Mapping quality linkages based on tacit knowledge

Ladinig, Thomas B.; Vastag, Gyula

doi:10.1016/j.ijpe.2020.108006

Cited by 5 publications

(1 citation statement)

References 28 publications

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“…16 Structured conceptualization method, concept mapping, was applied for visualization of the conceptual domain of explicit and tacit quality linkages in a complex, causally ambiguous production system of a premium automotive OEM. 17 Resources Value Mapping helped a manufacturing plant that produces cooking appliances and identified the energy/resource flows (electricity and compressed air), departments (sheet department) and lines (mechanical and hydraulic presses). It aided the definition of an action plan leading to relevant reduction of resource consumptions, economic savings and environmental benefit.…”

Section: Literature Reviewmentioning

confidence: 99%

Reduction of lead time in an automobile rubber components manufacturing process through value stream mapping

Pradeep

Balaji

2022

Proceedings of the Institution of Mechanical Engineers, Part E:

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Increasing demand for cost reduction triggers an organisation to focus on optimisation of all the resources and efficiency improvement. Value stream mapping (VSM) finds application in the manufacturing process for achieving this result. VSM is one of the lean manufacturing tools for the identification and reduction of waste in an organisation. This article provides a case study on application of VSM in a automotive rubber parts manufacturing industry where oil seal is produced and supplied to vehicle manufacturers. Purpose of this research is collecting the performance data of the organisation, analyse the gap, apply VSM technique and measure the improved performance. Conceptual framework developed for employees to understand the overall concept and for future researcher to directly apply relevant leans tools for particular problems. As a result of the implementation of VSM, there is a reduction in lead time and waste by increasing the number of cavities from 30 to 36 in curing machine, providing interlock system in curing machine, introducing 3.7 m3 oven, auto trimming machine, magnetic flash separator, auto spring fitting machine, modification of inspection table and packing stacker in the manufacturing process. After implementation there was 81% reduction in lead time, 38% reduction in cycle time, 70% reduction in setup changeover time, 91% reduction in work in process (WIP) inventory and 90% reduction in scrap leading to 69.6% increase in process cycle efficiency by reducing breakdown, setup changeover time and implementing kanban system. Results indicates that implementation of lean tools improves the performance of the organisation.

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Section: Literature Reviewmentioning

confidence: 99%