Lean Manufacturing in the ceramic industry

Kleszcz, Daniel; Zasadzień, Michał; Ulewicz, Robert

doi:10.2478/mape-2019-0046

Cited by 3 publications

(2 citation statements)

References 14 publications

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“…However, it is also noted that lean research has the drawback of not identifying, proving, and addressing the impact on long-term sustainability (Minh and Kien,2021). Lean manufacturing is adopted in the ceramic industry and it is proven that defects, waste, waiting time, processing time, inventory, and space are considerably reduced in the organization (Kleszcz et al 2019;Sangwan et al 2014). A value stream map (VSM) served as the initial point to identify waste in the enterprise.…”

Section: Lean Practices and Sustainability Developmentmentioning

confidence: 99%

Assessment Framework for Lean-Sustainability Practices in Pottery Industry

Jayasankar,

Suresh

2022

Proceedings of the International Conference on Industrial Engineering and Operations Management

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This research paper aims to understand lean-sustainability enablers, criteria, and attributes in the pottery industry and develop an assessment framework for lean sustainability. For this framework, a multi-grade fuzzy approach and importance-performance analysis are used. The case study has been conducted at the case pottery unit located in India. The lean-sustainability index value for the case pottery unit is 8.01, which belongs to the 'very highly lean-sustainable practices' level. The identified weaker attributes for the case-pottery unit are supplier readiness and maintenance. Suggestions are provided to improve the weaker attributes. The developed framework helps pottery unit managers to improve their lean-sustainability practices.

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Section: Lean Practices and Sustainability Developmentmentioning

confidence: 99%

Assessment Framework for Lean-Sustainability Practices in Pottery Industry

Jayasankar,

Suresh

2022

Proceedings of the International Conference on Industrial Engineering and Operations Management

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“…The main barriers that may appear in the implementation of Lean Manufacturing within manufacturing SMEs(Small and Medium-sized Enterprises) are [26,27]: lack of top management support, financial and resource constraints, organizational culture, and lack of employee skill and expertise. To these barriers, Kleszcz [28] adds lack of standardization of the lean implementation process, implementing lean tools without implementing changes in the area of employee relations, lack of understanding, and unintelligible meters.…”

Section: Introductionmentioning

confidence: 99%

Algorithm to Use Some Specific Lean Manufacturing Methods: Application in an Industrial Production Process

2021

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Lean Manufacturing includes an ensemble of methods to analyze and continuously improve the functioning of manufacturing systems. The research presented in the literature highlights the fact that these methods are, on their own, in a process of continuous improvement as tools, being used in different ways, for different production systems. The paper presents an algorithm that facilitates the choice of the performance evaluation method, and the choice of the method of improvement that needs to be implemented for an efficient analysis and for a continuous increase of the manufacturing system performance. In addition to these, for the JobObservation and 5S methods, chartflows are proposed and specific tools are developed (questionnaires, forms etc.) that are meant to facilitate the implementation and to focus (guide) the user in the direction of improvement for the analyzed process. The algorithm, techniques, and tools developed in this research were used in a case study that took place in a production system “plastic injection”. Thus, a series of important improvements were made in the functioning of the production system, consisting of the reduction of production area, decrease of cycle time, decrease of the number of operators, stabilization, standardization, and securing of the work processes. All this has led to the improvement of several key performance indicators (KPIs) of the production system. The analysis of the investment in the reorganization of the production system in relation to the obtained gains shows a payback of approximately 1 month, proving the efficiency of use in such a form of the Lean Manufacturing methods.

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Implementation of Lean Instruments in Ceramics Industries

Ulewicz

Kleszcz²,

Ulewicz

2021

Management Systems in Production Engineering

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The article presents the results of the research on the level of implementation of Lean instruments in the ceramics industry. The research was carried out in ceramic factories in Poland and Germany. Based on the results obtained, the most commonly used Lean instruments in the ceramics industry were defined. The dependence of the use of Lean instruments on the size of the enterprise was also determined. It was established that the Lean activities undertaken in the ceramics industry are focused solely on the implementation of individual methods and tools, without a pre-defined goal. This approach in the ceramics industry is ineffective, but unfortunately it is most often used in the implementation of the Lean philosophy, especially in small ceramics enterprises.

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Lean Manufacturing in the ceramic industry

Cited by 3 publications

References 14 publications

Assessment Framework for Lean-Sustainability Practices in Pottery Industry

Assessment Framework for Lean-Sustainability Practices in Pottery Industry

Algorithm to Use Some Specific Lean Manufacturing Methods: Application in an Industrial Production Process

Implementation of Lean Instruments in Ceramics Industries

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