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During the shift from gasoline vehicles to electric ones, auto parts manufacturing companies have realized the importance of improvement in the manufacturing process that does not require any layout changes nor extra investments, while maintaining their current production rate. Due to these reasons, for the auto part manufacturing company, I-company, this study has developed the simulation model of the PUSH system to conduct a process analysis in terms of production rate, WIP level, and logistics work’s utilization rate. In addition, this study compares the PUSH system with other three manufacturing systems -KANBAN, DBR, and CONWIP- to compare the performance of these production systems, while satisfying the company’s target production rate. With respect to lead-time, the simulation results show that the improvement of 77.90% for the KANBAN system, 40.39% for the CONWIP system, and 69.81% for the DBR system compared to the PUSH system. In addition, with respect to WIP level, the experimental results demonstrate that the improvement of 77.91% for the KANBAN system, 40.41% for the CONWIP system, and 69.82% for the DBR system compared to the PUSH system. Since the KANBAN system has the largest impacts on the reduction of the lead-time and WIP level compared to other production systems, this study recommends the KANBAN system as the proper manufacturing system of the target company. This study also shows that the proper size of moving units is four and the priority allocation of bottleneck process methods improves the target company’s WIP and lead-time. Based on the results of this study, the adoption of the KANBAN system will significantly improve the production process of the target company in terms of lead-time and WIP level.

To understand the benefits of the Lean manufacturing implementation in the Apparel Industry, a project was initiated in Pheonix International, Ludhiana (India). Different lean tools were implemented such as 5S, Kaizen, Poka-Yoke, Kanban, and Andon. Lean tools were implemented in all the departments including a fabric store, CAD lab, spreading and cutting department, sewing department, finishing and packaging department. Implementation of lean tools in apparel industry increases productivity by around 8%. The implementation of lean tools resulted in a reduction of cycle time. The lean tools also result in managing and reducing the garment manufacturing waste and thus increasing quality. At the same time, the organization must have to maintain the effectiveness of lean tools to gain benefits over a period.

One of the factors that ensure the company’s success in the market is a properly selected management system. This article is a study of the experience and prospects of implementing “just in time” and related modern management methodologies for Russian companies in a crisis situation caused by the СOVID-19 pandemic and its consequences. The authors suppose that there is a relationship between the use of these methods and a favorable socio-psychological climate in the team. The paper presents the theoretical material and experience ofcompanies belonging to various sectors ofthe economy. The study describes the conclusions based on the results of observation of the offi of the joint-stock company “Tochka”, which successfully applies “just in time”, scrum, agile, holacracy and lean thinking. The article describes the state of the company in the conditions of transition to remote work in connection with the COVID-19 pandemic.Based on the opinion of the employees obtained during the observation and conversation, the authors of the article suggest that the use of modern elements of the management philosophy allows the joint-stock company to maintain an optimal state of the socio-psychological climate, attracting employees, ensuring high productivity and engagement. Thus, the introduction of the just in time system and methods in modern Russian realities is quite feasible, but it will require signifiant effrts, fiancial investments, high-quality work on personnel selection.

This paper presents a historical overview of the development as well as the basic principles and characteristics of the Lean management system, with a review of the application of the Lean principle in the service sector. Certain Lean tools were also considered, such as: Just In Time (JIT), Kanban, Jidoka, Kaizen. The paper describes the implementation of the 5S method in the art warehouse (depot) of the Cultural Center „Lukijan Musicki“ from Temerin. The problems that appear in the functioning of the institution and its organization are discussed in detail, problematic segments are identified, the organization itself and employees are prepared for changes, and the concrete application of the 5C method with all its steps is applied. Each step of the 5S method is analyzed in detail and implemented in order to achieve the best possible final results.

This paper investigates the industry practices regarding the combinative use of Industry 4.0 and lean tools in the manufacturing sector. Following review of the literature, a questionnaire survey was distributed among manufacturing professionals in organizations which have already adopted Industry 4.0 technology and lean manufacturing, with the aim to highlight the popular combinations of tools as seen in manufacturing practice and capture the perceived level of their contribution to operational performance. The survey results show that Real time data, IoT for data exchange, big data analytics, Cyber –Physical Systems (CPS), predictive algorithms and robots are among the most popular I4.0 applications used to support lean attributes like continuous flow, Kanban, standardised work, TPM and continuous improvement. It also emerges that although the beneficial impact of lean production across the respondents’ organizations is widely accepted, the perceived impact of Industry 4.0 tools is not as clear.

