APPLICATIONS OF KAIZEN AND CYCLE TIME REDUCTION AS LEAN PRODUCTION TECHNIQUES IN A SEMI-FLEXIBLE PVC FILM PRODUCER

Year 2016, Volume: 12 Issue: 28, 25 - 37, 01.04.2016

Aşkın Özdağoğlu Seda Rebiş

https://doi.org/10.17130/ijmeb.20162819844

Cited By: 1

Abstract

Since the 1980’s, throughout the world, the industry has been widely used to lean production systems. Lean production is a system that minimize the lead time between a customer order and the shipment of the goods by reducing the all forms of waste. It has several benefits such as less process waste, reduced lead time, less rework, financial savings, increased process understanding and reduced inventory. Lean thinking is based on the manufacturing process that focuses on the delivering value to the customer. In this study, kaizen technique has been followed as the contribution of lean production system to reduce the cycle time in a PVC film producer as it is explained

Keywords

Lean Production, Cycle Time, Takt Time, PVC Film Production Process

BİR YARI-ESNEK PVC FİLM ÜRETİCİSİNDE YALIN ÜRETİM TEKNİKLERİ OLARAK KAİZEN VE ÇEVRİM SÜRESİ AZALTMA UYGULAMALARI

Abstract

1980’lerden itibaren tüm dünyada firmalar yalın üretim sistemlerini yaygın biçimde kullanmaktadırlar. Yalın üretim, bir müşteri siparişi ile ürün sevkiyatı arasında, müşteri için değer yaratmayan her türlü israf bileşenini azaltmak suretiyle sipariş teslim süresini en düşük seviyeye çekmeye çalışan bir üretim yaklaşımıdır/felsefesidir. Yalın üretim, süreçler ile birlikte ortaya çıkan israf noktalarının azaltılması, hammadde, yarı mamul ve ürün stoklarının azalması, süreçlerin paydaşlar tarafından daha iyi anlaşılması gibi etkenlerden kaynaklanan finansal tasarrufların ve finansal olmayan getirilerin elde edilmesi gibi pek çok fayda yaratmaktadır. Yalın düşünce müşteriye değer sunulmasına odaklanan bir imalat sürecidir. Bu çalışmada, PVC film üreten bir firmada çevrim süresini azaltmak için kaizen uygulaması yalın üretim sistemine katkısı üzerinden açıklanmaktadır.

Keywords

Yalın Üretim, Çevrim Süresi, Takt Süresi, PVC Film Üretim Süreci

References

• Aguado, S., Alvarez, R. & Domingo, R. (2013). Model of efficient and sustainable improvements in a lean production system through processes of environmental innovation. Journal of Cleaner Production, doi: 10.1016/j.jclepro.2012.11.048.
• Al-Aomar, R. (2011). Handling multi-lean measures with simulation and simulated annealing, Journal of the Franklin Institute, 348, 1506–1522.
• Ar, R. & Al-Ashraf, M. (2012). Production flow analysis through value stream mapping: a lean manufacturing process case study. Procedia Engineering, 41, 1727 – 1734.
• Cuatrecasas-Arbos, L., Fortuny-Santos, J. & Vintro-Sanchez, C. (2011). The operations-time chart: A graphical tool to evaluate the performance of production systems – from batch- and-queue to lean manufacturing. Computers & Industrial Engineering, 61, 663–675.
• Demeter, K. & Matyusz, Z. (2011). The impact of lean practices on inventory turnover, Int. J. Production Economics, 133, 154–163.
• Gadre, A., Cudney, E. & Corns, S. (2011). Model development of a virtual learning environment to enhance lean education. Procedia Computer Science, 6, 100–105.
• Han, S. H., Al-Hussein, M., Al-Jibouri, S. & Yu, H. (2012). Automated post-simulation visualization of modular building production assembly line. Automation in Construction, 21, 229–236.
• Hofer, C., Eroglu, C. & Hofer, A. R. (2012). The effect of lean production on financial performance: The mediating role of inventory leanness. Int. J. Production Economics, 138, 242–253.
• Jayaram, J., Das, A. & Nicolae, M. (2010). Looking beyond the obvious: Unraveling the Toyota production system. Int. J. Production Economics, 128, 280–291.
• Losonci, D., Demeter, K. & Jenei, I. (2011). Factors influencing employee perceptions in lean transformations. Int. J. Production Economics, 131, 30–43.
• Ma, W-N., Gong, D-C. & Lin, G. C. (2010). An optimal common production cycle time for imperfect production processes with scrap. Mathematical and Computer Modelling, 52, 724-737.
• Melton T. (2005). The benefits of lean manufacturing what lean thinking has to offer the process industries. Chemical Engineering Research and Design, 83, 662–673.
• Menezes, L. M. de, Wood, S. & Gelade, S. (2010). The integration of human resource and operation management practices and its link with performance: A longitudinal latent class study. Journal of Operations Management, 28, 455–471.
• Naim, M. M. & Gosling, J. (2011). On leanness, agility and leagile supply chains, Int. J. Production Economics, 131, 342–354.
• Rother, M. & Harris, R. (2001). Creating continuous flow. Lean Enterprise Institute, Inc. Version 1.0.
• Sacks, R., Radosavljevic, M. & Barak, R. (2010). Requirements for building information modeling based lean production management systems for construction. Automation in Construction, 19, 641–655.
• Salleh, N. A. M., Kasolang, S. & Jaffar, A. (2012). Simulation of integrated total quality management (TQM) with lean manufacturing (LM) practices in forming process using delmia quest. Procedia Engineering, 41, 1702 – 1707.
• Seyedhosseini, S. M., Taleghani, A. E. Bakhsha, A. & Partovi, S. (2011). Extracting leanness criteria by employing the concept of balanced scorecard. Expert Systems with Applications, 38, 10454–10461.