Integrated methodology for industrial facilities management and design based on FCA and lean manufacturing principles

Abstract

Purpose The purpose of this paper is to provide a comprehensive methodology and a case study about the successful integration of FCA with continuous improvement tools for strategic decision-making processes. Reliable knowledge of the condition of tangible assets and their ability to fulfill their target activities over time are required for an assertive strategical decision process. Facility condition assessment (FCA) is a recognized methodology that allows the systematic evaluation of this performance. For those companies whose primary objective is the production of goods, decisions associated with improvements on the productive system or re-adaptation of existing assets may also require the implementation of alternative methodologies, with a direct impact on the indicators of the company and therefore on the FCA. Design/methodology/approach This study presents a methodology for the integration of FCA and lean manufacturing (LM) as a tool in strategic decision-making process that involves the integration of continuous improvement processes or significant changes in the production process, in which the condition of the installation impacts decisively the productivity of the system. Findings The results of the implementation on an insecticide and herbicide production plant indicate an increase of 33 per cent in the capacity of the formulation process and over 20 per cent reduction in the internal quality claims associated with the packaging system. Practical implications Those methodological stages are applicable to facilities in which the FCA shows the need for significant reconditioning of assets, the need to increase the efficiency and/or the production capacity. This methodology integrates elements of continuous improvement and redesign of production systems. Originality/value The original value of this paper is oriented to the capacity to integrate different FCA and LM tools through the company indicators of productivity key performance indicators and, in addition, of a comprehensive illustration based on a study case.

Cleaner production practices at company level enhance the desire of employees to have a significant positive impact on society through work

“…specifically proven fruitful for automotive industry) in various industries ( Costa et al., 2021 ; Izogo and Ogba, 2015 ; Ramos et al., 2018 ; Yadav et al., 2020 , Yadav and Sagar (2015) . Therefore, lean manufacturing principles are different from other environmentally idiosyncratic modern concepts of green production and CPP ( de Oliveira et al., 2019 ; Guillen et al., 2020 ; Gupta et al., 2018 ; Sutari, 2015 ). In this backdrop, other studies (e.g.…”

“…In this backdrop, other studies (e.g. Chauhan, 2016 ; Dieste et al., 2019 ; Jesemann et al., 2020 ; Ünal and Bilget, 2020 ) have also agreed that the impact of the implementation of lean manufacturing principles for abating environmental pollution is not clear to date ( Alefari et al., 2020 ; Costa et al., 2021 ; Guillen et al., 2020 ; Sadiq et al., 2021 ).…”

BIM-enabled facilities management (FM): a scrutiny of risks resulting from cyber attacks

“…Consequently, the availability of accurate information in BIM enabled facilities management would inherently enhance the assets' value by enabling effective facility management (Guillen et al, 2020). This is achieved through effective management of budget and human resources and timely maintenance of the facility, which improves the life-span of the built asset (Alkasisbeh and Abudayyeh, 2018).…”

“…Therefore, information requirements should be set out by the FM early in the projects, to ensure the delivered information models are compatible (Pocock et al , 2014). Consequently, the availability of accurate information in BIM-enabled FM would inherently enhance the assets’ value by enabling effective facility management (Guillen et al , 2020). This is achieved through effective management of budget and human resources and timely maintenance of the facility, which improves the lifespan of the built asset (Alkasisbeh and Abudayyeh, 2018).…”

Lean Management Framework for Healthcare Facilities Integrating BIM, BEPS and Big Data Analytics

“…However, the study did not consider inefficiency and wastes, which can emerge depending on the lack of analysis of available information within BIM. McArthur and Bortoluzzi [102] investigated the lean and agile approach in FM-BIM implementation. Mostafa et al [101] proposed a lean maintenance structure that is designed based on five lean principles; specifying the value, identifying the value stream, flow the value, pulling the value and pursue perfection.…”