Improvement of operational efficiency in a jobshop using lean manufacturing principles: a case study
by Boppana V. Chowdary; Ricki L. Bhagan; Kuldeep Ojha
International Journal of Collaborative Enterprise (IJCENT), Vol. 5, No. 3/4, 2016

Abstract: Purpose: The purpose of this paper is to document experiences gained due to implementation of lean strategies in one of the Caribbean jobshop manufacturing organisations. Design/methodology/approach: The present mode of the selected Caribbean manufacturing firm's operations has revealed that there is existence of excessive motion, processing time and queue time within the manufacturing layout. To gain insights in the lean area, a comprehensive review of literature has been conducted. For in depth analysis of the company's problems, the 5-whys methodology was followed. The current value stream map (CVSM) has been developed after making several company visits and necessary computations. For improvement of the system, various lean strategies have been proposed and future value stream map (FVSM) was developed. Findings: Due to implementation of lean strategies such as parallel processing, smaller batching, deployment of new technology and computer aided job assessment the company realised benefits in terms of reduction in lead time (∼86%), reduction in processing time (∼67%) and an increased effectiveness of flow (from 4% to 57%). Lean implementation also resulted in improved flow effectiveness and quality reports. Practical implications: With the proposed lean strategies the company can now capable of quicker revenue generation, reduction in costs and an increase in productivity. Originality/value: The study experiences can be applied in similar jobshop situations to reduce costs and improve the effectiveness of their manufacturing operations.

Online publication date: Thu, 16-Feb-2017

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