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Improving work organisation in the production hall – a case study

Zasadzień Michał

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

2020

z. 147

327--350

Purpose: The aim of the research was to assess the effectiveness of implementing Lean Manufacturing (One-Piece-Flow) elements in a company producing shock absorbers. Design/methodology/approach: With the help of VSM, the most important problem in the production process was diagnosed, and by using the 5 Whys tool, the root causes of the problems were identified. A simulation of introducing the One-Piece-Flow system into the production line was then used to estimate the most optimal solution. After choosing the solution, it was implemented, and the results obtained were verified. Findings: As a result of the conducted analyses, the most important problems related to planning, scheduling and the flow of intermediates were identified. The 5 Whys analysis allowed for the grouping of individual problems by common causes. Detailed solutions to the problems were proposed, which were included in the future Value Stream Map. Research limitations/implications: Conducting research in a working production process is limited and faces significant resistance from managers. Practical implications: The most important effects of implementing an improvement plan were minimising inventory from 138,062 units to 25,000 units, which reduced costs and indicates reduced waste. Lead time was limited to 9.67 days from 56.96 days. Originality/value: Research results confirm the effectiveness of introducing only some solutions of the Lean philosophy. This is particularly important if the enterprise is unable to comprehensively implement the Lean Manufacturing concept due to organisational or financial reasons.

Planning model of purchasing logistics in outsourcing

Jakomin I., Kobilica R.

Transport Problems

2014

T. 9, z. 1

69--81

It is often the case that when preparing their offers, potential outsourcers of logistic activities do not thoroughly research all the activities that have an influence on the process of logistics. Consequently, they prepare relatively expensive offers (that can later lead to greater unexpected costs) which, in many cases, business partners decide against and persist with their own existing methods of doing business. The original contribution to science in this article is a model that will aid better understanding of dealing with problems and will, in practice, serve as a tool for the successful execution of business offers by outsourcers. Following research we have discovered, and are able to confirm, that despite the high start-up costs of the outsourcing, in the long term the company can reduce logistic costs. The model presented serves as an in-depth analysis of the company which enables the definition of favourable and optimal offers for outsourcing. The model shown helps to minimise the influence of mistrust and emphasises the importance of reducing the logistic costs with outsourcing.

Bardzo często się zdarza, że w trakcie przygotowywania ofert na usługi logistyczne pomijane są niektóre ważne elementy wpływające na cały proces logistyczny. W rezultacie przygotowywane są relatywnie drogie oferty (czasami prowadzące do dodatkowych, niespodzieanych kosztów), które w wielu przypadkach są po prostu odrzucane na rzecz pozostania przy dotychczasowej formie prowadzenia biznesu. Celem tego artykułu jest opisanie modelu naukowego, który pozwala lepiej zrozumieć problemy oraz służy jako narzędzie do sprawnego egzekwowania ofert biznesowych przez usługobiorców. Opierając się na badaniu, odkryliśmy i jesteśmy w stanie potwierdzić, że pomimo wysokich kosztów początkowych outsoucingu w dłuższym horyzoncie czasowym usługobiorca jest w stanie znacznie zredukować swoje koszty. Przedstawiony model prezentuje głęboką analizę firmy, która umożliwia zdefiniowanie pożądanych i optymalnych ofert outsourcingowych. Pomaga on także ograniczyć wpływ braku zaufania oraz podkreśla znaczenie redukcji kosztów przy zastosowaniu outsourcingu logistycznego.