Lean implementation plays a major role in optimizing productivity and reducing waste. Applying the adequate integration of Lean Techniques (LT) can ensure a higher profitable benefit. Many companies face difficulties in choosing the LT that best suit their situations to reach their objectives. In this study, we propose the simulation of specific modeled industrial contexts and check the impact of implementing LT simultaneously. Market fluctuation, demand diversification, and uncertainty of resources contexts are studied to perceive how LT behaves accordingly. Four KPIs (Key Performance Indicators) are retained for the analysis: Work in Progress, Lead-time, Production Throughput, and Defect Rate. An aeronautical company is modeled and experiments are performed to demonstrate the usefulness of a developed co-simulation framework to perceive the sensitivity of LT to some industrial contexts. The results showed that Poka Yoke and 5S are context-free LT valid in any industrial context. Pull, SMED, and Cross training are contextual and deserve careful applicability regarding the simulated context. Cross training, suitable for uncertainty of resources, does not show any significant improvements when the company was exposed to market fluctuations and demand diversification contexts.
The enterprise reengineering based on enterprise modelling is usually carried out within the framework of conventional projects. This leads to relatively long projects that are not compatible with a highly variable economic environment. The objective of the evolution management presented here is to use enterprise modelling and all the benefits it brings in a framework that allows for more continuous improvement than is generally observed. The proposed architecture is made up of three levels: a strategic level based on performance measurement, a tactical level that manages system migration and is based on enterprise models, and an operational level consisting of managing a portfolio of evolution projects. Together, these allow a shorter set of projects to be carried out, while remaining coherent and aligned with the company’s strategy. This approach puts enterprise modelling methods and continuous improvement/Lean management approaches into perspective, allowing complementarities and opening up interesting perspectives concerning enterprise re-engineering methods.
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