Abstract: This paper introduces a framework to digitalize lean manufacturing tools to enhance smart lean-based manufacturing environments or Lean 4.0 manufacturing systems. The paper discusses the integration between lean tools and the powerful features of recent real-time data capturing systems with the help of Information and Communication Technologies (ICT) to develop an intelligent real-time monitoring and controlling system of production operations concerning lean targets. This integration is represented in the Lean 4.0 system called Dynamic Value Stream Mapping (DVSM). Moreover, the paper introduces the practice of Radio Frequency Identification (RFID) and ICT to smartly support lean tools and practices during daily production runs to keep the lean system alive and effective. This work introduces a practical description of how the lean method tools 5S, standardized work, and poka-yoke can be digitalized and smartly monitored and controlled through DVSM. A framework of the three tools has been discussed and put into practice in a German switchgear manufacturer.
Abstract: Managing and improving efficiency in the current
highly competitive global automotive industry demands that those
companies adopt leaner and more flexible systems. During the past
20 years the domestic automotive industry in North America has been
focusing on establishing new management strategies in order to meet
market demands. The lean management process also known as
Toyota Manufacturing Process (TPS) or lean manufacturing
encompasses tools and techniques that were established in order to
provide the best quality product with the fastest lead time at the
lowest cost. The following paper presents a study that focused on
improving labor efficiency at one of the Big Three (Ford, GM,
Chrysler LLC) domestic automotive facility in North America. The
objective of the study was to utilize several lean management tools in
order to optimize the efficiency and utilization levels at the “Pre-
Marriage” chassis area in a truck manufacturing and assembly
facility. Utilizing three different lean tools (i.e. Standardization of
work, 7 Wastes, and 5S) this research was able to improve efficiency
by 51%, utilization by 246%, and reduce operations by 14%. The
return on investment calculated based on the improvements made
was 284%.