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Application of spaghetti chart for production process streamlining. Case study

Hys K., Domagała A.

Archives of Materials Science and Engineering

2018

Vol. 89, nr 2

64--71

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.

Metody doskonalenia procesów w przedsiębiorstwach

Zasada B., Wyrwicka M.

Logistyka

2009

nr 2

CD-CD

Celem artykułu jest prezentacja doskonalenia procesów w przedsiębiorstwach produkcyjnych w oparciu o założeniami koncepcji Lean., priorytetem której jest poprawa efektywności funkcjonowania organizacji w wyniku eliminacji marnotrawstwa.. Zostaną w nim, więc przybliżone narzędzia lean manufacturing służące do usprawniania procesów takie jak: mapowanie strumienia wartości, balansowanie operacji oraz spaghetti chart Są one często wykorzystywane w przedsiębiorstwach do analizy przepływu materiałów i informacji, pomagają w identyfikacji marnotrawstwa i wąskich gardeł, a także ułatwiają projektowanie efektywniejszych procesów. Zastosowanie ich w organizacji wymaga jednak zmiany sposobu funkcjonowania firmy. Zrozumienia, że to właśnie pracownicy liniowi są najcenniejszym źródłem wiedzy o problemach pojawiających się w procesie wytwarzania i bez ich zaangażowania usprawnienie czegokolwiek będzie bardzo trudne lub wręcz niemożliwe.

The purpose of this article is presentation of improvement the processes in production companies on the basis of lean conception. A priority of this philosophy is improvement of efficiency a functioning of organization in the conquences of wastes elimination. In the first plan of the article, the authors present lean manufacturing tools, use to improve the processes like: value stream map, process study and spaghetti chart. They are often used in the factories to analysis information and materials flow. They help by identification waste and bottlenecks and also make easy design more efficient processes. Their application in the company require the changes a method of functioning company. Understanding, that manual workers are the most precious a source of knowledge about problems, which apper in the manufacturing process and without their engage - improve of processes will be very difficult.