scholarly journals Towards Lean Teaching: Non-Value-Added Issues in Education

2020 ◽  
Vol 10 (6) ◽  
pp. 160
Author(s):  
Silvia Martínez Sanahuja
Keyword(s):  
Manufacturing Industry ◽  
Value Added ◽  
Lean Thinking ◽  
Lean Principles ◽  
Service Companies ◽  
Made In

Lean Thinking is a methodology based on improving the efficiency of productive processes by removing non-value-added issues. This methodology was firstly applied in the manufacturing industry, but it has also been applied to many service companies, bringing very good results. In the last decade, some works have tried to research the adaptation of Lean principles and practices to teaching, especially in technology and other STEAM subjects. In this sense, the aim of this work is to deepen this new trend by establishing what issues are non-value-added (waste) ones in education and classifying these kinds of waste in order to be able to analyze how to eliminate them. For this purpose, we adapt the classification made in other kinds of processes and extend other authors’ findings regarding this topic.

Lean Thinking and the Innovation Process

2020 ◽  
pp. 479-498
Author(s):  
Hilal Hurriyet ◽  
Dilupa Nakandala
Keyword(s):  
Manufacturing Industry ◽  
Innovation Process ◽  
Value Added ◽  
The Other ◽  
Lean Thinking ◽  
Repetitive Processes ◽  
Improved Performance ◽  
Innovation Processes

This chapter analyses the evolution of lean thinking and its widening applications from its origin of the manufacturing industry towards the other industries with the emphasis on how organizations could learn from lean thinking for achieving improved performance of innovation processes. Based on the degree of novelty, uncertainty and complexity associated with innovation processes, direct adoption of lean thinking for optimization is considered to be challenging. We discuss that organizations need to realize that there are opportunities for lateral learning from lean applications that have benefited systematic repetitive processes such as manufacturing by adapting to innovation processes through identification and shedding of non-value added activities. By identifying several lean innovation approaches in practice for optimizing innovation process, we stress the need and opportunity for the adaptation of lean thinking to cater the special characteristics of innovation processes.

scholarly journals Productivity improvement in a client-based service company through value stream mapping and simulation

2021 ◽  
Author(s):  
Sam Ataei
Keyword(s):  
Manufacturing Industry ◽  
Service Industry ◽  
Simulation Analysis ◽  
Value Added ◽  
Simulation Models ◽  
Value Stream Mapping ◽  
Productivity Improvement ◽  
Lean Principles ◽  
Value Stream ◽  
Analysis Of Results

For many years, productivity improvement through value stream mapping and simulation has been studied in manufacturing industry where the flow of materials is visible and the work can be standardized. In recent years, the service industry has become a new arena for lean operations. Within the service industry, client-based companies have distinct challenges in streamlining their process, as it may not be feasible to standardize the needs of different clients. This thesis focuses on a case from a client-based company in the area of graphic communications and brand point management services. The thesis examines the application of lean principles towards a set of subjective processes and provides directions for improving productivity. Some lean methods utilized in the study include creating process flows, conducting operator interviews to back-up the process flow, collecting data such as processing time and creating a detailed values stream map of the retail packaging process in order to analyze any necessary areas of improvement. Value stream mapping has been used to identify the areas where the non-value-added tasks can be reduced, and simulation models have been used to imitate and predict the company's different scenarios in dealing with bottlenecks, different kinds of wastes, and to assess potential areas for improvements. The analysis of results indicates that it is necessary to have two different streams of the processes; one for a team-based job and another one for a non-team-based job. The proper touch points from each department have been found and value-added and non-value added times have been determined in order to create the current-state. Furthermore, future-states have been created with some recommendations kept in mind to validate the time savings. The results have been verified through a simulation analysis.

Implementation of Lean Tools in an Automotive Industry for Productivity Enhancement - A Case Study

2017 ◽  
Vol 29 ◽  
pp. 175-185 ◽  
Author(s):  
S. Nallusamy ◽  
M.A. Adil Ahamed
Keyword(s):  
Automotive Industry ◽  
Manufacturing Industry ◽  
Value Added ◽  
Value Stream Mapping ◽  
Lean Principles ◽  
Value Stream ◽  
Whole Process ◽  
Lean Tools ◽  
Cycle Efficiency

Value stream mapping has the reputation of uncovering waste in manufacturing, production and business process. This helps in identifying and removing or streaming value added steps and eliminating non value added steps. In this study the process was analyzed to find an opportunity to drastically reduce the number of actions and to simplify the same. By reducing waste the proportion of value adding time increases in the whole process and the process throughput speed could also be increased. This makes the redesigned process more effective and more efficient. The reengineered process was flow charted in its future state with process steps and information flows re-engineering, simplified and economized. The current layout was analysed to identify and eliminate the non value added activities through lean tools like 5S, VSM and line balancing in a manufacturing industry. From the observed results, it was concluded that the non value added time could be reduced by about 13% while the process cycle efficiency could be increased by about 10%. Virtual simulation was conducted to verify and validate the existing situation as well as to propose the results and the effectiveness of lean principles in a systematic manner with the help of ARENA.

