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Globalization breeds increasing competition. In today’s dynamic climate, lean thinking has been found a promising business continuous improvement strategy for improving quality while reducing product cost and delivery time. However, its implementation has dynamic nature of challenges that varies from industry to industry and country to country, necessitating a specific framework by taking all stakeholders onboard. This study aims to propose a lean implementation framework to reduce defects and waste to improve the performance of the metal casting industry. The structure of the framework has been divided into three phases namely the lean conception phase, lean implementation phase, and lean sustainability phase. The proposed framework integrates the six sigma DMAIC methodology with lean tools and techniques to reduce defects and achieve performance improvement. A solid cast software has been used as a computer-assisted casting simulation tool to perform the analysis of defects within the casting. Further, the proposed framework is demonstrated and validated by employing a real-time case study that was manufactured using the sand casting process. The obtained results show remarkable improvements in poured metal weight (33.3%), mold weight including gating system (40%), casting yield (24.56%, rejection rate (90%), and financial saving (24.63%). As a result of analysis of percentage improvements data, the proposed framework can provide the practitioners with a standard roadmap and motivate the casting industries to implement lean for performance improvement through organizational change. Through the effective application of the lean implementation framework, quality enhancement has been demonstrated.

Metal casting industry including is an industry which produce high dust pollution (fly ash). Improvements in the form of ergonomic interventions have been carried out by many companies, but do not guarantee all parameters run well. The total indoor suspended dust (TSP) measurement results are not enough to guarantee healthy working conditions. Additional assessment of workers' inhaled dust is needed to change pollution control and work improvement to ergonomics. The design of this study is Cross Sectional Study. Research subjects numbered 84 people. All samples met the inclusion criteria. Measurement results of Characteristic of research subject, Working Environment Conditions, Exposition of dust inhaled by workers, Total Indoor Suspended Dust of the Company (p > 0.05). Found critical hours of workers exposed to dust (fly ash), starting from 4 h after working (Department of Process Cement, Department of Black Sand) and 2 h after working for the Department of Loam. Critical hours exposed to dust (fly ash) used as the basis for company management and regulators to take new policies in controlling fly ash pollution and ergonomic interventions. Ergonomic interventions can be carried out by activating the dust collector at critical hours, applying active resting hours at critical hours and conditioning workers to breathe fresh air. The impact of this ergonomic intervention is a decrease in musculoskeletal complaints by 25.27%, reduction in boredom 25.01%, and an increase in job satisfaction 38.46%.

Regarding disruptive innovation, Christensen and Raynor (2003) assume that there are two types of customers: overshot customers in existing markets and entirely new nonconsumers in other markets. In the case of large-scale casting market within the casting industry, customers demand high quality casting surfaces. The new method of casting termed full mold casting (FMC) could only achieve low quality results compared with existing wood pattern-based sand mold casting, which had sufficiently high quality in its casting surfaces. Even in that market, however, the casting of metallic molds for automobiles had particular requirements because casting surfaces were later dealt by mold companies. Thus, customers welcomed shorter delivery times even with lower quality casting surfaces. Kimura Chuzosho Co., Ltd. first acquired certain customers who desired shorter delivery times, and then improved casting surface quality and productivity over the course of doing business with them. Eventually, they became successful in capturing more than half the market for automobile metallic mold castings. Improving the quality of casting surfaces led to market share gains for single castings used in machine tools, which demanded higher mid-range casting surface quality. Moreover, by fully mechanizing numerical control (NC) processing, the company was able to acquire market share in castings for high-end mass-produced machine tools, which demanded high-end casting surface quality and was an area that was considered difficult for FMC. In this manner, by keenly focusing on the specific requirements of their customers, Kimura had secured orders from customers who were neither nonconsumers nor overshot customers. As business continued, the company became successful in steadily improving overall quality, cost, delivery (QCD), and FMC became an example of disruptive innovation vis-à-vis existing wood pattern-based sand mold casting. The logic behind occurrences of disruptive innovation is simpler than the analysis of Christensen, Anthony, and Roth (2004): Even if a company can acquire only a small portion of customers with particular, specific requirements using QCD-related technologies, which are perhaps even toy-like in comparison with existing technologies, such company will have opportunities to improve the overall QCD as its business continues.

