Production System Change Strategy in Lightweight Manufacturing

Kurdve, Martin; Sjögren, Peter; Gåsvaer, Daniel; Widfeldt, Magnus; Wiktorsson, Magnus

doi:10.1016/j.procir.2016.04.137

Cited by 7 publications

(4 citation statements)

References 14 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…The second approach, known as the Japanese expression Kaikaku, is a large-scale improvement that involves the redesign of production-related processes with the aim of achieving dramatic improvements (Hammer & Champy, 2002). Unlike Kaizen, where the initiative comes from the operators themselves, Kaikaku is usually a top-down approach, which involves product, process or even concept change (Kurdve et al, 2016).…”

Section: Traditional Aspects Of Continuous Improvementmentioning

confidence: 99%

Analysis of production resources improvement strategies in make-to-stock environments managed by the simplified drum-buffer-rope system

et al. 2021

View full text Add to dashboard Cite

Theory of Constraints (TOC) states that every system has a single constraint that limits its performance, on which improvement efforts should be concentrated. This paper compared, through computer simulation, several methods of identifying the capacity-constrained resource in the perspective of a process of continuous improvement. Six make-to-stock (MTS) production line configurations managed by the Simplified Drum-Buffer-Rope (S-DBR) system were simulated, in which six improvement methods were applied, three of them based on the TOC literature, and their performance measured and compared in terms of cycle time and order fill rate. The results showed that, in balanced systems, improvements spread over all resources allowed better results, because, in this case, it is necessary to improve everything to benefit the overall performance. In unbalanced environments, on the other hand, the three methods recommended by TOC, which recommend efforts concentrated on the weakest point of the system, achieved superior performance, with emphasis on the strategy based on the level of utilization. In addition to advancing the frontiers of knowledge in continuous improvement and TOC, the research results show that managers should focus their attention on the resource with the highest degree of utilization to get better and faster performance gains.

show abstract

Section: Traditional Aspects Of Continuous Improvementmentioning

confidence: 99%

Analysis of production resources improvement strategies in make-to-stock environments managed by the simplified drum-buffer-rope system

et al. 2021

View full text Add to dashboard Cite

show abstract

“…2b) in a student project [19]. The existing PP Injection Moulder (IM) was the bottleneck of the process with low availability (80%) and long setup time (40 minutes) leading to large batch sizes and thus long lead time for the parts [22]. The first option investigated by the case company was to install a new IM with inserts of preformed mats and fully automated offloading into the laminator.…”

Section: Results Of Case a Fibre Reinforced Polypropylene In Assembled Partsmentioning

confidence: 99%

“…When introducing new materials in an existing line the challenge is to include the new material and process in the flow together with old models made of steel. The industrial case studies of production economy and productivity give further implications of production technology demands on the material selection [22]. All these implications will affect the development and introduction of new materials.…”

Section: Cross Case Discussionmentioning

confidence: 99%

Production system and material efficiency challenges for large scale introduction of complex materials

Henriksson¹,

Kurdve²,

Wiktorsson³

et al. 2021

Advanced Materials Proceedings

View full text Add to dashboard Cite

show abstract

“…Engineering changes do not discriminate among industries either; as shown by Eckert et al (2009), engineering changes have to be tackled in product categories from printers to fire engines, and crude-oil processing to fighter jets. Despite Deubzer et al (2006) findings that 22 per cent of changes in the automotive industry could be avoided with better management processes, both radical and incremental engineering changes still occur all too often in projects (Kurdve et al, 2016). For example, Riley et al (2005) concluded that the overhead costs of dealing with changes (not related to the cost of the changes themselves) in the construction industry amounted to 15 per cent of a project's budget, (i.e.…”

Section: Introductionmentioning

confidence: 99%

Managing emergent changes: ad hoc teams’ praxis and practices

Sjögren

Fagerström

Kurdve

et al. 2018

IJMPB

Self Cite

View full text Add to dashboard Cite

Purpose The purpose of this paper is to explore how emergent changes are handled in research and development (R&D) projects. R&D projects’ business potential lies in their exploration of the unknown; conversely, this makes them uncertain endeavours, prone to emergent changes. Design/methodology/approach Uses a single-case-study design, based on a projects-as-practice perspective and a soft systems methodology (SSM) analysis, to map how ad hoc R&D teams handle emergent changes, specifically the solution identification and assessment phase and the implementation plan. An R&D project in the power industry, involving over 250 engineers, was analysed. Findings This paper shows how emergent changes are handled differently from initiated changes during the decision-making phase. The system analysis shows that the most critical factors for managing these changes are: collective reflection between project parties; and including experienced engineers in implementation-plan reviews. Practical implications The results are of relevance both to R&D managers aiming to improve team performance and to general project management. Informal notions of emergent changes can be formalised in the change request process. Weaknesses in the project team’s organisation are highlighted, and details of how of how to mitigate these are provided. Originality/value Combines engineering-design and project-management research on emergent changes, adding to the former regarding people–organisational and strategic issues. Furthers understanding of the projects-as-practice approach and emergent change (deviations) handling by ad hoc teams in a project environment. SSM has not previously been used to explore aspects of projects-as-practice, and this is a novel way of adding to the body of knowledge on project praxis and practise.

show abstract

Production System Change Strategy in Lightweight Manufacturing

Cited by 7 publications

References 14 publications

Analysis of production resources improvement strategies in make-to-stock environments managed by the simplified drum-buffer-rope system

Analysis of production resources improvement strategies in make-to-stock environments managed by the simplified drum-buffer-rope system

Production system and material efficiency challenges for large scale introduction of complex materials

Managing emergent changes: ad hoc teams’ praxis and practices

Contact Info

Product

Resources

About