Thinking Production System To Increase Productivity In Assembly Line

The aim of this study is to evaluate the process of assembling a piston for a door closer manufactured by Dormakaba, a company that specializes in access control and security solution. Lean production is one of the initiatives that are applied by many manufacturers to obtain the competitive advantag...

Full description

Saved in:

Bibliographic Details
Main Author:	Mohd Rizal, Haziq Rifaie
Format:	Thesis
Language:	English English
Published:	2019
Subjects:	T Technology (General) TS Manufactures
Online Access:	http://eprints.utem.edu.my/id/eprint/25492/1/Thinking%20Production%20System%20To%20Increase%20Productivity%20In%20Assembly%20Line.pdf http://eprints.utem.edu.my/id/eprint/25492/2/Thinking%20Production%20System%20To%20Increase%20Productivity%20In%20Assembly%20Line.pdf
Tags:	Add Tag No Tags, Be the first to tag this record!

id	my-utem-ep.25492
record_format	uketd_dc
institution	Universiti Teknikal Malaysia Melaka
collection	UTeM Repository
language	English English
advisor	Mohamad, Nor Akramin
topic	T Technology (General) TS Manufactures
spellingShingle	T Technology (General) TS Manufactures Mohd Rizal, Haziq Rifaie Thinking Production System To Increase Productivity In Assembly Line
description	The aim of this study is to evaluate the process of assembling a piston for a door closer manufactured by Dormakaba, a company that specializes in access control and security solution. Lean production is one of the initiatives that are applied by many manufacturers to obtain the competitive advantages in the increasingly competitive global market. Value Stream Mapping (VSM) is one of the key lean tools to identify the opportunities for other lean approaches and for waste elimination in the production system. Since the performance of the process would significantly influence that of individual partners, the implementation of lean thinking should be carried throughout the development of the VSM. This project introduces the VSM used for description, analysis and identification of improvement initiatives internally in the context of a die-casting manufacturing enterprise. It can be seen from the analysis of the “current state” and “future state” VSM that the non-value added activities which are motion and handling waste within the manufacturing plant can be reduced by the launch of lean initiatives internally. This resulted in developing a solution where the improvement has made a significant impact on reducing waste in the process using tools such as 5S, workstation design and poka-yoke. Overall, the implementation done in the assembly process is shown in the future state map which ensued in decreasing the cycle time by 25%. The recommendation plans for future case study to increase the productivity is to conduct a total produc_(i\'c maintenance for the punching machine in the process that is often delayed due to untrained operators and lack of information on the process management.
format	Thesis
qualification_name	Master of Philosophy (M.Phil.)
qualification_level	Master's degree
author	Mohd Rizal, Haziq Rifaie
author_facet	Mohd Rizal, Haziq Rifaie
author_sort	Mohd Rizal, Haziq Rifaie
title	Thinking Production System To Increase Productivity In Assembly Line
title_short	Thinking Production System To Increase Productivity In Assembly Line
title_full	Thinking Production System To Increase Productivity In Assembly Line
title_fullStr	Thinking Production System To Increase Productivity In Assembly Line
title_full_unstemmed	Thinking Production System To Increase Productivity In Assembly Line
title_sort	thinking production system to increase productivity in assembly line
granting_institution	Universiti Teknikal Malaysia Melaka
granting_department	Faculty of Manufacturing Engineering
publishDate	2019
url	http://eprints.utem.edu.my/id/eprint/25492/1/Thinking%20Production%20System%20To%20Increase%20Productivity%20In%20Assembly%20Line.pdf http://eprints.utem.edu.my/id/eprint/25492/2/Thinking%20Production%20System%20To%20Increase%20Productivity%20In%20Assembly%20Line.pdf
_version_	1747834133081489408
