Shell scrap reduction of foam production and lamination process in automotive industry

Orbak, Âli Yurdun

doi:10.1080/14783363.2011.637813

Cited by 7 publications

(7 citation statements)

References 9 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Orbak (2012). “Shell scrap reduction of foam production and lamination process in automotive industry,” Total Quality Management .…”

Section: The Systematic Literature Review (Slr) and Its Findingsmentioning

confidence: 99%

“…Savings were claimed due to lowered usage of a variety of resources. Examples include less employee time (e.g., fewer materials handlers and elimination of weekend cycle counting (Mistry, 2005a, 2005b), less overtime (Billesbach, 1994), shorter process time via better tooling (Deb et al, 2010), fewer production workers (Billesbach, 1994; Conti, 1996), and fewer hours lost to safety incidents and associated lower insurance premiums (Karuppan et al, 1996)); lowered inventory levels and associated holding costs (e.g., Billesbach, 1994; Kaplinsky, 1994); less need for facility space (e.g., due to less inventory on factory floor or in stock rooms [Kaplinsky, 1994; Mistry, 2005a, 2005b]), reduced use of material and labor (e.g., by reducing scrap and rework (Carmignani, 2017; Hung et al, 2011; Murugaiah et al, 2010; Orbak, 2012; Thomas et al, 2009), use of less or cheaper materials (Deb et al, 2010; Krovvidi et al, 2019; Randhawa & Ahuja, 2018) or by more exact filling of packages (Baia, 2015), less use of water (Kaushik & Khanduja, 2009; Pinto Jr. & Mendes, 2017), less energy consumption (Pinto Jr. & Mendes, 2017; Thomas et al, 2009), and lower production costs by rebalancing workers on machines (Kovács, 2020; Sarkar et al, 2015).…”

Section: The Systematic Literature Review (Slr) and Its Findingsmentioning

confidence: 99%

“…Other examples range from articles simply stating that the firm saved a specific sum of money, but presenting no other details (e.g., Conti, 1996; Czabke et al, 2008; Hung et al, 2011; Karuppan et al, 1996; McKenzie & Jayanthi, 2007; Orbak, 2012; Prashar, 2018; Šenk et al, 2010; Su & Yang, 2015; Thomas et al, 2008; Wang & Chen, 2012), to articles providing examples of resource categories for which savings were claimed, while still leaving the reader guessing how exactly those determination were done (the remainder of the articles fall in this category).…”

Section: The Systematic Literature Review (Slr) and Its Findingsmentioning

confidence: 99%

See 2 more Smart Citations

The retrospective determination of process improvement's economic value at the individual manufacturing firm level: Literature review and proposed measurement framework

Wemmerlöv

2020

J of Ops Management

View full text Add to dashboard Cite

Even a cursory reading of the literature on process improvement shows that there are many accounts proposing that operational as well as financial gains can be made using methodologies like JIT, TQM, Six Sigma, and Lean. While some studies have investigated the statistical links between process improvement practices and corporate financial outcomes in large populations of firms, documentations of how individual firms can determine economic value derived from their own process improvement projects are scarce. We reviewed the literature, first ad hoc then systematically, to investigate the extent to which studies have covered the determination of process improvements' economic value in manufacturing companies postimplementation, and how such assessments are conducted. The results suggest that retrospective value determinations at the plant level are exceedingly rare. In fact, only 0.09% of 35,968 scholarly articles produced on process improvement in the period 1980–2020 have that focus. Since expenditures on process improvement have alternative uses, organizations should have at their disposal benefit determination frameworks so that financially efficient decisions can be made. Building on literature reviews and additional sources, this study proposes a set of principles and a model for cost–benefit determination that make up such a framework in the context of process improvement.

show abstract

“…Orbak (2012). “Shell scrap reduction of foam production and lamination process in automotive industry,” Total Quality Management .…”

