“quantitative Analysis For Australians: Algorithm-driven Profit Strategies”

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“quantitative Analysis For Australians: Algorithm-driven Profit Strategies”

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By Ana Cornelia Gavriluţă Ana Cornelia Gavriluţă Scilit Preprints.org Google Scholar, Eduard Laurenţiu Niţu Eduard Laurenţiu Niţu Scilit Preprints.org Google Scholar * and Constantin Alin Gavriluţă Constantin Alin Gavriluţă Scilit Preprints.org Google Scholar

Received Date: March 16, 2021 / Revised Date: April 1, 2021 / Accepted Date: April 5, 2021 / Published Date: April 6, 2021

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Lean manufacturing includes a range of methods for analyzing and continuously improving the functionality of manufacturing systems. Studies presented in the literature highlight the fact that the methods themselves are in a process of continuous improvement as tools, used in different ways in different production systems. This paper proposes an algorithm that facilitates the selection of performance evaluation methods, as well as the selection of improvements that need to be implemented for efficient analysis and continuous improvement of manufacturing system performance. In addition to this, for work observation and 5S methodology, a diagrammatic process was proposed and specific tools were developed (questionnaires, forms, etc.) aimed at facilitating the implementation and focusing (guiding) the user in the direction of improving the analysis. process. The algorithms, techniques and tools developed in this study are used in a case study carried out in a “plastic injection” production system. As a result, the operation of the production system has received a series of important improvements, including reduction of production area, shortening of cycle time, reduction of number of operators, stabilization, standardization and safety of workflow. All of this resulted in improvements in several key performance indicators (KPIs) of the production system. An analysis of the investment and benefits achieved in the restructuring of the production system showed a payback of approximately 1 month, demonstrating the efficiency of using this form of lean manufacturing methodology.

In a constantly changing and exponentially competitive economic environment, attention to product and innovation program development has become an essential part of manufacturing low-cost, high-quality products [1]. The search for a prudent global strategy to meet new challenges is not only due to intense global competition but also due to the constant evolution of customer needs [2]. Emerging as an evolution of the manufacturing concept, lean manufacturing methods are perfectly relevant to the way businesses develop in the 21st century [3], a way of thinking, a way of adapting to change, reducing waste, and continuously improving. Lean manufacturing methods enable companies to be competitive by increasing productivity [4] and eliminating non-value-added activities, reducing product manufacturing costs [5].

Implementing lean manufacturing in a manufacturing system involves changes in operator management and layout design. According to [6], lean manufacturing is a method for the analysis, management and continuous improvement of manufacturing systems. Kumar et al. [7] states that the main objectives of these methods include reducing waste, inventory, manpower, product manufacturing duration and production area to meet customer demand and produce products of required quality in an economical and efficient manner as much as possible. In other words, companies managed according to lean manufacturing principles are characterized by streamlining processes, reducing inventories of raw materials and finished products, and improving the quality of finished products [8].

Over time, there has been a large body of research analyzing specific literature published, how lean manufacturing methods have been implemented and their effects in companies. Tortorella et al. [9] analyzed 19 frequently cited representative papers on lean manufacturing and concluded that the most investigated issues were standardized work (87% of articles) and workplace organization (73% of articles). In the same study, the authors highlight the most important aspects that successful companies must consider. These include seeking worker health and safety, ergonomic standards for workstation design, workstation fit for workers, and predicting and reducing the risk of accidents.

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Chen Bingguo et al. [10] conducted a research on the effect of lean manufacturing implementation by interviewing 360 enterprises in China. This study draws the following main conclusions: the implementation of lean manufacturing has a positive impact on green practices, this effect is due to the intentional reduction of the environmental impact of the method, and lean manufacturing encourages the participation of employees and contributes to green practices contribute. shape their behavior and attitudes.

Some of the elements discussed by the researchers and company managers were then implemented in the production process to increase the productivity and product quality of the manufacturing system and reduce the duration of customer orders and production costs. Azemi et al. [11] Conducted a study on lean manufacturing to prepare a company in Kosovo towards Industry 4.0 concepts. After research, it was concluded that the most commonly used methods and tools for lean manufacturing are Value Stream Mapping, Kaizen, Kanban System, 5S, Six Sigma, and Standardized Work.

According to a study [12] of 20 manufacturing companies implementing lean manufacturing, it was concluded that more than half of the companies implemented 5S (15), Kaizen (10), standardized work (7), value stream mapping (VSM) (6), Error Proofing (3) and Kanban (2).

Lean manufacturing is closely related to automobile manufacturers, but it has been adopted in most industrial companies [13], electronics industry [14], wiring production [15], cosmetics, aluminum, thermoplastics industry [16], construction [16] around the world. ] spread rapidly. 17], furniture [18, 19] and plastics industry [20, 21]. The implementation of lean manufacturing methods depends on the size of the enterprise, the nature of the industry, and the level of technological development of the country. Most industries tend to implement 5S and other visual management tools, value stream mapping for waste identification, and design processes for better processes [22], while Australian companies do not use Kaizen and Kanban. According to Rosling [23], it can be easily said that lean manufacturing can be easily implemented anytime and anywhere, regardless of the industry. In fact, transitioning to a lean manufacturing company is a thorough process, not an easy one. Lean manufacturing requires a holistic approach to change.

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In order to start the process of transforming into a lean enterprise, significant organizational changes must occur within the organization [24]. The main shifts that a business must go through in the transformation process are:

Transform operations, coordination and control through teamwork building, cross-functional flow, networking with suppliers and customers, information transparency, participatory management and rewarding teamwork;

Change human values ​​and behaviors through teamwork, open communication and information sharing, a culture of continuous improvement, knowledge learning and sharing;

The challenge of transforming into a lean manufacturing enterprise is because lean manufacturing requires changes in structure, system, process and employee behavior. The main barriers that may arise in the implementation of lean manufacturing in manufacturing SMEs are [26, 27]: lack of support from top management, financial and resource constraints, organizational culture, and lack of employee skills and skills. expertise. To these barriers, Kleszcz [28] added the lack of standardization of the lean implementation process, the implementation of lean tools without implementing changes in the area of ​​employee relations, the lack of understanding, and the incomprehensible instrumentation.

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Although the people involved in the improvement process are at the heart of lean manufacturing [29], Brito [30] emphasized that many failed attempts to implement lean manufacturing were due to the emphasis on lean techniques and methods without considering the importance of human resources [31].

At present, the main problems faced by enterprises, especially those in the plastics industry, are low utilization efficiency of human resources, low flexibility, long product manufacturing cycle and serious waste. implement

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