Nurul Hayati Abdul Halim

Case study: The methodology of Lean Manufacturing implementation

This paper presents a review on the actual implementation of Lean Manufacturing (LM) techniques at a manufacturing area. It focuses on the execution of flow from the beginning until the end of the implementation, types of analyses and tools applied, evaluation methods and how the company benefited from the implementation. The on-site study was conducted at an automotive assembly area, XYZ Sendirian Berhad. LM, using a set of tools, such as time study, single minute exchange of dies (SMED), standardized work, continuous flow manufacturing system (CFMS) and 5-Why analysis were successfully implemented. The flow of implementation activities was designed by referring to Toyotas 8-Step process. The results of this study showed a significant achievement in waste identification and elimination at the case study area. This successfully proves that the Toyota 8-Steps process could work well in any environment, provided the systematic and appropriate methods and tools are used. At the same time, it could also helps to organize and optimize the effectiveness of LM establishment to the company.

Implementation of Continuous Flow System in Manufacturing Operation

The Continuous Flow System (CFS) is a production system that focuses on one piece flow product at every process in the assembly line. The implementation of this CFS could lead to operational excellence in terms of productivity, space utilization and the number of workers. CFS can be considered as a lean manufacturing foundation and its effective implementation promises significant savings in operation. CFS is achieved through a series of associated kaizen activities at the identified working place. The kaizen activities include establishment of Standardized Work (SW), implementation of U-shaped line and establishment of Material Handling System (MHS). All these activities are carried with one ultimate goal; to eliminate identified waste at the work place. This is essential to any CFS implementation. This paper presents a series of kaizen activities that have been engaged in creating the continuous flow system at the identified assembly line. This is a case-based study which was conducted at a local auto-component company in Malaysia. Findings from the results show that the company has achieved high productivity, minimal space utilization as well as reduction in number of direct manpower. The outcome of this CFS implementation confirms that it has met the supposedly lean principles also known as the one piece flow. Therefore, the objective of this study is to highlight the implemented kaizen activities and its benefit in achieving the CFS of the case study.

The Effect of Optimum Number of Kanbans in just in Time Production System to Manufacturing Performance

This paper discusses a method to determine optimum numbers of kanban in Just In Time production system and analyzes effect of optimum numbers of kanban to manufacturing performance. Method to determine kanban numbers was carried out by designing kanban flow based current situation, gathering relevant parameter on floor and company database, and calculating of kanban quantity through basic mathematical model. The basic mathematical model of kanban is derived according to designated kanban flow in JIT production system. The optimum number of kanbans would control and regulate material flow in manufacturing, thus JIT is achieved. As a result, product lead time and inventory stock level are improved. The conclusion is that an appropriate determination numbers of kanban could lead to optimizing manufacturing capability.