Supplier replenishment policy using e-Kanban: A framework for successful implementation

MacKerron, Grant; Kumar, Maneesh; Kumar, Vikas; Esain, Ann Elizabeth

doi:10.1080/09537287.2013.782950

Cited by 16 publications

(8 citation statements)

References 31 publications

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“…The most operative part of the integration is based on the results of this mapping activity that may facilitate in achieving horizontal integration as evidenced from other studies as well (Buer et al 2018;Kamble et al 2019;Frank et al 2019). In the horizontal integration, apart from a technological development of all processes using the cyber technologies, the real ultimate goal of the integration is to reach a complete Autonomous Process Synchronisation (APS) through the use of e-Kanban pull system to achieve uninterrupted flow with a low level of inventory (MacKerron et al 2014). This conclusion leads to proposition 2 that provides avenues for future research.…”

Section: Technologies On Operational Performancementioning

confidence: 99%

Lean Six Sigma and Industry 4.0 integration for Operational Excellence: evidence from Italian manufacturing companies

Chiarini

Kumar

2020

Production Planning & Control

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143

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This research investigates a possible integration between Lean Six Sigma (LSS) tools and principles and Industry 4.0 technologies. The aim is the development of a new pattern for Operational Excellence through the grounded theory methodology. Data collection involved interviewing Italian manufacturing managers in ten case organisations as well as a direct observation of practices linked to Industry 4.0 and LSS integration at one of the selected case organisations. Results of the study aligns with preliminary literature supporting LSS providing platform to achieve effective outcome from Industry 4.0 application. The integration needs reinvented mapping tools and implies a horizontal integration and a vertical, end-to-end integration. The latter requires the company to reengineer the ERP modules, while in the horizontal integration the real ultimate goal is to reach a complete automatic synchronisation of the processes named Autonomous Process Synchronisation. Moreover, all the data gathered from production processes and offices needs the development of new analytics at all levels. This is amongst first few studies that answers how to achieve integration between LSS and Industry 4.0 technologies and thus have several research and managerial contributions in advancing operational excellence research.

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Section: Technologies On Operational Performancementioning

confidence: 99%

Lean Six Sigma and Industry 4.0 integration for Operational Excellence: evidence from Italian manufacturing companies

Chiarini

Kumar

2020

Production Planning & Control

Self Cite

160

143

View full text Add to dashboard Cite

show abstract

“…Control refers to the interaction between employees and the system using historical data and predetermined thresholds [9]. For example, MacKerron et al [23] proposed an RFID-based system to monitor supply processes and automatically alert managers of impending inventory shortfalls. Optimization refers to efforts aimed at improving systems and processes.…”

Section: Related Workmentioning

confidence: 99%

A Low-Cost Add-On Sensor and Algorithm to Help Small- and Medium-Sized Enterprises Monitor Machinery and Schedule Processes

et al. 2019

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Since the concept of Industry 4.0 emerged, an increasing number of major manufacturers have incorporated relevant technologies to monitor machinery and schedule processes so as to increase yield and optimize production. However, most machinery monitoring technologies are far too expensive for small- and medium-sized enterprises. Furthermore, the production processes at small- and medium-sized enterprises are simpler and can thus be optimized without excessively complex scheduling systems. This study therefore proposed the use of cheaper add-on sensors for monitoring machinery and integrated them with an algorithm that can more swiftly produce results that meet multiple objectives. The proposed algorithm is meant to extend the capabilities of small- and medium-sized enterprises in monitoring machinery and scheduling processes, thereby enabling them to contend on an equal footing with larger competitors. Finally, we performed an experiment at an actual spring enterprise to demonstrate the validity of the proposed algorithm.

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“…Kouri et al [19] studied the key success factors for electronic kanban systems and identified key planning process for them. Grant et al [20] suggested a framework of eight-step approach to implement the E-Kanban system successfully. Currently a number of major automotive companies in Thailand, such as Toyota Motor Thailand Co., Ltd., Thai Summit Auto Parts Industry Co.,Ltd., and Rubber Tech International Co,.…”

Section: Literature Reviewmentioning

confidence: 99%

Electronic Kanban System for Rubber Seals Production

Phumchusri¹,

Panyavai²

2015

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Abstract.A key success for automotive suppliers relies on its on-time delivery and efficient manufacturing process. A case-study rubber seal manufacturer is using just in time (JIT) techniques, requiring efficient process flow with low wastes. However, the majority of the current processes still rely on workers' expertise that can lead to process errors. In 2011, 699 events of rubber supplying delays were found and 525 events or 75.11% of these delays are due to inappropriate ordering and management of the Kanban system in the rubber preparation process. The objective of this research is, therefore, to improve the rubber preparation process by developing a logical method to identify appropriate times for each step and designing information management for the Electronic Kanban System (E-Kanban) to be able to deliver effective and accurate signaling. This E-Kanban system must be able to automatically indicate when each step in the rubber preparation should start so that the rubbers are prepared and ready for the next moulding process by the time they are needed. We also design user interface for an effective use of the system in actual operation. After the developed E-Kanban system was implemented in the factory from July to October 2012, we found that the number of rubber supplying delays could be reduced to 86 events and only 11 events or 12.79% of these delays are from the rubber preparation process.

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Supplier replenishment policy using e-Kanban: A framework for successful implementation

Cited by 16 publications

References 31 publications

Lean Six Sigma and Industry 4.0 integration for Operational Excellence: evidence from Italian manufacturing companies

Lean Six Sigma and Industry 4.0 integration for Operational Excellence: evidence from Italian manufacturing companies

A Low-Cost Add-On Sensor and Algorithm to Help Small- and Medium-Sized Enterprises Monitor Machinery and Schedule Processes

Electronic Kanban System for Rubber Seals Production

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