scholarly journals Lean Thinking in Banking Industry: Waste Identification on Credit Disbursement Process

2018 ◽  
Vol 73 ◽  
pp. 07004
Author(s):  
Rizkya Indah ◽  
Syahputri Khalida ◽  
M Sari Rahmi ◽  
Siregar Ikhsan
Keyword(s):  
Waiting Time ◽  
Manufacturing Industry ◽  
Service Industry ◽  
Banking Industry ◽  
Consumer Credit ◽  
Value Added ◽  
Lean Thinking ◽  
Effect Analysis ◽  
Industry Waste ◽  
Time Required

Waste is not only found in the manufacturing industry but also in the service industry, especially in banking industry. This paper describes a comprehensive lean approach applied to the banking industry. Lean in banking industry is used to find waste along the flow of value. This paper focuses on finding waste in consumer loan disbursement process by classifying consumer credit loan activity into value added activity, necessary but non value added activity, and waste. Process Activity Mapping is used to describe all activities in consumer credit disbursement waste identification. The identification shows that total time of consumer credit disbursement activities is 7,461 minutes equal to 15,54 days. This means the average time required to complete the consumer credit process starts from the documents receipt to the disbursement of credit is 15,54 working days. Failure Mode and Effect Analysis (FMEA) is used to decide the level of factor causing waste. The results of FMEA shows the length of time required for consumer loan disbursement due to verification repetition process and waiting time of documents to processed.

Lean Thinking and the Innovation Process

2016 ◽  
pp. 39-58 ◽  
Author(s):  
Hilal Hurriyet ◽  
Dilupa Nakandala
Keyword(s):  
Manufacturing Industry ◽  
Innovation Process ◽  
Value Added ◽  
The Other ◽  
Lean Thinking ◽  
Repetitive Processes ◽  
Improved Performance ◽  
Innovation Processes

This chapter analyses the evolution of lean thinking and its widening applications from its origin of the manufacturing industry towards the other industries with the emphasis on how organizations could learn from lean thinking for achieving improved performance of innovation processes. Based on the degree of novelty, uncertainty and complexity associated with innovation processes, direct adoption of lean thinking for optimization is considered to be challenging. We discuss that organizations need to realize that there are opportunities for lateral learning from lean applications that have benefited systematic repetitive processes such as manufacturing by adapting to innovation processes through identification and shedding of non-value added activities. By identifying several lean innovation approaches in practice for optimizing innovation process, we stress the need and opportunity for the adaptation of lean thinking to cater the special characteristics of innovation processes.

Framework of Training for Lean Service

2015 ◽  
Vol 7 (1) ◽  
Author(s):  
Shamima Haque ◽  
Sandeep Ray Chaudhuri
Keyword(s):  
Organizational Performance ◽  
Human Resource ◽  
Value Added ◽  
Senior Management ◽  
Lean Thinking ◽  
Lean Principles ◽  
Seven Principles ◽  
Traditional Training ◽  
Direct Applicability ◽  
Different Levels

The direct applicability of human resource activities in Lean service, hitherto, a relatively unexplored field have been focused in this paper. The seven major lean principles have the potential of being applied for significant improvement in organizational performance and creation of congenial environment in the organization. Out of the seven principles, elimination of waste, thereby creating value-added service is one of the major strategic imperatives in the present scenario. Training, one of the constructive subsystems of the HRD system, has the potential of playing an important role in realizing this objective. Lean training, typically characterized as mutual training with a holistic developmental perspective encompassing both trainers and trainees, is different from traditional training approaches. An attempt is made to identify the quintessential features of training initiatives for different levels of employees and propose some guidelines which may be advantageously referred to by senior management to design tailor-made lean thinking module.

scholarly journals Lean Construction Technique

2021 ◽  
Vol 9 (VI) ◽  
pp. 4486-4490
Author(s):  
Raj Suryawanshi
Keyword(s):  
Construction Industry ◽  
Manufacturing Industry ◽  
Value Added ◽  
Lean Construction ◽  
Management Tool ◽  
Construction Technique ◽  
Project Duration ◽  
Lean Principles ◽  
Management Principle ◽  
Large Research

