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Making HES more Lean - Identification and reduction of waste

Bergskans, Johan and Svensson, Marcus (2011) MIO920
Production Management
Abstract
questions: Where are the largest gaps between how HES (Heat Exchanger System) are working today and how they could be working according to lean philosophies? How could these gaps be reduced and what effect will it have to HES and their customers?
Deliverables: The project contains a gap analysis which is the foundation to a new suggested work pattern. The new work pattern was implemented, evaluated and revised. Finally further recommendations are presented.
Methodology: Quantitative data as well as qualitative data was gathered from interviews, observations and internal documentations. In parallel to the empiric study, literature on lean philosophies, material supply and assembly systems was studied. After the data was gathered a gap... (More)
questions: Where are the largest gaps between how HES (Heat Exchanger System) are working today and how they could be working according to lean philosophies? How could these gaps be reduced and what effect will it have to HES and their customers?
Deliverables: The project contains a gap analysis which is the foundation to a new suggested work pattern. The new work pattern was implemented, evaluated and revised. Finally further recommendations are presented.
Methodology: Quantitative data as well as qualitative data was gathered from interviews, observations and internal documentations. In parallel to the empiric study, literature on lean philosophies, material supply and assembly systems was studied. After the data was gathered a gap analysis was performed to see where HES could be improved and an identification of where an implementation of a new work pattern would be of most value for Alfa Laval and their customers was made. The implementation was performed according to PDCA (Plan-Do-Check-Act), and was continuously evaluated and revised. The implementation was performed together with the employees who had a key role with their experienced input.
Delimitations: The project was performed at Alfa Laval in Ronneby and it only includes the internal flow from customer order to order dispatch at HES in Ronneby.
Conclusions: The largest gaps where identified as poor flexibility and visualization in the production, an unstable material supply process and warehousing- and purchasing policies that need to be reviewed. The internal downtime at a changeover has been reduced from varying 15-60 minutes down to four minutes by changing the material supply process for the assembly line. The new standardized way to supply material is visual and all the material are secured, prepared and everyone know where to find it. The changes have made the production more flexible and aligned with the sales company strive to satisfy the customers’ demand for a wider product range. (Less)
Please use this url to cite or link to this publication:
author
Bergskans, Johan and Svensson, Marcus
supervisor
organization
course
MIO920
year
type
M1 - University Diploma
subject
keywords
Lean, gap analysis, waste reduction, material supply, visualization, standardization, flexibility, changeover time reduction, assembly line, kitting, work organization
other publication id
11/5311
language
English
id
1969423
date added to LUP
2011-06-17 08:08:36
date last changed
2011-06-20 12:15:04
@misc{1969423,
  abstract     = {questions: Where are the largest gaps between how HES (Heat Exchanger System) are working today and how they could be working according to lean philosophies? How could these gaps be reduced and what effect will it have to HES and their customers?
Deliverables: The project contains a gap analysis which is the foundation to a new suggested work pattern. The new work pattern was implemented, evaluated and revised. Finally further recommendations are presented.
Methodology: Quantitative data as well as qualitative data was gathered from interviews, observations and internal documentations. In parallel to the empiric study, literature on lean philosophies, material supply and assembly systems was studied. After the data was gathered a gap analysis was performed to see where HES could be improved and an identification of where an implementation of a new work pattern would be of most value for Alfa Laval and their customers was made. The implementation was performed according to PDCA (Plan-Do-Check-Act), and was continuously evaluated and revised. The implementation was performed together with the employees who had a key role with their experienced input.
Delimitations: The project was performed at Alfa Laval in Ronneby and it only includes the internal flow from customer order to order dispatch at HES in Ronneby.
Conclusions: The largest gaps where identified as poor flexibility and visualization in the production, an unstable material supply process and warehousing- and purchasing policies that need to be reviewed. The internal downtime at a changeover has been reduced from varying 15-60 minutes down to four minutes by changing the material supply process for the assembly line. The new standardized way to supply material is visual and all the material are secured, prepared and everyone know where to find it. The changes have made the production more flexible and aligned with the sales company strive to satisfy the customers’ demand for a wider product range.},
  author       = {Bergskans, Johan and Svensson, Marcus},
  keyword      = {Lean,gap analysis,waste reduction,material supply,visualization,standardization,flexibility,changeover time reduction,assembly line,kitting,work organization},
  language     = {eng},
  note         = {Student Paper},
  title        = {Making HES more Lean - Identification and reduction of waste},
  year         = {2011},
}