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Minimum Time for Material and Information Flows Analysis at a Forklift Truck Remanufacturer
Linköpings universitet, Institutionen för ekonomisk och industriell utveckling, Industriell Produktion. Linköpings universitet, Tekniska fakulteten.
Linköpings universitet, Institutionen för ekonomisk och industriell utveckling, Industriell Produktion. Linköpings universitet, Tekniska fakulteten.ORCID-id: 0000-0003-2552-3636
2014 (engelsk)Inngår i: Proceedings of Sixth Swedish Production Symposium (SPS14), 2014Konferansepaper, Publicerat paper (Annet vitenskapelig)
Abstract [en]

Material and information flows are often complex at remanufacturing companies. Minimum time for Material and Information Flows Analysis (MiniMifa) is a data collection workshop in which material and information flows’ challenges and improvement opportunities are investigated. By carrying the idea of Value Stream Mapping (VSM), MiniMifa turns to an act of cartography of industrial processes. After the workshop, companies have a holistic view of their processes, the current “pains” - challenges, and possible “painkillers” – improvement ideas, including lean-inspired solutions.

This paper demonstrates a pilot MiniMifa at a forklift truck remanufacturer where a potential improvement in e.g. lead time reduction by 93% was discovered.

sted, utgiver, år, opplag, sider
2014.
Emneord [en]
Remanufacturing, Lean, Material and Information Flows, Data collection workshop, Process map
HSV kategori
Identifikatorer
URN: urn:nbn:se:liu:diva-118270OAI: oai:DiVA.org:liu-118270DiVA, id: diva2:813692
Konferanse
Sixth Swedish Production Symposium (SPS14), September 16-18, 2014, Gothenburg, Sweden
Tilgjengelig fra: 2015-05-25 Laget: 2015-05-25 Sist oppdatert: 2018-05-17bibliografisk kontrollert
Inngår i avhandling
1. Toward Lean Remanufacturing: Challenges and Improvements in Material and Information Flows
Åpne denne publikasjonen i ny fane eller vindu >>Toward Lean Remanufacturing: Challenges and Improvements in Material and Information Flows
2015 (engelsk)Licentiatavhandling, med artikler (Annet vitenskapelig)
Abstract [en]

Remanufacturing is an environmentally sound material recovery option which is essential to compete for sustainable manufacturing. The aim with remanufacturing at a majority of companies is to prolong physical product performance by delivering the same or betterthan-original product quality. In general, remanufacturing is an industrial process that brings used products back to useful life by requiring less effort than is demanded by the initial production process. Consequently, from a product life-cycle perspective, remanufacturing generates great product value.

Remanufacturers lag behind manufacturers since they often face complex and unpredictable material and information flows. Based on a review of remanufacturing research, remanufacturing challenges in material and information flows can be classified into three groups: insufficient product quality, long and unstable process lead times, and an unpredictable level of inventory. While some remanufacturing researchers state that manufacturing and remanufacturing are significantly different, they have more in common than many other processes operations. Therefore, to sustain competitive remanufacturing, companies investigate an opportunity for improvement through the employment of lean production that generates significant benefits for manufacturers.

In order to investigate the potential to address remanufacturing challenges by lean production, a Minimum time for material and information flow analysis (MiniMifa) method was developed. This method originates from the value stream mapping (VSM) method, broadly practiced to bring lean to manufacturing companies. The focus of MiniMifa was to collect empirical data on the identified groups of remanufacturing challenges from the remanufacturing perspective, and to provide a basis for the development of improvements originating from lean principles.

Lean production was selected for this research due to its system perspective on material and information flows. Among the defined lean principles in remanufacturing, a pull principle was investigated at the case companies. The suggested principle demonstrated a reduction in lead time, followed by improvements in inventory level and product quality. However, in order to become lean, remanufacturers have to overcome three levels of lean remanufacturing challenges: external and internal challenges as well as lean wastes.