In the era of digitalization, electronic Kanban (e-Kanban) extends the traditional Kanban with additional data and information sharing that allows for more flexible and optimized inventory planning. The lack of automated fill level measurements for load carriers still hinders the full automation of the process. Our aim is to develop a self-learning e-Kanban system that automatically triggers replenishment orders using machine learning and data from low cost, autonomous sensor modules that measure the fill level of load carriers. This paper explains the concept and presents a first version of the mentioned sensor module that consists of an Intel Realsense sensor and an NVIDIA Jetson Nano. An evaluation is presented as well using small load carriers, which shows the suitability of the proposed method.

This paper intends to capture the attention of the lean researchers towards a shift of priorities of the various techniques implemented in lean and its journey of 40 years in the global scenario. In particular, the paper focuses on the implementation of lean techniques in India under the banner of sustainability. The paper focuses on three industries, a textile industry representing industrial revolution 1.0, an automotive spare parts industry representing industrial revolution 2.0, and an electrical/electronics industry representing industrial revolution 3.0, named ‘A', ‘B', and ‘C', respectively, and analyses the priorities of the eight best techniques of lean in the sustainability phase. The techniques are Kaizen, Poke-Yoke, 5S, Kanban, Just-in-Time, Jidoka, Takt-Time, and Heijunka. The industries ‘A' and ‘C' have Poke-Yoke as the most critical technique and have been ranked one whereas in industry ‘B' 5S emerges as the most prolific technique in the Indian context of these industries.

To become a world class organisation, the basic requirements of any manufacturing company are Cycle time reduction, lower manufacturing cost and minimal inventory. To compete in the digital and dynamic world, the lean and agile manufacturing play a vital role to uplift the production process. Lean manufacturing prioritise the value addition by eliminating the repetitive, null valued processes in the manufacturing cycle. Agile manufacturing supports optimization, standardisation and automation of the development processes. The purpose of Lean and agile manufacturing is the customer satisfaction with a cost-effective price. The role of lean and agile manufacturing is vital to maintain the optimum work in process inventory in the production flow. In the present work, the concept of lean and agile manufacturing is applied in the boiler component fabrication work, where the aim is to determine the factors affecting the Work-In-Process (WIP) inventory levels to meet the required demand for each product. The decision variables are identified and their effects are analysed. The analysis is focused on root cause of the problem, fundamental problems associated with the systems, implementation of Kanban, inventory cost, reorder point etc. The work provides methodologies to minimize the total WIP inventory across all elements of the boiler component.

As part of this work, a detailed analysis of the principle of the Kanban system will be conducted, which presents the features and efficiency of using the Kanban system, as well as the dynamics of changes in various companies after the introduction of the system. In work the principles of use of system, positive and negative sides are sorted. Recommendations on the adaptation of Kanban methodology for Russian enterprises are proposed.

Background The appropriate management of a fine needle aspiration (FNA) supply cart and equipment set up is essential to ensure the smooth and optimal operation of a busy FNA clinic. We applied Lean strategies such as value stream mapping (VSM), the 5S method (Sort, Set in order, Shine, Standardize, Sustain), and Kanban to remove waste and improve patient flow in an FNA clinic. Methods The workflow analysis suggested that existent problems such as suboptimal inventory management and unavailability of standard operating procedures (SOPs) caused a 10% to 85% increase in total procedure time. To improve inventory management, we created a 2-bin Kanban system. We used the "Scan to Web" app and a Google Drive form to create a cost-effective electronic inventory management system. We distributed the essential SOPs in the format of video clips using our YouTube channel and leveraged barcode technology to access the links. Results Upon completion of our process improvement project, we succeeded to eliminate the stock-out events and maintain a process cycle efficiency of 87%. The 5S audit checklist result increased from 6% to 100% implementation, which is consistent with focused improvement. The developed inventory system enabled us to track the supply usage, forecast demands, and improve the accuracy of orders. Conclusions Lean methods such as VSM, 5S, and Kanban combined with open source technologies can be implemented to ensure material availability, track inventory, and provide immediate access to SOPs on demand. The developed system also led to increased efficiency and improved flow, as well as responsiveness to changes in demand.

