Understanding Time Loss in Manufacturing Operations

Article Preview

Abstract:

Nowadays, manufacturing high product variety is essential for manufacturing companies in order to be sustainable in a volatile market. However, maintaining a shorter lead time in manufacturing operations is also crucial as the speed delivery becomes one of the manufacturing competitive priorities. Motivated by this issue, this study aims to develop a model of Time Loss (TL) for sub-assembly processes in automotive industry. In relation to this, critical elements of TL will be clearly justified through a thorough analysis of literature study in the aspects of Man, Machine, Method, and Material (4M). In this study, the critical elements of TL is defined as an unnecessary activity that needs to be eliminated or minimized. The relationships between the critical elements of TL are clarified through the flow of activities involved in the concept of manufacturing input-output. Finally, the critical elements of TL are compared to the existing non-financial manufacturing performance measures presented in isolated models (e.g. leanness, agility, responsiveness, etc.). Results of the analysis show that the critical elements of TL can be represented as a holistic performance measure of manufacturing operations that includes leanness, agility, fitness, responsiveness, flexibility, and sustainability.

You might also be interested in these eBooks

Info:

Periodical:

Pages:

619-623

Citation:

Online since:

May 2015

Export:

Price:

* - Corresponding Author

[1] D.J. Johnson, A framework for reducing manufacturing throughput time, J. Manuf. Syst. 22 (2003) 283-298.

Google Scholar

[2] R. Radharamanan, L.P. Godoy, K.I. Watanabe, Quality and productivity improvement in a custom-made furniture industry using Kaizen, Comput. Ind. Eng. 31 (1996) 471-474.

DOI: 10.1016/0360-8352(96)00177-5

Google Scholar

[3] M.I. Shahidul, S.T.S. Shazali, Dynamics of manufacturing productivity: lesson learnt from labor intensive industries, J. Manuf. Technol. Manage. 22 (2011) 664-678.

DOI: 10.1108/17410381111134491

Google Scholar

[5] A.Y. Nahm, M.A. Vonderembse, S.S. Rao, T.S. Ragu-Nathanb, Time-based manufacturing improves business performance - results from a survey, Int. J. Prod. Econ. 101 (2006) 213-229.

DOI: 10.1016/j.ijpe.2005.01.004

Google Scholar

[6] J. Miemczyk, M. Howard, Supply strategies for build-to-order: managing global auto operations, Supply Chain Management: An International Journal. 13 (2008) 3-8.

DOI: 10.1108/13598540810850265

Google Scholar

[7] S. Hertz, J.K. Johansson, F. de Jager, Customer-oriented cost cutting: process management at Volvo, Supply Chain Management: An International Journal. 6 (2001) 128-142.

DOI: 10.1108/13598540110399174

Google Scholar

[8] M. Holweg, S.M. Disney, P. Hines, M.M. Naim, Towards responsive vehicle supply: a simulation-based investigation into automotive scheduling systems, J. Oper. Manage. 23 (2005) 507-530.

DOI: 10.1016/j.jom.2004.10.009

Google Scholar

[9] A. Gunasekaran, E.W.T. Ngai, Build-to-order supply chain management: a literature review and framework for development, J. Oper. Manage. 23 (2005) 423-451.

DOI: 10.1016/j.jom.2004.10.005

Google Scholar

[10] J.P. Womack, and D.T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation, Simon & Schuster, New York, (1996).

DOI: 10.1038/sj.jors.2600967

Google Scholar

[11] Y. Monden, Toyota Production Systems Practical Approach to Production Management, Industrial Engineering and Management Press, Atlanta, (1993).

Google Scholar

[12] C. Marchwinski, J. Shook, Lean Lexicon: A Graphical Glossary for Lean Thinkers, Lean Enterprise Institute, Brookline, (2003).

Google Scholar

[13] S. Kumar, P. Phrommathed, Improving a manufacturing process by mapping and simulation of critical operations, J. Manuf. Technol. Manage. 17 (2006) 104-132.

DOI: 10.1108/17410380610639533

Google Scholar

[14] T. Grünberg, Performance improvement: Towards a method for finding and prioritising potential performance improvement areas in manufacturing operations, Int. J. Productivity Perform. Manage. 53 (2004) 52-71.

DOI: 10.1108/17410400410509969

Google Scholar

[15] V. Jayaram, S.K. Vickery, C. Droge, An empirical study of time-based competition in the North American automotive supplier industry, International J. Oper. Prod. Manage. 19 (1999) 1010-1034.

DOI: 10.1108/01443579910287055

Google Scholar

[16] B. Singh, S.K. Garg, S.K. Sharma, C. Grewal, Lean implementation and its benefits to production industry, International Journal of Lean Six Sigma. 1 (2010) 157-168.

DOI: 10.1108/20401461011049520

Google Scholar

[17] E. Nazarian, J. Ko, H. Wang, Design of multi-product manufacturing lines with the consideration of product change dependent inter-task times, reduced changeover and machine flexibility, J. Manuf. Syst. 29 (2010) 35-46.

DOI: 10.1016/j.jmsy.2010.08.001

Google Scholar

[18] F.T.S. Chan, H.J. Qi, An innovative performance measurement method for supply chain management, Supply Chain Management: An International Journal. 8 (2003) 209-233.

DOI: 10.1108/13598540310484618

Google Scholar

[19] J. Liker, The Toyota Way: 14 Management Principles from the World's Greatest Manufacturer, CWL Publishing Enterprises, New York, (2004).

Google Scholar