Implementation of lean manufacturing with the notion of quality improvement in electronics repair industry

Samuel, Rekha; Rajesh, Mridula; Rajanna, S; Franklin, Emmanuel

doi:10.1016/j.matpr.2021.04.200

Cited by 10 publications

(14 citation statements)

References 5 publications

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“…DMAIC is an acronym that stands for Define, Measure, Analyze, Improve, and Control as a standard methodology of Sig Sigma [5]. DMAIC methodology is a highly preferred method in problem solving for the existing process [6]. Samuel R. et al use DMAIC as the roadmap for problem-solving and continuous improvements.…”

Section: Literature Reviewmentioning

confidence: 99%

Lean Manufacturing Application to Improve Quality and Productivity: A Case Study at a Label Manufacturing Company

2023

IRJMETS

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In any manufacturing industry, the issue of quality is also very concerned. Quality is an important factor to keep a long-term relationship between manufacturers and customers. Lean technology is known as the major approach to create highly efficient and effective process to enhance the quality and also productivity. This paper would present the way to use the lean tools following the DMAIC (Define -Measure -Analyze -Improve -Control) cycle to enhance the quality, productivity at the label manufacturing company. The causes of the defect findings appearing at the removing and sorting station would be investigated and analyzed before using lean tools to eliminate them. Actually, the research would bring benefits to the company in terms of reducing defects, improving quality and enhancing productivity.

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Section: Literature Reviewmentioning

confidence: 99%

Lean Manufacturing Application to Improve Quality and Productivity: A Case Study at a Label Manufacturing Company

2023

IRJMETS

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“…A customer-oriented approach is integral to corporate culture in the next generation of system standards. The customer-centric approach is a component of corporate culture, and in the new generation of system standards, the customer organization's customer-centricity is emphasized (Samuel, Rajesh, Rajanna & Franklin, 2021). There are different types of customers: new and unchanging, random and loyal, potential and followers, and each type of customer contributes differently to total revenue, but they are all equally important (Linde & Philippov, 2021).…”

Section: Marketing Managementmentioning

confidence: 99%

“…The customers are concerned about quality, delivery, and price. Good quality depends on detailed SOPs to provide more consistent products and quality and better service (Samuel, Rajesh, Rajanna & Franklin, 2021). It is necessary to have an ongoing dialogue with customers on the subject of research and to inform them about how the findings will be used.…”

Section: Marketing Managementmentioning

confidence: 99%

“…The correlation with production conditions is known from the analysis of poor quality, and the analysis of the problem can lead to corrective measures (Elkaseer, Mueller, Charles & Scholz, 2018, Samuel, Rajesh, Rajanna & Franklin, 2021. Using experimentally validated simulations, the process parameters are studied first, and the information is useful to significantly reduce the need for failure validation analysis after production (Dong, Liu, Wen, Ge, & Liang, 2019).…”

Section: Introductionmentioning

confidence: 99%

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Key Factors to Increasing Free Cash Flow for Manufacturers Utilizing Lean Production: An AHP-DEMATEL Approach

Kang

Lin²,

Ho³

2022

IMBR

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This paper aims to apply AHP and DEMATEL to analyze the key factors and interrelationships of lean production to increase free cash flow for manufacturers. The AHP hierarchy was determined through literature and interviews with leading management experts. The assessment criteria were categorized into five major criteria and 15 sub-criteria, including production, sales, human resources, R&D, and finance. According to the AHP results, the first eight key factors were identified as the key factors to increasing cash flow for manufacturers who utilized lean production. DEMATEL was used to identify the interactions among the eight key factors and further identify the four more important ones. The four key factors are strategic planning, strategic deployment, leadership, and goal orientation. This paper proposes management implications and improvement suggestions for the four key factors and their interactions.

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“…Por ejemplo, la metodología Poka Yoke ha sido aplicada en la industria del subensamblaje de estampado de chapa metálica para eliminar el desperdicio y las actividades sin valor agregado que ocurren en muchas empresas [23]. Así mismo, en la industria de la reparación electrónica se implementó esta técnica para mejorar su eficiencia y lograr mejoras continuas, por otro lado, se lograron varias mejoras en algunos procesos red uciendo el tiempo de ciclo de algunas de estas que consumían mucho tiempo [24]. También, dentro de una empresa metalmecánica al implementar esta técnica las piezas rechazadas se redujeron en un 3%, mientras que la producción del juego de cerraduras aumento en 9.6% [25].…”

Section: Casos De éXito Implementando Poka Yoke Ante La Presente Prob...unclassified

PDCA and TPM to increase productivity in a SME company in the pharmaceutical sector

Cuadros-Luyo¹,

Rodríguez-Román²,

Leon-Chavarri³

2022

Proceedings of the 20th LACCEI International Multi-Conference for Engineering, Education and Technology: “Education, Research A

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Nowadays, manufacturing companies face various problems in their field, one of the most frequent is low productivity. This work will focus on solving this problem, which is very common in an SME company with masterful formulas, since this sector tries to balance the speed of the market with the need to cure diseases and improve the quality of life of people. On the other hand, problems related to quality standards, reprocesses and failure in the final presentation of the product were detected, which have been playing a crucial role in this company. Therefore, this study proposes the improvement of the production process through a model that implements techniques such as PDCA and TPM, which have been previously applied in the pharmaceutical sector and the expected results have been obtained.Because of the applied tools, productivity increased by 52.94%.

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Implementation of lean manufacturing with the notion of quality improvement in electronics repair industry

Cited by 10 publications

References 5 publications

Lean Manufacturing Application to Improve Quality and Productivity: A Case Study at a Label Manufacturing Company

Lean Manufacturing Application to Improve Quality and Productivity: A Case Study at a Label Manufacturing Company

Key Factors to Increasing Free Cash Flow for Manufacturers Utilizing Lean Production: An AHP-DEMATEL Approach

PDCA and TPM to increase productivity in a SME company in the pharmaceutical sector

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