Industry 4.0 technologies have attempted to transform current industrial settings to a level that we have never seen before. While at the same time, prevailing applications of Lean tools and techniques over the last 20 years have already dramatically reduced wastes ranging from shop floor production to cross-functional enterprise processes. This paper aims to provide a comprehensive review and report on links between Lean tools and Industry 4.0 technologies, and on how simultaneous implementation of these two paradigms affects the operational performance of factories. The existing and potential enhancements of Lean practices enabled by Industry 4.0 technologies such as wireless networks, big data, cloud computing, and virtual reality (VR) will also be explored. A cloud-based Kanban decision support system is also presented as a real-world demonstrator for integration of an Industry 4.0 technology (cloud computing) and a major Lean tool (Kanban).

Purpose: The study has aimed to identify the effect of lean practices on the operational performance of manufacturing firms of Pakistan. Design/Methodology: Using positivistic deductive approach, the study has collected 211 responses from the supply chain professionals of manufacturing firms of Karachi, Pakistan using purposive sampling technique. PLS-SEM has been employed for data analysis using SmartPLS version 3.2.8. Findings: The study has manifested that lean practices can enable manufacturing firms of Pakistan to improve their operational performance. Implications: Kanban is one of the most effective and tested methods to do this. Kanban is a mechanism that controls the flow of products within a supply chain by using visual signals (cards). There is a Kanban card attached to each object, container, crate, or pallet. The Kanban card details the products and amounts to purchase, so the factory floor may request the right parts. Workers take the card and give it to the department of sales. Originality: The study has not been employed in the Pakistan context while due to lack of lean application in the industrial sector of Pakistan; the implications may encourage organizations towards lean practices. Moreover, lean practices can enable large-scale manufacturing firms to improve their performance in the current downturn.

Unnecessary inventory is both wasteful and a safety risk. The Cambridge Centre for Advanced Research and Education in Singapore reviewed its flammable materials inventory, eliminated the unused excess inventory, and, to maintain the reduction and prevent a reaccumulation of unnecessary inventory, put into place a Kanban system. The efficacy of this method is documented as well as lessons learned from both the problems caused by excess unused inventory and the reasons that lead to the accumulation in the first place.

Lean Manufacturing is a philosophy of continuous improvement to eliminate waste. This paper is the result of a case study conducted in south India's textile industry. Although the concept of lean manufacturing has shown good results in continuous process industry, compared with discrete manufacturing industry it has not been extensively utilized. Process industry and particularly textile industry has highly inflexible automatic machinery with high volume/low product variety. This complexity of the textile industry renders the introduction of lean manufacturing strategies a challenge; hence, it has been taken up as a challenge to introduce lean techniques in a textile market. To enhance the processes we chose a mix of meaning stream mapping (VSM), 5S, kanban, kaizen, poka-yoke, and visual controls. Potential levels of accomplishment prior to and after lean adoption were demonstrated using radar diagrams. The findings of this study show that a thorough analysis of the operation, set-up and changeover time (CO), the use of color coding for volume-mix recognition, the use of kaizen and the consistency circles that inspire the workers are some of the different keys to an effective lean implementation in a textile industry.

As we might know that work and safety has become one of lean foundation that mentioned in lean house along with heijunka, kanban, seiryunka, stabilization, JIT, kaizen and jidoka. Safety is number one or as priority is reflected in Anzen Daiichi which includes the establishment of a Health and Safety Committee. One of the fields of study studied in occupational safety is how to make anticipation when a fire emergency occurs. In addition to fire suppression so that it does not spread, the most important thing is to save the workforce in the building or around the fire. It is also mentioned in the Indonesian Minister of Public Works Decree “KEPMEN No.10 / KPTS / 2000”,” PERMEN No.26 / PRT / M / 2008”, concerning about Technical Requirements of Fire Protection Systems in Buildings and the Environment. This study will focus on the feasibility of emergency exit facilities at labour-intensive companies with a workforce of more than 15,000 employees. An evaluation of the adequacy of the facility will also provide an overview of how well the layout design is done in anticipation of an emergency. Comparison of theoretical emergency exit needed with actual exist in factory would be used as reference to improve leadership knowledge and could be used to strengthen analysis of emergency plan at the audit tools from customer. Theoretical calculation result of Emergency Exit required in PT. PIN is very sufficient when compared to the existing rules.

