A sustainable continuous improvement methodology at an aerospace company

Bhuiyan, Nadia; Baghel, Amit; Wilson, Jim

doi:10.1108/17410400610710206

Cited by 90 publications

(94 citation statements)

References 6 publications

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“…Some examples of theoretical studies are Bhuiyan et al (2006), Suárez-Barraza (2008), Suárez-Barraza et al (2011), Singh and Singh (2009, 2012 or Dahlgaard-Park et al (2013). However, among the analysed studies we have not found papers that, combining qualitative and quantitative analysis, review the evolution of the continuous improvement field.…”

Section: Introductionmentioning

confidence: 82%

“…(Chang, 2005) The continuous improvement cycle consists of establishing customer requirements, meeting the requirements, measuring success, and continuing to check customers' requirements to find areas in which improvements can be made. (Bhuiyan, Baghel, & Wilson, 2006) Culture of sustained improvement aimed at eliminating waste in all organizational systems and processes, and involving all organizational participants. (Manos, 2007) Subtle and gradual improvements that are made over time.…”

Section: Limitationsmentioning

confidence: 99%

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Three decades of continuous improvement

Sánchez

Blanco

2014

Total Quality Management & Business Excellence

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Section: Introductionmentioning

confidence: 82%

Section: Limitationsmentioning

confidence: 99%

Three decades of continuous improvement

Sánchez

Blanco

2014

Total Quality Management & Business Excellence

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“…O Lean Manufacturing é caracterizado pela ênfase na manutenção de um fluxo contínuo ao longo dos processos produtivos, de modo a prover flexibilidade à produção em se adaptar às flutuações na demanda (BHUIYAN;BAGHEL, 2005 Refugo; Após identificar os desperdícios e eliminá-los, a nova organização começa a produzir itens com mais qualidade e um custo baixo, além de ser mais flexível no mix de produto e reduzir seus tempos de produção (ANDERSSON, R.; ERIKSSON, H.; TORSTENSSON, 2006;.…”

Section: Revisão Bibliográficaunclassified

“…Há uma variedade de empresas que têm experimentado as vantagens da aplicação dessa metodologia nas suas áreas de fabricação. A Boeing, por exemplo, por meio da aplicação dos conceitos da Produção Enxuta, eliminou grande parte de suas atividades que não agregavam valor aos seus produtos e os tornou mais competitivos, via redução de custo (BHUIYAN;BAGHEL, 2005;CHEN;COX, 2012).…”

Section: Introductionunclassified

Lean Office: Uma aplicação no Departamento de Marketing de uma instituição financeira

Ishizaka¹,

Dinis²,

Watanabe³

et al. 2017

P&P

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Lean Office: Uma aplicação no Departamento de Marketing de uma instituição financeira RESUMOO presente artigo trata de uma breve apresentação teórica da metodologia Lean Office (seus conceitos e ferramentas) e de um estudo de caso feito a partir de observações diretas em uma operação do departamento de Marketing de uma grande instituição financeira sediada no Brasil. O estudo de caso teve como objetivos principais realizar: um mapeamento das atividades presentes na operação, a identificação de processos que não agregavam valor ao produto final e uma proposta de melhorias a partir da aplicação da metodologia Lean Office visando a redução do lead-time do processo. Para isso, foram apresentados mapas de fluxo de valor do estado atual e futuro para uma das famílias de produtos, ressaltando as adaptações necessárias para alcançar o resultado desejado. O fato de o processo lidar com arquivos digitais e produzir um produto totalmente personalizável exigiu adaptações das ferramentas e conceitos básicos do Lean Office. Ideias e solução propostas pelos autores foram discutidas até se chegar a um consenso quanto ao modelo mais adequado a ser adotado. Optou-se pela criação de um banco de dados, similar a um supermercado da metodologia tradicional, e da definição de um Gestor de Processo (Gestor do Fluxo de Valor). Por fim, a aplicação dos conceitos 42 possibilitou uma redução de 32% do lead-time total da operação, passando de 31 dias para 21 dias, resultado significativo e capaz gerar grandes impactos na área. Palavras-chave: Lean Office, mapa de fluxo de valor, instituição financeira ABSTRACTThis paper presents a brief theoretical presentation of the Lean Office methodology (its concepts and tools) and a case study based on direct observations of a process in the marketing department of a major financial institution headquartered in Brazil. The case study had, as main objectives, to accomplish: a mapping of activities present in the process, the identification of the processes that do not add value to the final product and a proposal for improvements through the application of the Lean Office methodology aimed at reducing the lead-time of the process. In order to achieve that, current state and future state value stream maps for one of the product families were elaborated, highlighting the adjustments needed to achieve the desired results. The fact that the process deals with digital files and produce a fully customizable product required adjustments to the basic tools and concepts of Lean Office. Ideas and solutions proposed by the authors were discussed to reach a consensus on the most appropriate model to be adopted. The creation of a data base, similar to a supermarket in the traditional methodology, and the definition of a Value Stream Manager were the main improvements proposed. Finally, the application of the concept enabled a reduction of 32% of the total lead-time of the operation, i.e. from 31 days to 21 days, which is a significant result and can generate great impact in the area.

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“…(Liker, 2006). (Bhuiyan et al, 2006) stated that lean production was one of the oldest improvement methodologies, providing high value to the customer by using of best practices such as Kanban, mistake proofing and 5S. Many authors have demonstrated on how and when used appropriately, lean philosophy can help to eliminate the waste in process industry, maintain better inventory control, increase and improve product quality and reduced operational costs and materials.…”

Section: In the Bookmentioning

confidence: 99%

The Hybrid Lean System to Improve Manufacturing Environment

et al. 2017

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Abstract. Lean manufacturing is a systematic approch could increase manufacturing competitiveness by identifying and elminating waste through lean tools. However, these tools are often categorized into different groups, continues to be difficult for companies to select the most appropriate lean tool to be adopted, especially in respect of the SMEs whose knowledge of lean tools and associated principles are limited. This study is to propose solution on how to implement appropriate lean tools in food manufacturing industry located at Rengit, Johor. Qualitative method is used as a methodology to see the changes after the implementation of lean tools. Interview session also a part of method to collect data from respondents. The finding from this paper shows that implementation of an appropriate lean tool will help to eliminate waste in industry sector, maintain and control the inventory, improve quality of the product and improve overall operational process.

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A sustainable continuous improvement methodology at an aerospace company

Cited by 90 publications

References 6 publications

Three decades of continuous improvement

Three decades of continuous improvement

Lean Office: Uma aplicação no Departamento de Marketing de uma instituição financeira

The Hybrid Lean System to Improve Manufacturing Environment

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