Environmentally Lean Production: The Development and Incorporation of an Environmental Impact Index into Value Stream Mapping

There is a need to include environmental waste alongside other lean wastes. Current concepts of environmental waste focus on the total production of waste from a plant. However waste is generated by individual processes within the production. Therefore focused management of waste requires engineers to know what and where waste is being generated. This is often simply not known with any accuracy. This work offer a solution by developing a method to integrate environmental waste into the lean method of Value Stream Mapping (VSM). Specifically it integrate corporate environmental standards with the VSM process, thereby permitting established lean improvement process to be focused at specific environmental improvement actions. Application of the method is demonstrated in a manufacturing setting, representing a variety of environmental impacts. The deployment is capable of being generalised to any number of environmental factors. It is able to represent a customised waste index for a particular industry. Several ways to represent the multidimensional environmental wastes were explored via industry focus group. The resulting method can be used by production staff to quantify environmental impacts at the level of the individual process and aggregated to report wastes for the whole value stream.

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Lean Manufacturing Case Study with Kanban System Implementation

Lean manufacturing has been the buzzword in the area of manufacturing for past few years especially in Japan. The Kanban system is one of the manufacturing strategies for lean production with minimal inventory and reduced costs. However, the Kanban system is not being implemented widely by manufacturing companies in Malaysia. Thus, the objectives of this case study are 1) to determine how does the Kanban system works effectively in multinational organization; and 2) to identify factors hindering Malaysian small and medium enterprises (SME) from implementing Kanban. Findings of the study suggest that top management commitment, vendor participation, inventory management and quality improvement are important for Kanban deployment and towards lean manufacturing.

Keywords

Just-in-time; lean manufacturing; kanban system; inventory management; operations strategies

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http://www.sciencedirect.com/science/article/pii/S2212567113002323

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Implementation of Just in Time Production through Kanban System

Uncertainties brought about by fluctuations in demand and customers’ requirements have led many established companies to improve their manufacturing process by adopting the Kanban system. By doing so, they are able to manufacture and supply the right product, in the right quantity, at the right place and time. Implementation of the Kanban system resulted in reduction of inventory to minimum levels besides increasing flexibility of manufacturing. Successful implementation of the Kanban system furthermore reduces operational costs, consequently increases market competitiveness. The Kanban system is basically an inventory stock control system that triggers production signals for product based on actual customers’ requirements and demand. The system is controlled by the Kanban card which dictates the optimum production parameters. It is used to authorize production of any product to replenish those already consumed by the customer or subsequent process.

This study covers pre-requisite activities in establishing a Kanban system, starting from designing Kanban flow, gathering manufacturing data, calculating optimum Kanbans in the systems, establishing pull mechanism and rule and finally evaluating Kanban performance using lean parameter. This paper studied the implementation of the Kanban system at a local auto-component company in Malaysia. The scope of implementation was focused at BLM Cylinder Head Cover assembly process. This paper concludes that implementation of the Kanban system reduced lead time, minimized inventory on floor and optimized storage area. The objective of this study is to show that Kanban system improves a manufacturing system as well as achieving Just In Time practice.

Keywords: Just In Time, Kanban system, Manufacturing lead time reduction

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