Implementation of a standard work routine using Lean Manufacturing tools: A case Study

Santos, Diego Michael Cornelius dos; Santos, Bruna Karine dos; Santos, César Gabriel dos

doi:10.1590/0104-530x4823-20

Cited by 10 publications

(3 citation statements)

References 6 publications

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“…The Lean Methodology was born in the automobile industry through the Toyota Production System and its philosophy is to reduce costs and waste. The tools used converge to identify flows, map activities and their value in time, search for losses, and produce activities with greater value, less consumption, and less waste, using the same human resources and settings 18 . This strategy is widely applied in various organizations and its goals involve process improvements, as seen in studies in the textile and furniture industries [19][20] .…”

Section: Discussionmentioning

confidence: 99%

Lean Methodology Implementation in the Emergency Department of a University Hospital: Management and Sustainable Development

Rocha,

Rempel,

Santana

et al. 2023

Texto contexto - enferm.

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Objective: to describe the implementation of the Lean Methodology in an emergency department and its contribution to sustainable and quality management. Method: this is a methodological study carried out between October 2018 and January 2022 in the adult emergency department of a public university hospital in southern Brazil, analyzing the results before and after the implementation of the Lean Methodology. The study followed the model and standards adopted by the Standards for Quality Improvement Reporting Excellence 2.0 (SQUIRE) for the description of improvement cycle standards. Results: with the implementation of this methodology, actions were developed, such as innovations in work routines, both care and management, changes in patient reception with risk classification, construction of units for patient care and allocation, daily interdisciplinary meetings (huddle), full contingency plan, hospital discharge routines, external transfers, changes in the communication process with users and professionals, among other actions. Conclusion: the use of the Lean Methodology has resulted in a reduction in occupancy, which has helped to optimize health resources and ensure quality care and management practices. This reduction is believed to be proof of sustainable management in health services and contributes to reducing socio-economic inequalities.

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Section: Discussionmentioning

confidence: 99%

Lean Methodology Implementation in the Emergency Department of a University Hospital: Management and Sustainable Development

Rocha,

Rempel,

Santana

et al. 2023

Texto contexto - enferm.

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“…This tool aims to enhance processes and eliminate or reduce operations that do not add value to the final product. For it to occur, the value stream mapping illustrating the current situation must be carried out, and afterwards, a future value stream mapping can be made [17]. PDCA (Plan, Do, Check and Act) is closely linked to planning, implementation, control, and improvement, thereby streamlining the relationship between the operator and the process based on efficient controls.…”

Section: Literature Reviewmentioning

confidence: 99%

Work Standardization in Lean Manufacturing for Improvement of Production Line Performance in SME

Md. Shahidul Islam,

Shamsuddin Ahmed

2024

MJCSM

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Lean manufacturing is a management philosophy and production system that provides all humanly conceived soft technology to remove waste in any production line. One of the requirements of lean is work standardization. Work standards impose a 'rule of law' in a production line by restricting operators to how long they should work on a single unit. The standards consist of the standard workflow, standard work time, and standard quantity that must be adhered to to meet the customers' demands. The main objectives of this study were to improve the performance of a production line, say SW660 x 600, in terms of weekly output, lead time, and work-in-process (WIP). By applying certain lean elements to the production line, this work indeed improved the performance of the production line. In this work, 5S, PDCA cycle, SPC, and VSM tools were used together to solve the production line problems systematically. It was noticed that the low weekly output and long cycle time at each workstation resulted in delays in the delivery of products to customers. The study managed to increase the weekly output from 61.75 per week to 128.75, an improvement of more than 108.50 percent. Next, in terms of lead time, with the help of a simulation exercise, this work also managed to reduce the lead time from 5 to 1 hour, a reduction of 80 percent. Lastly, the WIP also recorded a reduction from an average of 17 to 9 units weekly, which was an improvement of 47 percent on the weekly WIP. Therefore, this work showed that with the introduction of work standards on the production line, the organization could meet the customers' demands and deliver on time as promised. The study can also be used in other production lines of this and other organizations to help improve their production line performance in the long run.

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“…Observa-se que, mesmo havendo diferenças de nomenclatura e de processos, os modelos apresentam equivalências entre princípios, ou seja, foco no processo, busca da perfeição e adoção do pensamento científico. O tema da melhoria contínua está presente em diversos trabalhos brasileiros (SANTOS; SANTOS; SANTOS, 2021;SIQUEIRA et al, 2019) e em diferentes países, abordando sua aplicação nas variadas áreas do conhecimento (HARTANTI et al, 2022;HOLMENO;KORSEN, 2023;SILVESTRI;GALLO;SILVESTRI, 2022). No Brasil, os novos Instrumentos de Avaliação de Cursos de Graduação (INEP, 2017) também inserem a melhoria contínua nos critérios de análise do Ambiente de Aprendizagem Virtual (AVA), da atuação do coordenador e do regime de trabalho, servindo de parâmetro para IES públicas, comunitárias e privadas.…”

Section: Fatores Que Influenciam a Melhoria Contínuaunclassified

Determinantes da melhoria contínua nas instituições de ensino superior: uma análise multidimensional

Lucas,

Matheis,

Vieira

et al. 2024

R. Gestão Univ. Amer. Lat. GUAL

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O processo de melhoria contínua em Instituições de Ensino Superior (IES) visa alavancar a aprendizagem dos alunos com profissionais capacitados e motivados a cumprir o seu papel transformador (ABBAS; KUMARI; AL-RAHMI, 2021). Desse modo, o objetivo desse artigo foi identificar, entre as IES do estado do Rio Grande do Sul, como os determinantes pessoais influenciam para a melhoria contínua em uma IES. Este estudo avança por analisar de que forma a liderança da gestão, o treinamento e o envolvimento dos servidores agem sobre a melhoria contínua, trazendo importantes contribuições ao identificar os aspectos que podem ser melhorados pelos gestores. Como técnicas de análise foram usadas estatísticas descritivas, análise fatorial exploratória e regressão linear. Os resultados demonstraram que homens e mulheres se envolvem com o trabalho de forma diferente. Também foi possível verificar que a liderança da gestão, treinamento dos servidores e envolvimento dos servidores oscilam de acordo com o tipo de IES. Assim, há evidências de que existe prática de melhoria contínua nas instituições pesquisadas, porém há pontos a melhorar quanto ao treinamento para substituir colegas em outras atividades.

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Implementation of a standard work routine using Lean Manufacturing tools: A case Study

Cited by 10 publications

References 6 publications

Lean Methodology Implementation in the Emergency Department of a University Hospital: Management and Sustainable Development

Lean Methodology Implementation in the Emergency Department of a University Hospital: Management and Sustainable Development

Work Standardization in Lean Manufacturing for Improvement of Production Line Performance in SME

Determinantes da melhoria contínua nas instituições de ensino superior: uma análise multidimensional

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