spelling	my-utem-ep.254922022-01-06T11:40:36Z Thinking Production System To Increase Productivity In Assembly Line 2019 Mohd Rizal, Haziq Rifaie T Technology (General) TS Manufactures The aim of this study is to evaluate the process of assembling a piston for a door closer manufactured by Dormakaba, a company that specializes in access control and security solution. Lean production is one of the initiatives that are applied by many manufacturers to obtain the competitive advantages in the increasingly competitive global market. Value Stream Mapping (VSM) is one of the key lean tools to identify the opportunities for other lean approaches and for waste elimination in the production system. Since the performance of the process would significantly influence that of individual partners, the implementation of lean thinking should be carried throughout the development of the VSM. This project introduces the VSM used for description, analysis and identification of improvement initiatives internally in the context of a die-casting manufacturing enterprise. It can be seen from the analysis of the “current state” and “future state” VSM that the non-value added activities which are motion and handling waste within the manufacturing plant can be reduced by the launch of lean initiatives internally. This resulted in developing a solution where the improvement has made a significant impact on reducing waste in the process using tools such as 5S, workstation design and poka-yoke. Overall, the implementation done in the assembly process is shown in the future state map which ensued in decreasing the cycle time by 25%. The recommendation plans for future case study to increase the productivity is to conduct a total produc_(i\'c maintenance for the punching machine in the process that is often delayed due to untrained operators and lack of information on the process management. 2019 Thesis http://eprints.utem.edu.my/id/eprint/25492/ http://eprints.utem.edu.my/id/eprint/25492/1/Thinking%20Production%20System%20To%20Increase%20Productivity%20In%20Assembly%20Line.pdf text en public http://eprints.utem.edu.my/id/eprint/25492/2/Thinking%20Production%20System%20To%20Increase%20Productivity%20In%20Assembly%20Line.pdf text en validuser https://plh.utem.edu.my/cgi-bin/koha/opac-detail.pl?biblionumber=117962 mphil masters Universiti Teknikal Malaysia Melaka Faculty of Manufacturing Engineering Mohamad, Nor Akramin 1. Bateman N., 2005. Sustainability: the elusive element of process improvement, International Journal of Operations & Production Management, 25(3), pp. 261-276. 2. Bessant J., Caffyn S. and Gallagher M. 2001. An evolutionary model of continuous improvement behaviour, Technovation,21(2), pp. 67-77. 3. Brunette A.P. and New S., 2003. Kaizen in Japan: an empirical study, International Journal of Operations & Production Management, 23(12), pp. 1426-1446. 4. Bullington, K.E. 2003 5S for suppliers, Quality Progress,36(1), pp.56-60. Correa H. L., 2001. Production and Operations Management Department, Sao Paulo Business School (FGV), pp. 3-23 5. Corso M., Giacobbe A., Martini A.and Pellegrini L., 2007. Tools and abilities for continuous improvement: what are the drivers of performance?, International Journal of Technology Management, 37(3-4), pp. 348-365. 6. Cheng L. J., 2018. Implementing Six Sigma within Kaizen events, the experience of AIDC in Taiwan, The TQM Journal, 30(1), pp.43-53, 7. Dahlgaard-Park S.M., Chen C.K., Jang J.Y. and Dahlgaard J.J., 2013. Diagnosing and prognosticating the quality movement-a review on the 25 years quality literature (1987-2011), Total Quality Management & Business Excellence, 24(1-2), pp. 1-18. 8. Erdal, M., 2007. 5S system- cleaning and order management [on-line] Available at: http://www.academicjoumals.org/app/webroot/article/article1380017682 _Korkut%20et%20al%2027777.pdf 9. Folinas D. and Ngosa J. 2013, Doing more with less: a pharmaceutical supplier case, International Journal of Productivity and Quality Management, 11(4), pp.412-433. 10. Fisher M., 1999. Process improvement bypoka-yoke, Work Study, 48(7) pp. 264- 266 11. Grewal, C., 2008. An initiative to implement lean manufacturing using value stream mapping in a small company. International Journal of Manufacturing Technology and Management, 15(3), pp. 404-417. 12. Geralis M. and Terziovski M., 2003. A quantitative analysis of the relationship between empowerment practices and service quality outcomes, Total Quality Management &Business Excellence, 14(1), pp. 45-62. 13. Hines, P. and Taylor, D. 2000. Going Lean- A Guide for Implementation, Lean Enterprise Research Centre, Cardiff Business School. 14. Ho S.K., Cicmil S. and Fung C.K., 1995. The Japanese 5-S practice and TQM training, Training for Quality,3(4), pp.19-24. 