Using Tools to Improve Logistics and Production Processes in a Selected Construction Company

Abstract

Purpose: This article presents the functioning of a production company in the construction chemicals industry. Design/Methodology/Approach: In the article, the following objectives were indicated, analysing the course of logistics and production processes in the analysed enterprise, developing a map of the production implementation process and the production line retooling process, analysing the possibilities of implementing tools to improve logistics and production processes and developing recommendations for the enterprise. Furthermore, LM also has the task of keeping inventory at a minimum, delivering materials depending on demand based on the Kanban system, high organization and visualization of workplaces using the 5S principles and reducing machine downtime to a minimum. Findings: Based on the literature research, the following thesis was formulated, the use of tools to improve logistics processes significantly improves and increases the efficiency of production processes in the analysed enterprise. In the research part, the authors proposed Lean Production improvement tools (SMED, TPM, Method 5S) to optimize logistics processes and production. Practical Implications: Lean Management is one of the most popular concepts to improve the company production process, based on the principles and tools of the Toyota Production System. It is defined as a management philosophy, according to which the company strives for the optimal use of work resources, and its activities are focused on selfimprovement and the constant elimination of waste. Originality/value: The authors argue that it is important to introduce the proposed improvements to optimize logistics processes and production, and that they are possible to implement in other manufacturing companies.

The 4Rs supply chain resilience framework: A capability perspective

“…Extant literature highlights several proactive tools and frameworks that have been used in production changeover. For example, the single‐minute exchange of die (SMED), total productive maintenance (TPM), and 5S method are among the most well‐recognized approaches (Horzela & Semrau, 2021). On the other hand, reactive strategies are procedures, actions and capabilities that the focal company develops after disruptions occur (Elluru et al, 2019).…”

A Systematic Review of the Implementation of Lean Six Sigma Tools to Improve the Logistics of Retail Businesses

“…The 5S method is a tool to properly manage the workspace and to keep it organized in five steps according to Japanese terminology. These 5 steps are: sort (Seiri), the distinction between unnecessary and necessary things; set in order (Seiton), the organization of items; shine (Seiso), keeping machines or tools and the workplace clean; standardize (Seiketsu), continuous practice and application of the above-mentioned points; sustain (Shitsuke), developing a habit of self-discipline by setting standards with 5S (Gupta and Chandna 2020;Horzela and Semrau 2021).…”