Search

Lean Manufacturing is a methodology that companies from different sectors have implemented for several years, which has given significant results. Although it is a methodology that has been implemented since the 70's, it is still in force despite the technological era that has been advancing in recent years. The different Industrial Revolutions have brought with them important advances in terms of technology, always seeking to make life easier for human beings. From Industry 3.0, where we begin to talk about technology and intelligent machines, it has sought to automate processes and replace handmade or manual production in companies. Therefore, one might think that just as companies must adapt to these new trends, methodologies, such as Lean Manufacturing, should also transition to automation or the use of technology for their application. If Industry 3.0 already showed important signs in the advancement of technology, with Industry 4.0 it was confirmed that this technology would be present in our daily lives and in the processes of companies. In fact, in developed countries such as Japan and Germany there is already widespread talk of Industry 5.0, an industry that seeks to return to the human being as an important part of industrial processes, which in Industries 3.0 and 4.0 had passed into the background to give way and greater importance to the use of technology. With the new industrial revolution (5.0) there is even talk of new technologies and tools for improving the production processes of companies. Companies seeking to adapt to the use of technology and seek to continue competing in the market and even seek a better position against the competition must make strong capital investments to acquire the technology necessary for their processes. And those decision-makers need to have a very broad picture and make sure that those investments work and have the expected results. One of the important tools in Industry 5.0 that can help in decision making is simulation. The simulation helps in visualizing how a process works without the need for it to be already implemented in a real way, that is, adjustments and improvements can be made without these implying a change or an investment in the real process. Therefore, we can have data that approximates the data that can throw us a process that is already working physically. If you are looking to analyze data from a process that is already physically implemented, simulation helps determine which part of the process requires improvement or change. [ABSTRACT FROM AUTHOR]

Lean manufacturing emerged as an evolution to traditional production management systems amid the crisis that plagued Japan and then required Japanese companies to dry up their spending and optimize their costs. An initial tool for deploying lean manufacturing in any enterprise is value stream mapping. Based on the great importance and applicability of lean manufacturing with the help of mapping the flow of value in industrial environments, the question of research has arisen: can the application of value-flow mapping in hospitals bring positive results as it has brought to the industries? Therefore, the main objective of this research is to analyze the productive environment of a university hospital, as a case study, identify bottlenecks and waste by mapping the current value flow, and propose improvements with the help of future value stream mapping. The expected results after the proposed improvements are implemented are reduction of the total lead time (time spent in the hospital), reduction of waste, better management in sight, and greater commitment of all those involved directly and indirectly in the process. This research, in its methodology, is classified as exploratory, qualitative, and used bibliographical review and case study to validate the researched content and potentiality of application in hospital environments through a conceptual debate about the central theme. [ABSTRACT FROM AUTHOR]

The transfer of know-how between organizations very often involves the risk of information loss and/or dilution, therefore causing a decrease in expected performance at its destination compared with the source. On the one hand the more complex the transferred information or process, the higher the possibility of losses and/or misinterpretations of information. On the other hand the danger of this loss is directly proportional to the amount of tacit knowledge for the transferred object. Speaking about Lean Manufacturing (LM) transfer, which involves an immense amount of organizational culture and tacit knowledge, the risk of dilution or false interpretation of information increases exponentially. How much of the initial knowledge and know-how regarding lean manufacturing has been lost through its transfer from Toyota to the European and American organizations? What is left of the original Japanese model? This paper aims to summarize methods and strategies of the Japanese know-how transfer to other cultures, presenting case studies demonstrating that LM philosophy can be successfully applied within several types of organizations from productive organizations to services. Furthermore, it presents the results of these implementations as an answer to the question "why lean manufacturing?" [ABSTRACT FROM AUTHOR]