empirical evidence from Vietnam Manufacturing Enterprises. Management System in Production Engineering, 2(30), 98-108, DOI:10.2478/mspe-2022-0013.
  • 20. Pawlak, S., 2023. Analysis of the Impact of Selected Lean Manufacturing Tools on the Parameters of the Production Process - Case Study. Zeszyty Naukowe Politechniki Śląskiej. Organizacja i Zarządzanie, 379-391. DOI:10.29119/1641-3466.2023.175.24.
  • 21. Rewers P., Trojanowska J., 2016. Production Management By Using Tools of Lean Manufacturing, Logist. Manag. Dev. trends, 2008, 43–56.
  • 22. Samuel, M., Rajesh, S., 2021. Implementation of lean manufacturing with the notion of quality improvement in electronics repair industry, Materials Today: Proceedings, 44(10), 2253-2257, DOI:10.1016/j.matpr.2021.04.200.
  • 23. Sidhu, B.S., Kumar, V., Bajaj, A., 2013. The “5S” strategy by using PDCA cycle for continuous improvement of the manufacturing processes in agriculture industry, Int. J. Res. Ind. Eng. J. homepage, 2, 10-23.
  • 24. Więckowska, B., 2018. Podręcznik Użytkowanika PQStat. PQStat Software
  • 25. Venkat Jayanth, P., Prathap, P., Sivaraman, S., Yogesh, S., 2020. Implementation of lean manufacturing in electronics industry, Materials Today: Proceedings, 33, 23-28, DOI: 10.1016/j.matpr.2020.02.718.
  • 26. Thanki, S.; Govindan, K.; Thakkar, J., 2016. An investigation on lean-green implementation practices in Indian SMEs using analytical hierarchy process (AHP) approach. J. Clean. Prod., 135, 284-298.
Uwagi
Opracowanie rekordu ze środków MNiSW, umowa nr SONP/SP/546092/2022 w ramach programu "Społeczna odpowiedzialność nauki" - moduł: Popularyzacja nauki i promocja sportu (2024).
Typ dokumentu
Bibliografia
Identyfikator YADDA
bwmeta1.element.baztech-c4b9a76f-b912-449d-ad5c-2ce15c15744e
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