Comparing the effect of different strategies of continuous improvement programmes on repair time to reduce lead time

Filho, Moacir Godinho; Utiyama, Marcel Heimar Ribeiro

doi:10.1007/s00170-016-8483-x

Cited by 8 publications

(2 citation statements)

References 27 publications

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“…Also, we considered a flow shop line with two CCRs, one at station 3 and the other at station 6. As we can see in several papers (Caridi et al, 2006;Godinho Filho and Uzsoy, 2013;Godinho Filho and Utiyama, 2016;Kadiapasaoglu et al, 2000) the position of the bottleneck affects the performance. In the line studied, the strongest CCR (workstation 3) is in the middle of the line and has low variability.…”

Section: Discussionmentioning

confidence: 92%

Allocation of Improvement Strategies in a Flow Shop with Two Capacity Constrained Resources

Utiyama¹,

Correia²,

Alliprandiniis³

2020

ijoqm

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The main goal of this paper is to identify the best strategy to allocate improvement programs in a flow shop with two capacity constrained resources. We collected data from a manufacturing company, and we used them to conduct a simulation with the System Dynamics-Factory Physics model. The main variables considered were the mean time between failures and the mean time to repair, and lead time was the output. Strategies used are mainly focused, distributed, and hybrid. Findings show the effect of the allocation of different improvement strategies on lead time reduction. We indicated that for the flow shop analyzed the focused strategies delivered the best results. When it is not possible to perform a large investment in the capacity-constrained resource, companies should use hybrid approaches. An important contribution is a hybrid approach, which is a new way of directing efforts of improvements. Results showed that both strategies, hybrid time to repair improvement and hybrid time between failures improvement, delivered better results compared to the respective distributed strategies.

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Section: Discussionmentioning

confidence: 92%

Allocation of Improvement Strategies in a Flow Shop with Two Capacity Constrained Resources

Utiyama¹,

Correia²,

Alliprandiniis³

2020

ijoqm

Self Cite

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“…The challenge of manufacturing management to introduce innovations in the manufacture of products entails not only the design and implementation of new methods but also organizational changes and the involvement of human resources (Thürer, Godinho Filho, Stevenson, & Fredendall, 2015). A key to innovation is the application of methodologies aimed at improving manufacturing, as well as processes such as lean manufacturing focusses on reduction of lead time and six sigma a well-established approach that looking for eliminate defects, which complement each other as Lean Six Sigma (LSS) (Godinho Filho & Utiyama, 2016). The combination of LSS is beneficial because it compensates for limitations in their components (Shokri, Shirley, & Nabhani, 2016).…”

Section: Introductionmentioning

confidence: 99%

A new Lean Six Sigma framework for improving competitiveness

et al. 2019

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Manufacturing companies strive for ever-increasing competitiveness through productivity and quality. This goal can be achieved through the implementation of lean manufacturing and six sigma methodologies. Lean manufacturing adds value by reducing waste, while six sigma eliminates variability. In this context, this article proposes a new framework within Lean Six Sigma circumstances. The framework was proposed by means of an exhaustive literature review which identified the positive points of other Lean Six Sigma frameworks available on literature. The framework was applied to a case study, and the assessments were based on semi-structured questionnaires and analysis of records and documents. The implementation was carried out in a manufacturing company in Brazil, which belongs to an American-based multinational. In the case study described herein, the manufacturing company established the proposed framework to support the combination of lean manufacturing and six sigma and introduced an enterprise-wide culture of project through the proposed Lean Six Sigma framework, which resulted in significant benefits.

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