Introduction: Musculoskeletal disorders are the most prevalent problem in the workplace. Unsafe manual material handling is amongst important causes of such disorders. Unsafe manual material handling can result in different musculoskeletal disorders such as acute physical injuries and increase of strain in back, shoulders and arms. United state society of orthopedic surgeons ranked back pain as the most costly disorder, which workplaces are considered to be responsible for most of them. Few studies compare related national and non-national standards in Iran. Therefore, the aim of the present study was to compare Iranian manual material handling regulation, NIOSH equation and MAC method in one of metal casting industries in Tehran, 2001. . Material and Method: In this cross-sectional study, participants were randomly selected among men workers, working in industry. Data collection was done using MAC data sheet, NIOSH equation and Iranian MMH regulation. Data were Analyzed using stata software and P-value of 0.05 or less was considered significant. . Result: Results showed an acceptable agreement between Iranian regulation and MAC method as well as Iranian regulation and NIOSH equation. However, no acceptable agreement was observed between MAC method and NIOSH equation.

Regarding disruptive innovation, Christensen and Raynor (2003) assume that there are two types of customers: overshot customers in existing markets and entirely new nonconsumers in other markets. In the case of large-scale casting market within the casting industry, customers demand high quality casting surfaces. The new method of casting termed full mold casting (FMC) could only achieve low quality results compared with existing wood pattern-based sand mold casting, which had sufficiently high quality in its casting surfaces. Even in that market, however, the casting of metallic molds for automobiles had particular requirements because casting surfaces were later dealt by mold companies. Thus, customers welcomed shorter delivery times even with lower quality casting surfaces. Kimura Chuzosho Co., Ltd. first acquired certain customers who desired shorter delivery times, and then improved casting surface quality and productivity over the course of doing business with them. Eventually, they became successful in capturing more than half the market for automobile metallic mold castings. Improving the quality of casting surfaces led to market share gains for single castings used in machine tools, which demanded higher mid-range casting surface quality. Moreover, by fully mechanizing numerical control (NC) processing, the company was able to acquire market share in castings for high-end mass-produced machine tools, which demanded high-end casting surface quality and was an area that was considered difficult for FMC. In this manner, by keenly focusing on the specific requirements of their customers, Kimura had secured orders from customers who were neither nonconsumers nor overshot customers. As business continued, the company became successful in steadily improving overall quality, cost, delivery (QCD), and FMC became an example of disruptive innovation vis-à-vis existing wood pattern-based sand mold casting. The logic behind occurrences of disruptive innovation is simpler than the analysis of Christensen, Anthony, and Roth (2004): Even if a company can acquire only a small portion of customers with particular, specific requirements using QCD-related technologies, which are perhaps even toy-like in comparison with existing technologies, such company will have opportunities to improve the overall QCD as its business continues. [ABSTRACT FROM AUTHOR]

Metal casting industry including is an industry which produce high dust pollution (fly ash). Improvements in the form of ergonomic interventions have been carried out by many companies, but do not guarantee all parameters run well. The total indoor suspended dust (TSP) measurement results are not enough to guarantee healthy working conditions. Additional assessment of workers' inhaled dust is needed to change pollution control and work improvement to ergonomics. The design of this study is Cross Sectional Study. Research subjects numbered 84 people. All samples met the inclusion criteria. Measurement results of Characteristic of research subject, Working Environment Conditions, Exposition of dust inhaled by workers, Total Indoor Suspended Dust of the Company (p > 0.05). Found critical hours of workers exposed to dust (fly ash), starting from 4 h after working (Department of Process Cement, Department of Black Sand) and 2 h after working for the Department of Loam. Critical hours exposed to dust (fly ash) used as the basis for company management and regulators to take new policies in controlling fly ash pollution and ergonomic interventions. Ergonomic interventions can be carried out by activating the dust collector at critical hours, applying active resting hours at critical hours and conditioning workers to breathe fresh air. The impact of this ergonomic intervention is a decrease in musculoskeletal complaints by 25.27%, reduction in boredom 25.01%, and an increase in job satisfaction 38.46%., (© 2020 The Author(s).)