Section: The Systematic Literature Review (Slr) and Its Findingsmentioning

confidence: 99%

Section: The Systematic Literature Review (Slr) and Its Findingsmentioning

confidence: 99%

Section: The Systematic Literature Review (Slr) and Its Findingsmentioning

confidence: 99%

See 1 more Smart Citation

The retrospective determination of process improvement's economic value at the individual manufacturing firm level: Literature review and proposed measurement framework

Wemmerlöv

2020

J of Ops Management

View full text Add to dashboard Cite

show abstract

“…It was evident from recent research studies that despite clear potential significant impact, LSS deployment in the automotive sector to reduce scarp rate suffers with neglect in both practice and research [53]. By utilising the LSS five-phased systematic methodology of DMAIC (Define, Measure, Analysis, Improve, Control) manufacturing SMEs can tackle any process variation and defect including scrap level [31,49,[53][54][55][56]. This standard improvement model is extremely helpful for any organisation because of providing a systematic road map [5].…”

Section: Lss In Manufacturing Smesmentioning

confidence: 99%

Reducing the Scrap Rate in Manufacturing SMEs Through Lean Six Sigma Methodology: An Action Research

Shokri

2019

IEEE Eng. Manag. Rev.

View full text Add to dashboard Cite

The aim of this project was to investigate operational benefits of the Lean Six Sigma (LSS) methodology to reduce the scrap rate in the production line of a first tier supplier of automotive sector. This is an action research case study using LSS methodology in fully automated subprocess of the manufacturers. The implementation of LSS methodology had an effective and significant impact on the scrap rate reduction with increased First Run Yield (FRY) with significant financial impact at this scale. The research investigation needs to be fully controlled by the team in order to correctly gauge the effect of any changes made to the process. This action research can be replicated in other sub-processes of the production line and other processes of the company. This project addresses novelty about effectiveness of LSS methodology to reduce scrap rate and add value to automated processes in first-tier manufacturing SMEs supplying automotive sector. The project had greater saving than expected by the managers at £98k per annum. The approach of this research project combines proven statistical tools with some basic but effective lean tools to be applied in an original sequence in order to design robust product and match manufacturing capabilities.

show abstract

“…Many electronic manufacturers in Asia have joined this market. To survive in such a viable environment, companies should employ better practices to improve the quality of the product (Orbak, 2012). Quality is critical if manufacturers are to achieve world-class manufacturing.…”

Section: Introductionmentioning

confidence: 99%

The application of the theory of constraints and activity-based costing to business excellence: the case of automotive electronics manufacture firms

Huang

Chen

Chiu

et al. 2013

Total Quality Management & Business Excellence

View full text Add to dashboard Cite

The manufacture of high-quality cars at comparatively low-cost has gradually become the mainstream. Our study designs a set of integrated time-driven-activity-based costing (TDABC) of performance-oriented systems using the bottleneck-breaking concept of theory of constraints (TOC). We use it to provide timely and relevant information on operation resources and cost management, which is an urgent issue. Through applications of TOC to TDABC, we further integrate cost concepts into the information system of the enterprise to achieve the following objects: First, the company can concentrate its limited resources on the main problem of bottleneck operations to effectively solve the inconsistency between individual departments and overall objects of the company. Second, in business process management, the company leads all operation processes to follow three major performance indicators. Third, the production-planning units are assisted in applying the specifications and definition of product to the manufacturing cost analysis of new product development. Fourth, in the delivery time, the production and management units are assisted in giving priority to the bottleneck operations when facing rush orders. Finally, in process improvement, improving bottleneck operations fast is the key for overall profits of the corporation.

show abstract

Shell scrap reduction of foam production and lamination process in automotive industry

Cited by 7 publications

References 9 publications

The retrospective determination of process improvement's economic value at the individual manufacturing firm level: Literature review and proposed measurement framework

The retrospective determination of process improvement's economic value at the individual manufacturing firm level: Literature review and proposed measurement framework

Reducing the Scrap Rate in Manufacturing SMEs Through Lean Six Sigma Methodology: An Action Research

The application of the theory of constraints and activity-based costing to business excellence: the case of automotive electronics manufacture firms

Contact Info

Product

Resources

About