In this paper, an attempt is made to evaluate the continuous improvement techniques using hybrid MCDM techniques under fuzzy environment. The objective of the paper is to demonstrate the selection of best continuous improvement technique using Fuzzy Analytic Hierarchy Process (Fuzzy-AHP) and VIKOR. Lean Continuous, 5S, Kaizen, Poka-Yoke, Jidoka (Automation), and Kanban (Pull System) are considered as six alternative continuous improvement techniques. Number of Defects, Level of waste elimination, Cost, effective use of resources, Lead time between order and product delivery, and Quality of product are considered as six main evaluation criteria. Under each main criterion, two sub criteria are considered. The weights of priority of main criteria as well as the sub-criteria are computed using Fuzzy-AHP whereas the evaluation ratings/ weights of priority of alternatives with respect to each sub criteria are determined using Fuzzy-VIKOR. Finally, by using the weights of priority of main criteria and the alternatives’ evaluation ratings, the overall priority weights of alternatives are determined. Based on these overall priority weights, the alternatives are ranked. From the findings of the research, it is concluded that the results are more practical and realistic.

Fish being a perishable material inclined to denaturation obliges extreme care methodically from the time of harvest till processing. Actions such as inappropriate handling trailed by growing food borne diseases have been the most common causes of food contamination. Escalating global consumer demands for higher quality has stood as a serious threat to the rising Surimi export market in the country, demanding a revamp of the quality essentials of the supplied raw material. Surimi produced from raw materials of inferior quality can lead to a multitude of consequences, the grander being the recall of the entire lot produced from the market triggering huge expenses for the producing industry. Although such events are highly undesirable, there has been a sheer need to decrease the likelihood of such mishaps. Applying traceability along the supply chain not only confirms a possible solution for the problem but also introduces a quality outlook in the Indian Surimi supply chain. A precise technique of improvising the current system would be through information technology (IT) investment for restructuring the Indian Surimi supply chain to global standards and refining quality. This study analyses the supply side of the Indian Surimi supply chain using Value stream mapping (VSM) as a tool tracked by the use of Kanban’s to increase visibility for enhancement of quality and customer satisfaction.

The most important goal of a manufacturing company is fulfilling all needs of its customers, which is only possible if an adequate quantity of finished products is available at all times. However, from the company’s perspective, having a huge stock does not mean an optimal solution, for it comes with a lot of expenses. The kanban system helps in the continuous improvement of the production system, namely in a way, that by its application we can prevent the overproduction and the supply shortages as well, while we can reduce the unnecessary in-process stocks. In order to control our production using kanban, we need to know how it works down to the smallest detail.

Egy termelővállalat legfontosabb célja a vevő minden igényének a kiszolgálása, ami akkor lehetséges, ha folyamatosan rendelkezésre áll megfelelő mennyiségű késztermék. A kanban rendszer segít a termelési rendszer folyamatos fejlesztésében, mégpedig oly módon, hogy alkalmazásával megakadályozhatjuk a túltermelést és a készlethiányt egyaránt, miközben a szükségtelen folyamatközi készleteket is csökkenthetjük. Ahhoz, hogy termelésünket a kanban rendszer használatával vezérelni tudjuk, a legapróbb részletekig ismernünk kell a gyártási folyamatainkat, hogy pontosan meg tudjuk határozni a kanban kártyák számát, melyek a rendszer alapját képezik. A kalkuláció után is érdemes szemmel tartanunk a rendszerünket, hiszen stabil működés esetén a kártyák számának csökkentésével könnyedén fejleszthetjük azt.