15. Iwao, S., 2017, Revisiting the existing notion of continuous improvement (Kaizen): literature review and field research of Toyota from a perspective of innovation, Evolutionary and Institutional Economics Review, 14(1), pp. 29-59. 16. Inman R.R., Blumenfeld D. E., Huang N., Li J., 2013. Survey of recent advances on the interface between production system design and quality, HE Transactions, 45(6), pp. 557. 17. Jaca C., Suarez-Barraza M.F., Viles-Diez E., MateoDuenas Rand Santos-Garcfa J., 2011. Sustainability survey of continuous improvement systems: comparison of two industrial communities in Spain and Mexico, Intangible Capital,7(1), pp. 143-169. 18. Jurburg D., Viles E., Tanco M.and Mateo R., 2017, What motivates employees to participate in continuous improvement activities?, Total Quality Management & Business Excellence ,28(13-14), pp. 1469-1488. 19. Krajewski J., Ritzman B. and Malhotra M., 2007. Operations Management Processes and Value chains, New Jersey: Pearson Prentice Hall. 20. Korkut D.S., Cakicier N., Erdinler E.S., Ulay G. and Dogan A.M., 2009. 5S activities and its application at a sample company, African Journal of Biotechnology, 8(8), pp.1720- 1728. 21. Lindelow F. and Raupach S., 2014. Virtual Value Stream Mapping, Bachelor Degree Project in Automation Engineering, University of Skovde. 22. Liker J., 2004. The Toyota Way, New York: Simon & Schuster Inc. 23. Lillrank P. and Kano N., 1989. Continuous improvement, quality control circles in Japanese industry, Michigan Papers in Japanese Studies No. 19, Center for Japanese Studies, University of Michigan. 24. Mendez J., Vila-Alonso M., 2018. Three-dimensional sustainability of Kaizen, The TQM Journal , 30(4), pp.391-408, 25. Ma J., Lin Z. and Lau C.K. 2017. Prioritising the enablers for the successful implementation of Kaizen in China: a fuzzy AHP study, International Journal of Quality & Reliability Management, 34(4), pp. 549-568. 26. Malik S. A., Ye Zhuang T., 2006. Execution of Continuous Improvement Practices in Spanish and Pakistani Industry: A Comparative Analysis, IEEE International Conference on Management of Innovation and Technology,2, pp. 761-765. 27. Mendes-de-Toledo R.L.A. and de Farias Filho J.R., 200F Are the housekeeping programs out-of-date?, A Conference at Production and Operation Management Society, pp.1-7. 28. Osada, T. 1991. The 5-S: Five Keys to a Total Quality Environment, Tokyo: Asian Productivity Organization. 29. Prajogo D. and Sohal A. 2004. The sustainability and evolution of quality improvement programmes - an Australian case study, Total Quality Management & Business Excellence , 15(2), pp. 205-220. 30. Palmer V. S., 2001. Inventory Management Kaizen, Proceedings of 2nd International Workshop on Engineering Management for Applied Technology, pp. 55-56. 31. Peterson P., Johansson O., Broman M., Blucher D., Alsterman H., 2009. Lean Goravvikelser till framgang,2(1), pp 334. 32. Rother M. and Shook J., 1999. Value Stream Mapping - Strategy Before Tactic,New York: Karen Martin & Asscociates. 33. Readman J. and Bessant J., 2007. What challenges lie ahead for improvement programmes in the UK? Lessons from the CINet Continuous Improvement Survey 2003, International Journal of Technology Management, 37(3-4), pp. 290-305. 34. Saraad, N. A., 2007. Positioning Malaysian SMEs in the global. Proceedings of Persidangan Kebangsaan IKS 2007,Kota Kinabalu: Universiti Utara Malaysia. 35. Singh J. and Singh H., 2015. Continuous improvement philosophy-literature review and directions, Benchmarking: An International Journal,22(1), pp. 75-119. 36. Suarez-Barraza M.F. and Miguel-Davila J.A., 2008. Finding the Kaizen: a theoretical analysis of continuous improvement, Journal of the Faculty of Economic and Business Sciences, 7(1), pp. 285-311 37. Wittenberg G., 1994. Kaizen - The Many ways of getting better, MCB university press, Assembly Automation, 4(4), pp 12-17. 38. Womack J. P., Sarah K, Armstrong K., Thomas J., Liker J., Jeffrey K., 2009. Lean job design and musculoskeletal disorder risk: A two plant comparison. Human Factors and Ergonomics in Manufacturing, 19(4), pp. 279-293. 39. Womack J. P., Jones D. T., and Ross D, 1990. The Machine that Changed the World,New York: Rawson Associates, pp. 323. 40. Womack, J. P., Jones, D. T. (2003). Lean Thinking: Banish Waste and Create Wealth in Your Corporation , 2, London: Simon & Schuster.

Thinking Production System To Increase Productivity In Assembly Line

Similar Items