Paste your text inBottlenecks management
Utilize principles of TOC (Theory of Constraints). In field of mass production is this method crucial. Removing bottlenecks and consequent increase in the flow line is the main objective of bottlenecks management. The traditional idea of the full utilization of all resources is not productive in this case. It is necessary to identify with the fact that the machines, which are bottleneck, must be the most utilized of capacity, and other devices must adapt production to the needs of bottlenecks, they cannot work otherwise. It is evident division of the production facilities, which are bottleneck facilities and are not bottleneck. The aims of TOC are maximizing flow, minimizing stocks and minimizing operating costs. These objectives can be achieved by cycles of activities: 1 Identify bottleneck, 2 maximum utilize of bottleneck, 3 Customize the whole performance by bottleneck, 4 remove the current bottleneck, 5 back to point # 1. In accordance with the management of bottlenecks, it is necessary to invest resources to remove the bottleneck. Less useful method for application to mass production. In the next part of this article, we will deal with methods, which have not been used often.
KANBAN
Apply pull approach to managing the material flow. Its application is less applicable in companies dealing with mass production. The main reason is the gradual entry of work orders away from the final operation. Mass production is characterized by the production lines that are already configured for optimum run, it is not necessary to control the flow through the KANBAN. Push management system in this case is preferable especially in situations where it is necessary to use higher among stocks. It is mainly a single piece flow in KANBAN system, which limits the utilization of the method in mass production (3).
Production cells
Material flow of production cells has a characteristic shape as a letter U or C. The requirements for successful application production cells are one-piece flow, and variation of production, and multi-machine handling. The conditions of mass production are not adapted for the application of this method, similar to the method of KANBAN. Selection of conditions for application of production cells which are not in mass production: one-piece flow, variant production small production cells with shape as a letter U or C.
SMED
The method of rapid changeover is in limit of applicability for mass production. Use of this method is of course possible, however it is necessary to compare the costs to implement of this method with saved resources. Among these costs, include preparation for production changes and training of personnel. Characteristic just for mass production, changeover will not be used. In the field of mass production would be possible to apply the 14 method in the first and second step. In Figure 3 shows the running applications SMED
Method
The length of the rectangle represents the duration of the activity.
First Step: Separate the work to be performed during switched off devices ‘ internal activity from work that can be done on the fly – external activities.
Second Step: Move most of the internal activities to external activities.
Third Step: Reducing internal and external time, through changes in production.
Figure 3 shows course of application of SMED method. Length of the rectangle shows the
duration of the activity.
EPE
Application of the method EPE is closely related to production of multiple products. The primary purpose of this method is the production schedule so that each product was produced in each day, which should result in increased flexibility to customer requirements. Production of each piece every day is closely tied to the SMED method, without which the rapid change during the day was not effective. Since flexibility and mass production are far from each other is not appropriate to use this method in the main production process. Labeling the amount of products produced in mass production is mainly provided by the prediction of demand. The company learns to predict accurate demand for its
goods so it learns to save on its costs. The forecasting method is therefore a key to saving costs in mass production.
VSM
The VSM method belongs to the first ones that are applied in the concept of lean production. It is possible to reveal areas in which we have to start improvements through VSM. However, if production does not change as it is in mass production using this method is not necessary. However, it must be guaranteed condition of good design of production. This procedure replaced VSM in mass production. Utilize these method is not excluded since can help especially with standardized processes and detect mistakes in the implementation of primary production, which has been revealed in the project documentation and simulation of production. O4. Suggest effective measures for LMS implementation.
Literature Review
The basic ideas behind the lean manufacturing system, which have been practiced for many years in Japan, are waste elimination, cost reduction, an employee empowerment. The term ‘lean’ as Womack and his colleagues define it denotes a system that utilizes less, in term of all inputs, to create the same outputs as those created by a traditional mass production system, while contributing increased varieties for the end customer. Lean Manufacturing started as the Toyota Production System (TPS), developed by the Toyoda (now Toyota) Motor Car Company. In time to follow, Toyoda (now Toyota) began production of engines, small delivery vehicles, trucks, and cars. Jim Womack, Daniel Jones and Daniel Roos (1991) define Lean manufacturing as the systematic elimination of waste. Hayes and Pisano (1994) highlight that Lean uses less, or the minimum, of everything required to produce a product or perform a service. Womack and Jones (1994) elaborate that Lean manufacturing requires that not only should technical questions be fully understood, but existing relationships between manufacturing and the other areas of the firm should also be examined in depth, as should other factors external to the firm. Dankbaar (1997) reiterates that Lean Manufacturing will be the standard manufacturing mode in the 21st century. Shah and Ward Y”netim ve Ekonomi 19/2 (2012) 289-299291(2003) mention that Lean manufacturing has become an integrated system composed of highly inter-related elements and a wide variety of management practices, including Just-in-Time (JIT), quality systems, work teams, cellular manufacturing etc. Bhasin & Burcher (2006) remark that Lean is not only tools and techniques, but it should be viewed as a philosophy. It is a 'way of thinking' and not a mechanism to action these thoughts. Wilson (2010) states that Lean system strives to make one piece at a time, this is true one piece flow. Last few years had seen plenty of researches into the area of manufacturing improvement such as lean manufacturing, total quality management, total productive maintenance and their application within various manufacturing companies such as automotives, electronics, plastics components and etc. Majority of research studies have shown lean manufacturing as the best manufacturing system in the 21st century. Gaps in the Literature Review
Following gaps are identified from the structured review of literature:
Gap 1: Lean Manufacturing Practices in Gear Industries is not fully
explored and not much has been done in Indian context.
Gap 2: Very little literature is available on Lean Manufacturing Practice in Gear Industries.
Gap 3: The organizations are not able to reap out the benefits of Lean
Manufacturing Practices due to lack of planning and proper awareness which has been revealed in the project documentation and simulation of production.
Conclusion
Mass production is mainly characterized by its production to the warehouse. It is focused on an anonymous customer. It is utilized in the production of large quantities. Its project part is much more important than in other types of production. Production lines are built for order. The production is limited by similarity of technological processes. That is why it is so important to well design the production lines at the beginning in corporations dealing with mass production. Methods of lean concept support this type of production, with the exception of management bottlenecks. However, despite of the supportive character of these methods businesses dared to go in that direction. The stocks have the biggest impact on reducing the costs in mass production. The most important part of the production is the prediction of demand. In this case, mass production can save relatively higher costs compared to applying lean methods. However, the small improvement may prove after years as a significant cost savings.
here…