The Agile methodology, who knew a significant increase in influence and use by the IT development industry in the past two decades, is based on various newer or older methods. This paper will identify and describe the most popular and used methods belonging to Agile methodology based on published surveys by VersionOne in the last three years. During methods presentation, the main elements that make these methods so successful will be highlighted. The approach proposed is to identify these distinctive elements of each popular method and not to compare these key elements but rather to point out their complementary capabilities. This is a pre-requisite for a future study to propose a new Agile method based on these key elements.

To survive in a competitive environment, enterprises need to improve their business processes, prosper, make changes and be open to new opportunities. One way to make a business more competitive is to use logistics technologies. By applying and using logistics technologies, the enterprise manages to improve the quality of products, processes and applies a harmonious course of business activities. The main aim of the paper is to introduce selected logistics technologies based on the knowledge base, which consisted of studying domestic and foreign literature and through the survey to find out their application and usage in the Slovak enterprises. In processing and comparing in the theoretical part of the paper, a literature search, analysis and synthesis, induction and deduction, comparison and scientific abstraction are used. In Results, sorting method, elimination method and graphical method are used. The object of the research, which was carried out by a questionnaire survey, were small, medium-sized and large enterprises operating in the Slovak Republic. From selected logistics technologies, respondents use Just in Time more than Kanban. Their use is mainly in large and medium-sized enterprises of a production nature.

Most public health sectors in many countries were heavily burdened both financially and operationally as a result of the pandemic's new changes. Organizations have been pushed to develop innovative solutions to balance expenses and revenues through value-for-money initiatives as a result of erratic economic conditions. Purchasing and supply distribution to the point of care account for approximately 30–40% of the hospital's operating budget. The demand-based ordering system, also known as the par system, has inherently resulted in increased waste due to obvious estimations for the quantity of items. Increased waste and costs have become a widespread issue in the healthcare supply chain, which was identified as a priority for improvement. The project is aimed to reduce the costs by 50% by implementing the Kanban system in the unit storeroom of medical units within three months. The IHI Model of Improvement was undertaken to go through the implementation of the project. Several quality improvement tools were used to test different ideas of change and measurement of improvements were also made. Following the adoption of the modified Kanban System, the costs of consumable item supply decreased by 69% from 16,000 QAR to 5,000 QAR. The percentage of wastes has reduced significantly to 0% while limiting the percentage of out stocking to a median of 1%. Kanban as a lean method, reduces wastes by controlling the flow of consumables within a supply chain. Eliminating or reducing waste is a cornerstone of lean management. The project’s new evidence demonstrated significant and sustainable cost saving strategy by reducing waste and pre-quantifying items based on their usage and flow. The Kanban system ultimately improved nurses’ productivity, streamlined the unit’s stock supply, promoted value improvement, and helped increased end-user satisfaction.

This paper proposes a Lean Green model for increasing profitability in small and medium-sized businesses operating within the plastics sector. This model will use the 5S methodology, KanBan for inventory control and TPM to standardize new corrective and preventive maintenance processes. As an added contribution, a Circular Economy process will be included to reuse products, thus reducing consumption and generating less solid waste. In this way, companies will not only prevent damaging the environment but will also guarantee their compliance with regulatory standards. As a result, an 11% reduction was observed in the acquisition of supplies and spare parts for machine maintenance along with a 4% reduction in the number of machine breakdowns.

The paper is proposing a solution by retrofitting existing machines and integrating individual process equipment to form autonomous flexible subassemblies that share a material-handling system and the same communication network. Socket communication is a technology developed on TCP/IP protocols; and it is used throughout this research study for data and information exchange. The communication part is programmed in C#. The paper demonstrates the use of XML messages for all subassemblies to share information and to exchange the product and production information with the factory database. All subassemblies have logics to verify raw material inputs with online accessible product recipes, broadcasted from the central MES, and to reconfigure proper machine settings accordingly. The communication also makes possible use of real-time Lean Kanban to identify a status of works. Kanban mechanism provides flexibility to the autonomous process; it allocates the works to an available subassembly. Data visualization is also exploited in the paper for production technicians to monitor whole subassembly performance, with regard to the availability of information stored in database.