Lean construction is as an effective management tool to enhance the productivity in construction field. Large research is being done in recent past and is an on-going process to adopt lean principles from manufacturing industry to the construction industry. In order to improve the efficiency, reduction of waste, the lean construction has been introduced as new management tool. There are many challenges in implementing the lean concept in construction industry in India. Due to lack of attention and illiteracy towards the lean management principle, stake holders associated to this like builder, contractor, and engineering and project management firms etc. are still in process of adopting this principle for construction project. In this project report efforts are made to find out main barriers towards the implementation of lean techniques in Indian construction industry with the help of questionnaire survey and actual site implementations are made to develop a process map for on-going projects. Results of the survey showed that some of the lean techniques should be given more focus to enhance the process. The framework results show that the NVA (Non Value Added) and ENVA (Essential Non Value Added) activities have the highest impact on the project duration. Therefore with implementation of the proposed lean techniques, the NVA and ENVA activities have found to be improved and their durations can be reduced considerably.

scholarly journals Productivity improvement in a client-based service company through value stream mapping and simulation

2021 ◽  
Author(s):  
Sam Ataei
Keyword(s):  
Manufacturing Industry ◽  
Service Industry ◽  
Simulation Analysis ◽  
Value Added ◽  
Simulation Models ◽  
Value Stream Mapping ◽  
Productivity Improvement ◽  
Lean Principles ◽  
Value Stream ◽  
Analysis Of Results

For many years, productivity improvement through value stream mapping and simulation has been studied in manufacturing industry where the flow of materials is visible and the work can be standardized. In recent years, the service industry has become a new arena for lean operations. Within the service industry, client-based companies have distinct challenges in streamlining their process, as it may not be feasible to standardize the needs of different clients. This thesis focuses on a case from a client-based company in the area of graphic communications and brand point management services. The thesis examines the application of lean principles towards a set of subjective processes and provides directions for improving productivity. Some lean methods utilized in the study include creating process flows, conducting operator interviews to back-up the process flow, collecting data such as processing time and creating a detailed values stream map of the retail packaging process in order to analyze any necessary areas of improvement. Value stream mapping has been used to identify the areas where the non-value-added tasks can be reduced, and simulation models have been used to imitate and predict the company's different scenarios in dealing with bottlenecks, different kinds of wastes, and to assess potential areas for improvements. The analysis of results indicates that it is necessary to have two different streams of the processes; one for a team-based job and another one for a non-team-based job. The proper touch points from each department have been found and value-added and non-value added times have been determined in order to create the current-state. Furthermore, future-states have been created with some recommendations kept in mind to validate the time savings. The results have been verified through a simulation analysis.

On the Future of the Financial Redistribution across Member States in the EU

2006 ◽  
Vol 56 (1) ◽  
pp. 1-43
Author(s):  
Sándor Richter
Keyword(s):  
Value Added ◽  
The Other ◽  
Current Debate ◽  
Member States ◽  
New Member States ◽  
Financial Position ◽  
Cross Member ◽  
Expenditure Structure ◽  
The Eu ◽  
Made In

The order and modalities of cross-member state redistribution as well as the net financial position of the member states are one of the most widely discussed aspects of European integration. The paper addresses selected issues in the current debate on the EU budget for the period 2007 to 2013 and introduces four scenarios. The first is identical to the European Commission's proposal; the second is based on reducing the budget to 1% of the EU's GNI, as proposed by the six net-payer countries, while maintaining the expenditure structure of the Commission's proposal. The next two scenarios represent radical reforms: one of them also features a '1% EU GNI'; however, the expenditures for providing 'EU-wide value-added' are left unchanged and it is envisaged that the requisite cuts will be made in the expenditures earmarked for cohesion. The other reform scenario is different from the former one in that the cohesion-related expenditures are left unchanged and the expenditures for providing 'EU-wide value-added' are reduced. After the comparison of the various scenarios, the allocation of transfers to the new member states in terms of the conditions prevailing in the different scenarios is analysed.

M. A. Ayuh. Made in Jamaica: The Development of Manufacturing Sector. Baltimore: The Johns Hopkins University Press. 1981. xxii+128 pp.

1986 ◽  
Vol 25 (1) ◽  
pp. 93-95
Author(s):  
Najam-us- Saqib
Keyword(s):  
Manufacturing Industry ◽  
Manufacturing Sector ◽  
Policy Makers ◽  
Industrial Base ◽  
Johns Hopkins University ◽  
Key Characteristics ◽  
The World ◽  
Caribbean Country ◽  
Bauxite Ore ◽  
Made In

Jamaica, known in the world for her rich deposits of bauxite ore, is a small Caribbean country with an area of 10991 square kilometers and a population of just over two million individuals. This beautifu11and, which was described by Columbus as "The fairest isle that eyes have beheld" has developed a remarkably diversified manufacturing sector starting from a modest industrial base. Jamaica's manufacturing industry enjoyed a respectable growth rate of about 6 percent per annum during the good old days of the euphoric '50s and '60s. However, those bright sunny days ''when to live was bliss" were followed by the chilling winter of much subdued progress. The rise and fall of growth have aroused considerable interest among economists and policy• makers. The book under review probes the causes of this behaviour by analysing key characteristics of Jamaican manufacturing sector and tracing its path of evolution.

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