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Title:Lean manufacturing effects in a Serbian confectionery company : case study
Authors:ID Djekic, Ilija (Author)
ID Zivanovic, Dragan (Author)
ID Dragojlovic, Sladjana (Author)
ID Dragovic, Radoslava (Author)
Files:.pdf Organizacija_2014_Djekic_et_al._Lean_Manufacturing_Effects_in_a_Serbian_Confectionery_Company_–_Case_Study.pdf (304,12 KB)
MD5: BD3D842093A09FA6C55E7F190C758417
PID: 20.500.12556/dkum/392ee17a-5c01-455e-9800-902bc6f0fccc
 
URL http://www.degruyter.com/view/j/orga.2014.47.issue-3/orga-2014-0013/orga-2014-0013.xml
 
Language:English
Work type:Scientific work
Typology:1.01 - Original Scientific Article
Organization:FOV - Faculty of Organizational Sciences in Kranj
Abstract:Background and Purpose: The objective of this paper was to evaluate effects of implementing lean manufacturing in a Serbian confectionery production company during a period of 24 months, emphasizing observed benefits and constrains. Company ‘case study’ is a leading confectionery producer in Serbia with annual production of more than 25,000 t. Methodology/Approach: The research method was case study. The approach in implementing lean manufacturing was structured in five phases, as follows: (i) training, (ii) analysis of lean wastes on one technological line, (iii) choice of lean tools to be implemented in the factory, (iv) implementation of lean tools in production and maintenance, (v) development of continual improvement sector and further deployment of lean tools. Results: Lean manufacturing tools implemented in the production process were visual control and single minute exchange of dies (SMED). Maintenance process implemented 5S with total productive maintenance (TPM) and problem solving sessions being the tools implemented in both processes. During the observed period, results of these tools showed the following: visual control tables initiated 61 improvement memos out of which 39% were fully implemented; a total of 2284 minor problems had been recorded, with over 95% of issues revealed in due time; total SMED time decreased for 7.6%; 19 problem solving sessions were initiated with 58% of solving effectiveness, and the remaining converted to on-going projects. In maintenance 5S improved from 29.9 to 60.3; overall equipment effectiveness (OEE) indicator increased from 87.9% to 92.3%; mean time between failure (MTBF) increased for 16.4%. Conclusion: As a result of all activities, 20 in-house trainings and 2 ‘kaizen’ events including motivational training have been initiated with 54 documents being revised and improved in order to contribute to more efficient processes.
Keywords:lean manufacturing, confectionery production, benefits, constraints
Publication status:Published
Publication version:Version of Record
Year of publishing:2014
Number of pages:str. 143-152
Numbering:Letn. 47, št. 3
PID:20.500.12556/DKUM-69167 New window
ISSN:1318-5454
UDC:664.68:658.51(497.11)
ISSN on article:1318-5454
COBISS.SI-ID:283315968 New window
DOI:10.2478/orga-2014-0013 New window
NUK URN:URN:SI:UM:DK:ZSO0QDZH
Publication date in DKUM:04.12.2017
Views:1446
Downloads:193
Metadata:XML DC-XML DC-RDF
Categories:Misc.
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Record is a part of a journal

Title:Organizacija : revija za management, informatiko in kadre
Shortened title:Organizacija
Publisher:Moderna organizacija
ISSN:1318-5454
COBISS.SI-ID:610909 New window

Licences

License:CC BY-NC-ND 4.0, Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International
Link:http://creativecommons.org/licenses/by-nc-nd/4.0/
Description:The most restrictive Creative Commons license. This only allows people to download and share the work for no commercial gain and for no other purposes.
Licensing start date:04.12.2017

Secondary language

Language:Slovenian
Title:Učinki vitke proizvodnje v slaščičarskem podjetju v Srbiji : študija primera
Abstract:Ozadje in namen: Cilj članka je ovrednotiti učinke uvedbe vitke proizvodnje v slaščičarskem podjetju v Srbiji v obdobju 24 mesecev, s poudarkom na ugotovljenih pridobitvah in omejitvah. Proučevana organizacija je pomemben izdelovalec slaščic z letno proizvodnjo več kot 25,000 t. Metodologija/pristop: Uporabili smo metodo študije primera. Pristop uvajanja vitke proizvodnje je potekal v 5 fazah: (1) usposabljanje, (2) analiza izmečka na eni od tehnoloških linij, (3) izbira orodij vitke proizvodnje za uvedbo v tovarni, (4) uvedba teh orodij v proizvodnji in vzdrževanju in (5) uvedba sektorja za stalno izboljševanje in nadaljnji razvoj vitkih orodij. Rezultati: Orodja vitke proizvodnje, ki smo jih uvedli v proizvodni proces, so vizualni pregled in enominutna menjava barvil (SMED). V procesu proizvodnje so bila uvedena naslednja orodja: sistem 5S, celovito produktivno vzdrževanje (TPM) in sestanki za reševanje problemov. Rezultati v opazovanem obdobju so naslednji: vizualna kontrola je dala 61 sugestij za izboljšave in 39% od njih je bilo uvedenih v celoti. Zaznanih je bilo 2284 manjših problemov, celoten čas SMED se je zmanjšal za 7,6%; izvedenih je bilo 19 sestankov za reševanje problemov z učinkovitostjo reševanja 58%; reševanje ostalih problemov je bilo vključeno v tekoče projekte. Pri vzdrževanju se je S5 izboljšal od 29,9 na 60,3. Splošni indikator učinkovitosti opreme (OEE) se je povečal od 87,9% na 92,3%. Povprečni čas med odpovedmi (MTBF) pa se je povečal za 16,4%. Zaključek: Rezultat vseh aktivnosti je 20 usposabljanj v organizaciji in dveh 'kaizen' dogodkov, vključujoč motivacijsko usposabljanje, 54 dokumentov je bilo spremenjenih in izboljšanih, da bi prispevali k bolj učinkovitemu procesu.
Keywords:Srbija, podjetja, slaščičarstvo, organizacija proizvodnje, proizvodni procesi


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  1. Organizacija

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