Lean manufacturing is one of the most widely used tools in the contemporary manufacturing industry to improve the business performance via achieving higher efficiencies at reduced cost structures. However, the apparel industry has not yet been able to realize the full potential benefit scheme of this change initiative. Thus, this research is formulated to identify key barriers faced by the apparel industry which hinder the utilization of the full spectrum of lean benefits. A comprehensive literature review was conducted along with the feedback from the industry professionals to identify key barriers of lean implementation which were categorized under six lean tools. A pilot study was conducted targeting lean practitioners and identified three lean tools (TPM, 5-S and Kanban) as the most decisive tools for further investigations. A detailed survey questionnaire formulated on those prioritized lean tools was distributed to lean practitioners (executives and managers) in lean implemented Sri Lankan apparel factories. Quantitative feedback was obtained using ‘1-5 Likert Scale’ and prioritized using ‘Relative Importance Index’ to identify the most critical barriers pertaining to the feasibility of lean implementation and continuation. A comprehensive list of recommendations was developed using the findings of the literature and the qualitative feedback from the survey.

Pull system and Kanban are effective lean manufacturing tools. Though many companies in various manufacturing fields have successfully implemented pull manufacturing using Kanban systems, such studies in apparel manufacturing are rarely found. Kanban system was implemented in an apparel manufacturing company, which had implemented some of the lean manufacturing tools. The apparel manufacturing line was identified in four different sub sections and separate Kanbans were used in each sub section. The system was evaluated using two parameters: the number of Kanban cards in each point; the production output. Correct number of Kanban cards were found at all the time of the monitoring period of two weeks-the production efficiency has increased by 22%.

The mathematical programming model, upon which the frequency model is based, and some computational experiences are also presented. The mathematical programming model, upon which the frequency model is based, and some computational experiences are also presented. The goal of this project was to provide new, state of the art tools to support logistic network activities and to enhance the productivity of logistics employees by providing them with an integrated set of tools running under a common operating system on a common hardware platform. To a certain extent the workbench can be considered like a host available under your office desk. In addition to the use of the workbench environment as a means for integrating different information and providing an easy to use tool to manage the information obtained, specific logistic modules have been prototyped. The modules developed so far cover the areas of Network simulation, Kanban Engineering, Network monitoring and Inventory profile analysis.

The evolution of ITmarket brings uscomplex technologies which can go beyond theprocessingpower of the human brain. Daily processes and business activities were modified, some of them being completely removed from the industry, so the society had to accept the changes and to adapt to the new values and principles.Every person must develop new skills, trying to find better ways of doing the day by day work. The aim of this paper is to present “Agile” as an innovative way of thinking in a challenging world, beside all the principles and practices that define it. In this study, the most important agile methods and methodologies (Scrum and Kan-ban) will be presented, discovering similarities, differences, but more important how they can work together.

The article is aimed at exploring the prospects of applying the foreign experience of Kanban in the management of domestic business. The study substantiates the theoretical-conceptual essence of business management using the Kanban method. The properties, principles, constituent elements and rules of the Kanban management of business activities are analyzed, emendated and structured. An analysis on the use of service classes and the information visualization tools in the Kanban business management is carried out. A classification of costs and performance indicators of business management of economic entities according to Kanban is considered. Upon the results of the study, the author’s own definition of the term Kanban is presented, and a number of positive and negative characteristics of management using this method are highlighted. The emphasis is on the feasibility of applying the Kanban method in the management of business activities of domestic economic entities of any kind. It is proposed to integrate additional indicators of determination and compliance with the deadlines of production value according to Kanban. It is specified that to manage the intellectual assets of the business, the use of the Kanban method should be combined with the values of Lean and Agile. The scientific value of the study consists in the direction of the results of the research towards solving the problem of finding concepts for the efficient business management in Ukraine, which will be able to provide flexibility and improve financial results of the business and the growth of the economy as a whole.

