Applying lean thinking to improve the production process of a traditional medium-size British manufacturing company
by Salman Sigari; Robin Clark
International Journal of Information and Operations Management Education (IJIOME), Vol. 5, No. 2, 2013

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.

Online publication date: Fri, 18-Jul-2014

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