Set‐up reduction in pharmaceutical manufacturing: an action research study

Gilmore, Martha R.; Smith, DJ

doi:10.1108/01443579610110459

Cited by 39 publications

(21 citation statements)

References 8 publications

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“…Lean operations/manufacturing Dov (1992) Food Batch CS Billesbach (1994) Textile Batch CS Ezingeard and Race (1995) Chemical Batch SIM, CS Welgama and Mills (1995) Pharmaceutical Batch CS Iijima, Komatsu, and Katoh (1996) Food Continuous CM, AR, CS Cook and Rogowski (1996) Chemical Continuous CS Gilmore and Smith (1996) Pharmaceutical Batch AR, CS Jones, Hines, and Rich (1997) Brewing Batch AR, CS Mileham et al (1999) Plastic Batch AR, CS Radnor (2000) Chemical also indicated in the literature that in recent times, use of VSM has been increased in process industries to implement lean (Abdulmalek and Rajgopal 2007;Seth, Seth, and Goel 2008;Jimenez et al 2011;Perez et al 2010;Upadhye, Deshmukh, and Garg 2010;Chowdary and George 2012). Literature also implies that quick changeover techniques are often implemented in batch process industries.…”

Section: Type Of Studymentioning

confidence: 99%

“…Literature also implies that quick changeover techniques are often implemented in batch process industries. Set-up times are generally large in process industries in comparison to discrete manufacturing (Gilmore and Smith 1996). In batch type process industries such as food, textile, pharmaceutical and chemical, quick changeover techniques such as single minute exchange of dies (SMED) can be very helpful to reduce set-up times.…”

Section: Type Of Studymentioning

confidence: 99%

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On the adoption of lean manufacturing principles in process industries

Panwar

Nepal

Jain

et al. 2015

Production Planning & Control

108

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Traditionally, the lean paradigm has been applied to discrete manufacturing of items that can be easily put together and taken apart. The process industry, on the other hand, transforms raw materials into cohesive units that are basically blended into a final product with parts that cannot be disassembled and then reassembled. The current lean literature provides numerous commendable examples of theory and practices of lean principles in discrete manufacturing. However, its application in process industry is limited. Furthermore, there is no systematic accounting of the lean literature in this sector, which may have contributed to lesser awareness in the industry. This paper provides a state-of-the-art review of lean manufacturing literature with respect to its applications in process industry. It contributes to the classification of literature in a manner which helps to identify strategies suitable for the adoption of lean concepts in process industry. The paper seeks to synthesise the literature with an emphasis on identifying the scope for lean in process industry and associated benefits. The review also presents an analysis of the lean tools and techniques that have been applied or have potential application in the process industry and the challenges to implement lean. We believe that such a comprehensive review will not only facilitate the adoption of lean in process industry but will also provide agenda for further research by exposing voids in the knowledge base.

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Section: Type Of Studymentioning

confidence: 99%

Section: Type Of Studymentioning

confidence: 99%

On the adoption of lean manufacturing principles in process industries

Panwar

Nepal

Jain

et al. 2015

Production Planning & Control

108

View full text Add to dashboard Cite

show abstract

“…The market demand for variety in pharmaceutical produce requires greater flexibility, smaller orders and a more varied mix of products within the manufacturing process (Gilmore & Smith, 1996). In response to these demands, the adoption of lean manufacturing has become widespread for pharmaceutical manufacturers (Gebauer et al, 2009).…”

Section: Research Contextmentioning

confidence: 99%

Job design under lean manufacturing and the quality of working life: a job demands and resources perspective

Cullinane

Bosak

Flood

et al. 2014

The International Journal of Human Resource Management

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ii Declaration I hereby certify that this material, which I now submit for assessment on the programme of study leading to the award of Doctor of Philosophy is entirely my own work, and that I have exercised reasonable care to ensure that the work is original, and does not to the best of my knowledge breach any law of copyright, and has not been taken from the work of others save and to the extent that such work has been cited and acknowledged within the text of my work. Flood. Patrick has provided great support and guidance during the past four years. He was also very influential in my decision to undertake the PhD during my time as a teaching assistant in DCU, and I will always be grateful for that push in the right direction. Over the past four years Janine has become both a wonderful mentor and a great friend. She has acted as my personal coach during this time and continued to build my confidence in my writing, presenting, and analytical skills, particularly when I was feeling insecure. Janine has also been a great advocate of my career and helped me to broaden my skills during my time as a PhD student in terms of teaching, writing and networking. The activities we were involved in together kept me sane and allowed me to maintain balance and perspective on my research. Both supervisors shared their wide international network of colleagues with me during my research which allowed me to meet and work with a number of very influential and interesting people over the years. It was a pleasure to work with you both.I would also like to thank Professor Eva Demerouti (Eindhoven University of Technology) with whom I collaborated with throughout this research. Eva was extremely accommodating when I approached her as an inexperienced and nervous first year student wanting to draw on her time and expertise in the area of engagement and burnout. I am very grateful for all the time, advice and encouragement she provided at our meetings in Utrecht, Eindhoven and during conferences. I also wish to acknowledge the time and effort spent by Eva in reading my work and assisting me with my statistical analysis, which is greatly appreciated. AbstractStudies to date which examine the quality of working life under lean manufacturing have yielded contradictory findings, whereby positive, negative and contingent effects on employee well-being have been demonstrated. A large contributor to these inconsistencies is the absence of an applicable model of job design which captures the complex socio-technical nature of this context. This research proposes and tests a model of job design under lean manufacturing using the Job Demands-Resources framework in order to capture the distinct motivational and health-impairing potential of this context. Cross-sectional data was collected from 200 employees working in a multi-national pharmaceutical manufacturing organisation with extensive lean usage. The findings supported hypotheses relating to the direct and interactive effects of lean-specific resources and demands in the prediction of ...

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“…Gilmore and Smith 1996;Leshke, 1997;and the Business Advantage Website, 1999) and the same applies to mistake proofing (e.g. Grout, 1997;Dvorak, 1998 andSnell andAtwater, 1996).…”

Section: Introductionmentioning

confidence: 94%

Set‐up time reduction and mistake proofing methods – A study of application in a small company

Patel

Shaw

Dale

2001

Business Process Management Journal

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The paper reports a study into set-up time reduction and mistake proofing methods in a small company involved in the machining of precision components in small batches with high variety for the aerospace industry. The company has made some set-up reductions mainly using work study related methods and in one manufacturing cell by the use of the Single Minute Exchange of Die (SMED) methodology. Mistake proofing devices in the form of fouling pins and offset holes have been developed for the family of components manufactured in this cell. Until recently the set-up times were not measured and worse still were considered as productive hours. As a consequence, there was a lack of awareness and motivation amongst operational personnel to reduce set-up times and knowledge of SMED was limited to a small group of individuals. This, along with the lack of investment in mechanisms to aid set-up time reductions and prevent errors, has restricted the use of this type of methods and technology. However, there is evidence that the demands made by the company's major customer will lead to increased efforts to put into place these types of changes.

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Set‐up reduction in pharmaceutical manufacturing: an action research study

Cited by 39 publications

References 8 publications

On the adoption of lean manufacturing principles in process industries

On the adoption of lean manufacturing principles in process industries

Job design under lean manufacturing and the quality of working life: a job demands and resources perspective

Set‐up time reduction and mistake proofing methods – A study of application in a small company

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