Ready Made Garments (RMG) industry plays an important role for the economic development of Bangladesh. This industry has promoted our country in the world through the motto ‘Made in Bangladesh'. But this sector has got a number of formidable challenges for the sustainable future growth. The phase out of export quota system has made the trading environment severely competitive. Moreover, in today's fast fashion, customer wants to get products of low cost and short lead time. To sustain in this competitive market, there is no alternative to adopt lean philosophy in every sphere of apparel industry for the sustainable development. The concept of lean is to eliminate the wastes that don't add value for the products and to reduce the lead time. This study focused on the reduction of lead time by minimizing the wastes that are responsible for longer lead time by using lean tools. Data was collected using time study method. Some data were also collected from interviewing with management. Then the current state of the value stream mapping was drawn. Wastes were identified by using value stream mapping. Pareto analysis was used to rank the wastes which were playing significant role for long lead time. Then root cause analysis was used to identify causes behind the wastes. Lean tools like Kanban, Single Minute Exchange of Die and Total Productive Maintenance were used to minimize the wastes. Then the future state of the value stream mapping was drawn that depicted the improvement. Finally, this study suggested some recommendations for minimizing wastes and making their processes more efficient and leaner. This study extracts the common scenario of the garments sector of Bangladesh by depicting the existing pictures of the value stream. It is high time apparel industry of Bangladesh fully absorbed lean philosophy and walked through the path of continuous improvement.

In competitive environment lean manufacturing is necessary in every industry. Lean production is a standard manufacturing mode of the 21st century All the manufacturing industries have put a continuous efforts for its survival in these current world. In order to handle the critical situations manufacturers are trying to implement new and innovative techniques in their manufacturing process. Later on lean was formulated and developed as the solution to the fluctuating and competitive business environment. Due to rapid change in business environment the manufacturing organization are forced to face challenges and complexities in the competition. The concept of lean manufacturing was developed for maximize the resource utilization and minimize the wastes. The main focus of the lean manufacturing is to satisfy customer demands for high quality and low cost. The technique not only identifies the reasons for waste but also helps in its removal through marked principles and guidelines. Lean Manufacturing is an efficient and fast growing approach in the world of competition. Lean manufacturing utilizes a wide range of tools and techniques the choice of tools is based on the requirement. Many parameters contribute success of lean. Organizations which implemented lean manufacturing have higher level of flexibility and competitiveness. However, lean manufacturing provides an environment that is highly conducive to waste minimization. The majority of the study focuses on single aspect of lean element, only very few focuses on more than one aspect of lean elements, but for the successful implementation of lean the organization had to focuses on all the aspects such as Value Stream Mapping VSM , Cellular Manufacturing CM , U line system, Line Balancing, Inventory control, Single Minute Exchange of Dies SMED , Pull System, Kanban, Production Leveling etc., G. K. Kiran Kumar "Understanding the Need of Implementation of Lean Techniques in Manufacturing Industries: A Review " Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-3 | Issue-3 , April 2019, URL: https://www.ijtsrd.com/papers/ijtsrd23194.pdf

PurposeThe purpose of this paper is to empirically examine lean manufacturing (LM) practices and to quantify their impact on business performance (BP), with particular emphasis on the mediating role of operational performance (OP) in deriving the BP benefits commonly linked with LM. It also seeks to identify those lean practices most appropriate for application.Design/methodology/approachEmpirical data on LM practices were collected using a structured survey questionnaire. The sampling frame was Jordanian companies registered and listed by the Amman Chamber of Commerce. In total, 500 questionnaires were distributed among 300 companies and a total of 249 completed questionnaires were eligible for statistical processing, a response rate of 49.8 percent. Invalid questionnaires were eliminated, leaving 228 usable. The theoretical relations were tested by structural equation modeling.FindingsAlthough the results of the statistical analysis indicate a positive and significant impact of implementing LM practices on both OP and BP, they also show that the various LM practices did not receive equal recognition among the organizations surveyed. The most commonly adopted lean principles were found to be total preventive maintenance, statistical process control and housekeeping 5S.Research limitations/implicationsOther lean practices have not been considered as a dimension in this study. However, it opens new avenues of investigation relevant to lean practices.Practical implicationsThe most significant implication of the study is that managers in manufacturing firms should place more emphasis on LM practices when developing strategies for leveraging performance. The study shows that the LM approach contributes to BP when LM practices are simultaneously implemented.Originality/valueThe originality of this study lies in the new context in which it was conducted. The study adds value by investigating the implementation of LM practices which have been transferred from developed to developing countries and by empirically examining their impact on key performance indicators within the Jordanian manufacturing sector.

