Applying lean thinking to improve the production process of a traditional medium-size British manufacturing company. (1st January 2013)

• Record Type: Journal Article
• Authors: Sigari, Salman; Clark, Robin
• Is Part Of: International journal of information and operations management education. Volume 5:Number 2(2013)
• Page Start: 154
• Page End: 169
• Publication Date: 2013-01-01
• Subjects: lean manufacturing -- value-stream-map -- VSM -- lead time -- cycle-time -- Kaizen -- 5S; Continuing education -- Periodicals; Information organization -- Periodicals; Operations research -- Periodicals; Education -- Research -- Periodicals; 025.00711
• Languages: English
• ISSNs: 1744-2303

Abstract

A well-organised implementation of lean manufacturing strategy will lead to excellent operations system and continuous improvement through the removal of non-value-added activities. This case study uses value-stream-mapping to investigate non-value-added activities, simply show how lean manufacturing implementation can intelligibility result a framework of improvement. The implementation and improvements will be depicted in the area of lead time, cycle time and quality by applying lean concepts like circle-shape on production line, 5S and Kaizen team on the shop floor of a British medium-size company.