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Metody określania i wykorzystania zdolności produkcyjnych w warunkach mass customization

Wirkus M., Maciągowski D.

Zarządzanie Przedsiębiorstwem

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2011

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Vol. 14, nr 1

50-57

EN

Mass Customization is a strategy to deliver to customer highly customized product with the price comparable to products made in mass production processes. One of the key aspects in keeping cost at the low level is efficient utilization of production capacity. It can be achieved only if product workload is known. "MOST" technique seems to be very efficient tool to accomplish it. Fast and simple technique guarantee that very diverse products can be estimated in terms of total working time needed to produce them. In consequence "normhours" for every elements are determined which is further base for all kind of capacity planning. Another issue is to keep stability in delivery in Make to Order environment when there are fluctuations in demand reinforced by variation in workload. The problem can be solved by applying variable Lead Time, which means that when capacity or workload increase customer wait longer for product. It is the simplest solution and widely used, however it does not have to be preferable. Then instead, market fluctuation can be covered by flexible working hours, which can be achieved by overtime, seasonal workers or shifting working hours from low to high season period. Last mentioned problem is how to balance production process when there is unstable workload in particular sub-processes. Proposed solution is to keep some small amount of products buffer in between sub-processes and apply multifunctional workers who can operate more than one operation. It seems obvious that production capacity management in Mass Customization is more sophisticated than typical "Make to Stock" facilities. However there are methods and techniques available which can be applied and make Mass Customization possible to implement.

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Redukcja zmienności jako klucz do poprawy efektywności systemu produkcyjnego

Maciągowski D.

Zarządzanie Przedsiębiorstwem

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2006

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Vol. 9, nr 2

45-56

EN

The aim of this paper was to describe influence of variability on production system and how it can be reduced. In the first part it was shown how basic performance indicators of production system - productivity and lead time - are affected by variability. It was also shown that increasing the level of variability always means either worsening productivity or lengthening lead time. Therefore focus on reduction of variability is an important step in accomplishing business excellence. In the second part one can find classification of three existing sources of variability. The first one - random variability is caused by all random events, which happen on production floor (breakdown, stoppages etc). The second one - so-called controlled variability is in most cases the result of management decision (product diversification, the way of production planning etc.). And the third one - uncertainty is out of control for production system (fluctuation in market demand, problems with getting raw materials etc.). At the end of this part the most important causes of variability were gathered. Finally, it was presented how the causes of variability can be reduced by means of "Lean Manufacturing" - the concept, which was developed based on observation of Toyota Production System and focuses on waste reduction out of production system. In this approach the inventory and overproduction is the worst waste and have to be eliminated. As a result, variability is much more visible and can be reduced by different tools of Lean Manufacturing-pull, leveling, U shape cell, one piece flow, visualization, jidoka, continuous improvement, work standardization, Total Productive Maintenance, rapid problem solving and lean design. AH of them was roughly described and for most of them application example from real production system was enclosed. As a conclusion it was proven that reduction of inventory and not utilized capacity without proper attention on variability reduction is very dangerous with respect to productivity. Therefore introduction of Lean Manufacturing should always mean reduction of variability. For further research leave issues related to variability influence on quality, reduction of controlled variability and applying different management concepts for variability reduction.

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Usprawnianie procesów produkcyjnych w Philips Lighting Poland S.A. z wykorzystaniem koncepcji lean manufacturing

Kosieradzka A., Maciągowski D.

Zarządzanie Przedsiębiorstwem

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2005

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Vol. 8, nr 1

47-58

EN

The Lean Manufacturing is a management system which leads to enormous productivity improvement and makes company more competitive. It is based on an assumption that five major principles are respected: 1. A value of each product is precisely determined by a customer's need. 2. A value stream for each product is identified. 3. A continuous product production flow is ensured. 4. The pull concept for the production control is applied according to a market demand for the product. 5. Perfect quality of products and customer services are guaranteed. The LM principles seem to be simple and obvious. However, physical implementation tends to be a hard and sophisticated task. Transformation into a Lean Enterprise is a long-term or even never ending process. In order to ensure high effectiveness of this initiative, new methods and techniques, which are linked together, have to be gradually implemented. Presented article is divided into two parts. In the first part, LM is shown as a system of interacted tools (methods and rules), which are chosen purposefully. In the second part, there is a description of a practical example of productivity improvement program based on LM tools implemented in Philips Lighting Poland S.A. Philips Lighting Electronics Poland (PLEP) has been implementing the LM concept for 2 years. This effort has resulted not only in cost reduction, but also in shortening the lead time, reduced the final assembly stock and improved level and quality of services. One of the latest projects was focused on productivity improvement in an electronic circuits final assembly area. The target was achieved by implementation of 'U' shape cells, which work according to the third LM principle - the continuous flow. At first a value stream map was created, and relying on gathered figures each operation was classified to one of the following categories: 1. Value-adding operation - operation that creates value from the customer point of view. 2. No value-adding but necessary - operations which do not create value, but are necessary for production process to be performed. 3. Pure waste - not adding operations that might be eliminated immediately. Basing on the analysis results, a new model of assembly process was designed. Implementation of the new model required applying techniques and solutions such as: - Elimination of organisational barrier between particular workstations by bringing them closer; - Layout according to operations' sequence; - Multifunctional operators (one operator can manage to operate a few operations); - 'U' shape lay-out which helps to implement multi-handling concept; - Operators workload balance (according to Tact Time); - Reduction of seven wastes by getting rid of handling, transport shortening, better utilization of operation etc. - The WIP reduction achieved by continuous flow, and variability elimination; - Flexible adoption to a customer's demand; Proposed solution was also supported by systems which had been implemented before: 5S, TPM, kaizen. The result of this project is 50% productivity improvement measured in relation to the size of production per one worker in the final assembly area.