The production of customized products in small batch sizes represents a major challenge for the industry. Especially the assembly environment is affected due to less possibilities for economical automation, thus manual assembly remains an important part of production. Assistive systems for manual assembly aim at minimizing the challenges associated with a customer driven production. These systems support human workers by providing manufacturing information, highlighting material boxes or identifying assembly errors. To do so assistive systems need to be user-centered and allow a flexible adaption to new products or assembly processes. With our approach, we present a concept that uses RFID technology and sensory input to enable an intelligent material supply system. This enables an automatic identification and data capture (AIDC) for assistive systems. Existing materials at the working station, including position and numerical quantity can be recognized and matched with the production order. Advantages and potential outcomes for assistive systems, like autonomous pull request for material (Kanban), are discussed in this paper. Furthermore, we describe the structure and implementation of our concept using the example of the manual working station of SmartFactoryKL. The development of the system, the achieved improvements as well as identified challenges for assistive systems will be presented. The prospects for further developments and their potential will be discussed.

In the globalization economic development, most of industries have been developing strategies to improve efficiency in their production processes. Meanwhile, chili pepper supply chain is still not aware about efficiency and effectiveness in its management. Most actors in chili pepper supply chain face several obstacles, i.e. losses, waste products, and inefficiency in delivery time. This research is focused on the development of chili pepper supply chain performance using Value Stream Mapping (VSM) analysis and aims to create a new key system to develop efficiency and effectiveness. VSM is used as an instrument to enhance comparative advantage in wildly industries. VSM in chili pepper involves operation system such as 6S, Volkswagen production system, visual workplace, quick changeover system, and Hiejunka Kanban system. Those techniques are applied to reduce waste in chili pepper supply chain. The research result shows that chilli pepper supply chain should explore the implementation of VSM.

Agile project management has been widely applied, especially in software development projects, but there are still very few implementations in IT Infrastructure projects. This study aims to improve knowledge about the implementation of agile project management on IT Infrastructure. This paper uses case studies and Design Science Research Methodology on a pharmaceutical company that transforms the IT network infrastructure for branch offices from conventional WAN topology to SD-WAN topology, managed by agile project management Lean and Kanban. As a contribution, this study proposes a project management model for IT Infrastructure agile adoption inspired by Kanban and Lean agile project management frameworks for implementing network transformation.

Over the years, the textile industry has become increasingly important, both domestically and internationally, owing to its great contribution to the economy. Therefore, with prior planning of resources and times, companies now need to increase each of their processes' efficiency to achieve the maximum potential in the shortest period of time. Based on this, order processing times become more relevant because they are critical for fulfilling this objective. Companies want to prevent cost overruns and sanctions. Therefore, they seek to implement improvements that may provide greater sustainability and reliability to both their production processes and end customers. For these reasons, this study proposes the application of Lean tools such as SMED, Kanban, 5S, and standardization based on the Deming Continuous Improvement approach. The main objective is to increase On Time In Full (OTIF) service levels from 56% to 63% by increasing the number of orders delivered on time. The case study is conducted in a fishing net textile company. This study is motivated by the lack of in-depth studies executed in this significant subsector, which exhibits a great development potential.

Energy PEC Enterprise provides enterprises with the function of energy visualization Kanban. Users can customize their energy-using devices by checking the box on the home page, and see the changes of energy consumption of the devices in real time, so as to achieve the overall energy-using macro data management of Zhen ding Technology.

The contribution of the metalworking sector to the gross domestic product is decreased by 8.6% in the 2017–2018 period because of problems such as high rejection rates, lead times, and raw material losses. Consequently, the sector’s production was reduced by PEN 1,200,000 while demand remained flat. Thus, this article proposes a production control model using 5S, Single-Minute Exchange of Dies, and tools such as Kanban and Constant Work-in-Progress (CONWIP) to increase the productivity of a sand casting line in a Peruvian metalworking enterprise that manufactures parts for mining on request. The improvement proposal involves the implementation of lean manufacturing tools and analyzes low productivity effects. The problems identified are typical of the Peruvian metalworking sector; thus, this study may contribute to finding possible solutions for issues faced by other enterprises.