Finally, this research reduces the gap between academia and industry by contributing with a possible solution to the identified remanufacturing challenges in material and information flows.

sted, utgiver, år, opplag, sider
Linköping: Linköping University Electronic Press, 2015. s. 72
Serie
Linköping Studies in Science and Technology. Thesis, ISSN 0280-7971 ; 1718
HSV kategori
Identifikatorer
urn:nbn:se:liu:diva-118280 (URN)10.3384/lic.diva-118280 (DOI)978-91-7519-045-7 (ISBN)
Presentation
2015-06-10, Industriell produktions seminarierum, A-huset, ingång 15 B, plan 3, Campus Valla, Linköpings universitet, Linköping, 10:15 (engelsk)
Opponent
Veileder
Forskningsfinansiär
Vinnova
Tilgjengelig fra: 2015-05-25 Laget: 2015-05-25 Sist oppdatert: 2019-11-18bibliografisk kontrollert
2. Lean Remanufacturing: Reducing Process Lead Time
Åpne denne publikasjonen i ny fane eller vindu >>Lean Remanufacturing: Reducing Process Lead Time
2018 (engelsk)Doktoravhandling, med artikler (Annet vitenskapelig)
Abstract [en]

Remanufacturing is a product recovery option in which used products are brought back into useful life. While the remanufacturing industry stretches from heavy machinery to automotive parts, furniture, and IT sectors, it faces challenges. A majority of these challenges originate from the remanufacturing characteristics of having little control over the core (the used product or its part), high product variation, low product volumes, and a high proportion of manual work, when compared to manufacturing. Some remanufacturing challenges appear to be process challenges that prolong process lead time, making remanufacturing process inefficient.

Lean is an improvement strategy with roots in the manufacturing industry. Lean helps to increase customer satisfaction, reduce costs, and improve company’s performance in delivery, quality, inventory, morale, safety, and other areas. Lean encompasses principles, tools and practices to deal with e.g. inefficient processes and long process lead times. Therefore, in this thesis lean has been selected as an improvement strategy to deal with long remanufacturing process lead times.

The objective of this thesis is to expand knowledge on how lean can reduce remanufacturing process lead time. This objective is approached through literature studies and a case study conducted at four remanufacturing companies. There are five challenges that contribute to long process lead time: unpredictable core quality, quantity, and timing; weak collaboration, information exchange, and miscommunication; high inventory levels; unknown number of required operations in process and process sequence; and insufficient employee skills for process and product upgrade. When analysing the case companies’ process lead times it was found that there is a need to reduce waiting times, which account for 95 to 99 per cent of process lead times at three of the four companies.

To improve remanufacturing process efficiency and reduce remanufacturing process lead time six lean practices are suggested: product families; kanban; layout for continuous flow; cross functional teams; standard operating procedures; and supplier partnerships. The suggested lean practices have a key focus on reducing waiting time since it prolongs the process lead time. This thesis contributes to lean remanufacturing research with the case study findings on lean practices to reduce remanufacturing process lead time and increase process efficiency.

sted, utgiver, år, opplag, sider
Linköping: Linköping University Electronic Press, 2018. s. 70
Serie
Linköping Studies in Science and Technology. Dissertations, ISSN 0345-7524 ; 1938
Emneord
Circular Economy, Lean Production, Toyota Production System, Value Stream Mapping, Remanufacturing Process Challenges and Improvements, Process Efficiency
HSV kategori
Identifikatorer
urn:nbn:se:liu:diva-147875 (URN)10.3384/diss.diva-147875 (DOI)9789176853030 (ISBN)
Disputas
2018-06-14, ACAS, A building, Campus Valla, Linköping, 09:15 (svensk)
Opponent
Veileder
Tilgjengelig fra: 2018-05-17 Laget: 2018-05-17 Sist oppdatert: 2019-09-30bibliografisk kontrollert

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