Methodology of Designing Disassembly and Reassembly Processes Using Lean Thinking Approach

Kanikuła, Tomasz; Koch, Tomasz

doi:10.1007/978-3-642-16358-6_2

Cited by 7 publications

(6 citation statements)

References 1 publication

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“…However, some researchers show challenges in implementing lean manufacturing in remanufacturing processes. In their work, Kanikula and Koch present the following problems [17]:…”

Section: An Employee Suggestion System -A Theoretical Approachmentioning

confidence: 99%

Operation of an employee suggestion system in administration and production departments of a remanufacturing company

Ostrowski

Jagodziński

2020

Jnl Remanufactur

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Purpose The aim of the article is to discuss the issues of the employee suggestion system (ESS) in a remanufacturing enterprise. ESS is a tool used in many modern management philosophies like continuous improvement, Kaizen, lean etc. A number of factors influencing the operation of the employee suggestion system (ESS) were examined in the literature. However, none considers the fact that within various departments, the nature of this tool may vary. Methodology/approach Based on the data from a representative international company, the system performance was assessed. Using statistical tests, it was examined whether the ESS works identically in different departments of the company. The article reviews the literature and attempts to explain the reasons for the results. Findings On the basis of statistical tests, it has been proved that despite the same implementation and occurrence of the same types of waste in various departments, the number of employee suggestions and thus the functioning of the system is different. According to the authors, the reason for this is the fact that the company performs remanufacturing processes. Managing an enterprise using lean remanufacturing has a specific character in relation to classic lean. Recommendations Since the article presents only one example of a company in which this phenomenon appeared and the lack of this issue in the literature, further analysis of this problem is necessary.

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“…However, some researchers show challenges in implementing lean manufacturing in remanufacturing processes. In their work, Kanikula and Koch present the following problems [17]:…”

Section: An Employee Suggestion System -A Theoretical Approachmentioning

confidence: 99%

Operation of an employee suggestion system in administration and production departments of a remanufacturing company

Ostrowski

Jagodziński

2020

Jnl Remanufactur

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“…Pull is accompanied with a triggering mechanism that authorizes a certain production task to be performed (Gonzalez et al, 2012). One of the well-known triggering mechanisms is a Kanban system, and there have been at least nine Kanban replenishment scenarios developed for remanufacturing (Kanikula and Koch, 2011). The variation in Kanban arises from different remanufacturing system characteristics: customer behavior (constant vs. stochastic demand), availability of raw material (infinite or finite availability) and correspondingly shop floor operating conditions (distribution of processing time, breakdowns, reworking and set-up times).…”

Section: Pullmentioning

confidence: 99%

Towards Lean Remanufacturing : Challenges and Improvements in Material and Information Flows

Kurilova-Pališaitienė¹

2015

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Remanufacturing is an environmentally sound material recovery option which is essential to compete for sustainable manufacturing. The aim with remanufacturing at a majority of companies is to prolong physical product performance by delivering the same or betterthan-original product quality. In general, remanufacturing is an industrial process that brings used products back to useful life by requiring less effort than is demanded by the initial production process. Consequently, from a product life-cycle perspective, remanufacturing generates great product value.Remanufacturers lag behind manufacturers since they often face complex and unpredictable material and information flows. Based on a review of remanufacturing research, remanufacturing challenges in material and information flows can be classified into three groups: insufficient product quality, long and unstable process lead times, and an unpredictable level of inventory. While some remanufacturing researchers state that manufacturing and remanufacturing are significantly different, they have more in common than many other processes operations. Therefore, to sustain competitive remanufacturing, companies investigate an opportunity for improvement through the employment of lean production that generates significant benefits for manufacturers.In order to investigate the potential to address remanufacturing challenges by lean production, a Minimum time for material and information flow analysis (MiniMifa) method was developed. This method originates from the value stream mapping (VSM) method, broadly practiced to bring lean to manufacturing companies. The focus of MiniMifa was to collect empirical data on the identified groups of remanufacturing challenges from the remanufacturing perspective, and to provide a basis for the development of improvements originating from lean principles.Lean production was selected for this research due to its system perspective on material and information flows. Among the defined lean principles in remanufacturing, a pull principle was investigated at the case companies. The suggested principle demonstrated a reduction in lead time, followed by improvements in inventory level and product quality. However, in order to become lean, remanufacturers have to overcome three levels of lean remanufacturing challenges: external and internal challenges as well as lean wastes.Finally, this research reduces the gap between academia and industry by contributing with a possible solution to the identified remanufacturing challenges in material and information flows. ACKNOWLEDGMENTS

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“…Kanikula and Koch [34] developed nine Kanban replenishment scenarios including inventory management, pull system, First In First Out (FIFO), and supermarket-controlled buffers in remanufacturing.…”

Section: Lean In Remanufacturingmentioning

confidence: 99%

Challenges and Opportunities of Lean Remanufacturing

Kurilova-Pališaitienė¹,

Sundin²

2014

Int. J. Automation Technol.

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Lean philosophy, which promotes business excellence through continuous improvement, originates from the Japanese car manufacturer, Toyota's Production System (TPS). An area where lean has not been fully explored is remanufacturing, a process that brings used products back to useful life. Remanufacturing is often a more complex process than manufacturing due to the uncertainty of process steps/time and part quality/quantity. This study explored remanufacturing by identifying its challenges and opportunities in becoming lean. The challenges of a lean remanufacturing system do not exceed its advantages. Although some researchers state that it is difficult or even impossible to apply lean principles to remanufacturing, this research utilizes lean as a continuous improvement philosophy that focuses on improving the remanufactured products' quality, process lead times, and inventory levels.

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Methodology of Designing Disassembly and Reassembly Processes Using Lean Thinking Approach

Cited by 7 publications

References 1 publication

Operation of an employee suggestion system in administration and production departments of a remanufacturing company

Operation of an employee suggestion system in administration and production departments of a remanufacturing company

Towards Lean Remanufacturing : Challenges and Improvements in Material and Information Flows

Challenges and Opportunities of Lean Remanufacturing

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