Challenges and Opportunities of Lean Remanufacturing

Kurilova-Pališaitienė, Jelena; Sundin, Erik

doi:10.20965/ijat.2014.p0644

Cited by 23 publications

(15 citation statements)

References 22 publications

(35 reference statements)

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“…Flow Information Flow constraints identified during the literature study (Lundmark et al, 2009;Östlin et al, 2009;Lindkvist et al, 2013, Kurilova-Palisaitiene andSundin 2014b;Phelan et al, 2000). As noticed by (Sundin, 2006;Lundmark et al, 2009;Van Nunen and Zuidwijk, 2009;Seitz, 2004), in order to make remanufacturing profitable it is crucial to solve the issues of unpredictable and extremely long processing and waiting times, an unknown number of required operations in process, a high level of inventory and a deficit of information about incoming cores.…”

Section: Methodsmentioning

confidence: 99%

“…The initial quality control is a challenging task that requires both time and knowledge to identify possible quality deviations and vital product defects (Seitz and Peattie, 2004;Kurilova-Palisaitiene and Sundin, 2014b). Both case companies dedicate the necessary resources to deal with the incoming core quality.…”

Section: Methodsmentioning

confidence: 99%

“…A large variation in lead time is often a result of irregular material and information flows that cause some non-value-added activities, such as waiting for a driver, waiting to start an order, waiting for standard spare parts, transportation between processes, and waiting for a special spare part (Kurilova-Palisaitiene and Sundin, 2014b). The large variation identified in the product lead time causes considerable production losses at a German Engine remanufacturer.…”

Section: Minimifa Application At Case Company Bmentioning

confidence: 99%

“…Case Company B confirmed that it had to establish product knowledge itself. Nevertheless, in both case companies a lack of information exchange and weak interest from product life-cycle stakeholders contribute to the challenges in WIP product quality (Steinhilper, 1998;Östlin et al, 2009;Inmar reverse logistics, 2009;Kurilova-Palisaitiene and Sundin, 2014b).…”

Section: Work In Progress (Wip) Product Qualitymentioning

confidence: 99%

“…These levels are placed on a time axis that defines a direction for lean transformation with no start or endpoint. The Lean remanufacturing pyramid delivers a comprehensive approach to lean remanufacturing and emphasizes the importance the improvement of material and information flows along the transformation to lean (Kurilova-Palisaitiene and Sundin, 2014b).…”

Section: Challenges Toward Lean Remanufacturingmentioning

confidence: 99%

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Towards Lean Remanufacturing : Challenges and Improvements in Material and Information Flows

Kurilova-Pališaitienė¹

2015

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Remanufacturing is an environmentally sound material recovery option which is essential to compete for sustainable manufacturing. The aim with remanufacturing at a majority of companies is to prolong physical product performance by delivering the same or betterthan-original product quality. In general, remanufacturing is an industrial process that brings used products back to useful life by requiring less effort than is demanded by the initial production process. Consequently, from a product life-cycle perspective, remanufacturing generates great product value.Remanufacturers lag behind manufacturers since they often face complex and unpredictable material and information flows. Based on a review of remanufacturing research, remanufacturing challenges in material and information flows can be classified into three groups: insufficient product quality, long and unstable process lead times, and an unpredictable level of inventory. While some remanufacturing researchers state that manufacturing and remanufacturing are significantly different, they have more in common than many other processes operations. Therefore, to sustain competitive remanufacturing, companies investigate an opportunity for improvement through the employment of lean production that generates significant benefits for manufacturers.In order to investigate the potential to address remanufacturing challenges by lean production, a Minimum time for material and information flow analysis (MiniMifa) method was developed. This method originates from the value stream mapping (VSM) method, broadly practiced to bring lean to manufacturing companies. The focus of MiniMifa was to collect empirical data on the identified groups of remanufacturing challenges from the remanufacturing perspective, and to provide a basis for the development of improvements originating from lean principles.Lean production was selected for this research due to its system perspective on material and information flows. Among the defined lean principles in remanufacturing, a pull principle was investigated at the case companies. The suggested principle demonstrated a reduction in lead time, followed by improvements in inventory level and product quality. However, in order to become lean, remanufacturers have to overcome three levels of lean remanufacturing challenges: external and internal challenges as well as lean wastes.Finally, this research reduces the gap between academia and industry by contributing with a possible solution to the identified remanufacturing challenges in material and information flows. ACKNOWLEDGMENTS

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Section: Methodsmentioning

confidence: 99%

Section: Methodsmentioning

confidence: 99%

Section: Minimifa Application At Case Company Bmentioning

confidence: 99%

Section: Work In Progress (Wip) Product Qualitymentioning

confidence: 99%

Section: Challenges Toward Lean Remanufacturingmentioning

confidence: 99%

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Towards Lean Remanufacturing : Challenges and Improvements in Material and Information Flows

Kurilova-Pališaitienė¹

2015

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Practical Boundary Case Approach for Kanban Calculation on the Shop Floor Subject to Variation

Roser

Nold²

2019

IFIP Advances in Information and Communication Technology

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Determining the number of kanban in a pull production is essential for a good system performance. While this is simple in a static case, it becomes much more challenging if the system is subject to variations, as all practical systems are. The paper presents a novel boundary case approach to determining the number of kanban subject to a desired delivery performance. The approach is compared with the well-known Toyota formula. An extensive simulation-based approach verification for different coefficients of variations for the replenishment time and the customer takt was used to verify this boundary case approach also in comparison with the Toyota formula. The presented approach handles variation much better and determines a much more suitable number of kanban. This approach can also be adapted to practical everyday use in industry with little additional effort and with only a limited understanding of the underlying randomness of the key variables.

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