Abstract. Lean Manufacturing concept is well described in the literature in the context of low-mix high-volume production. There are numerous case studies proving outstanding benefits of implementation Lean principles. Nowadays enterprises have to face the problem of high variety of products and dynamically changing demand. Lean tools and methods known from repetitive production do not always fit to high-mix environment. It causes problems with proper design of one-piece-flow production cells and material flow based on pull system.
The paper explains the conceptual framework of so called costs, effects and resources map that is intended to support performance analyses of the production value stream. Its purpose is to enhance manufacturing decision taking processes by providing relevant information related to production flows. The tool consists of five modules: production system model (value stream map), cost module, financial statement and inventory valuation module, resources analyses module, and operational metrics module. The tool has been equipped with appropriate metrics that enable analyses of production system dynamics. In the last section of the paper example application of the tool in the production environment has been explained.
Abstract. In this paper a conception of using Lean Manufacturing methodology in disassembly and reassembly processes (Remanufacturing) is presented. Nine scenarios of material and information flows in Remanufacturing processes were developed in order to cover most of possible real situations.
This paper reports the experiences gained through the use of computer simulation in the modelling of a human-centred assembly line in an automotive manufacturing company. The main themes of the paper include the problem of achieving sufficient accuracy in the description of human operations, the dzfficulties encountered in data collection, and the modelling of human-centred operations. The importance of an accurate representation of human behaviour for the validity of the developed simulation model in a human-centred system is discussed. Finally, the simulation results and some recommendations for system improvement are presented.
The paper presents the problems with integration of the companies within the supply chain. Usually the separate actions are undertaken by the companies to implement lean tools for production systems and external logistics processes. This situation leads to minor results or moving the costs between production and logistics processes instead of reduction. The purpose of the paper is to present the new version of Value Stream Mapping method, focused on synchronised reorganisation of company production system, external logistics processes between the company and its suppliers as well as suppliers' production processes. This paper shows the techniques currently used to support cooperation between enterprises and will demonstrate their incompleteness and how they can be improved.
This paper addresses the methods, techniques and co-operation rules employed by the company WSM in its relations with its customers, in the frame of a distributed enterprise. These issues are mainly emphasised on an example of co-operation between WSM and Volvo. The MPS-95 system (Material Planning System 95) is presented and compared to previous co-operation rules between a supplier and a customer. The paper describes also systems for evaluation and analysis of the suppliers as well as training systems. The main attention will be focussed on the communication system in the frame of a distributed enterprise with its technical aspects on the example of Volvo’s EDI system.
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