Lean production, manufacturing

This sale and back-lease model is applied by many other pharmaceutical companies. It enables the company to dispose of assets without being forced to lay off employees. The net effect for the industry as a whole is that statistically, the share of outsourcing is increasing. However, the problem of underutilized capacity persists. For a hne-chemical company, the acquisition of an API plant from a pharma company is problematic. Once the supply contract, offered by the pharma company as an incentive for the acquisition, expires, the problem arises as to what the capacity should be used for. This is all the more the case as the plants usually are designed to manufacture just one product and therefore are not truly multipurpose. Last but not least, the plants have been run as cost centers and the implementation of a lean production... 

Ranky, P. G, Ranky, G. N., and Ranky, R. G. (2006), Design principles and examples of pharmaceutical manufacturing systems (product, process, lean flexible manufacturing,... 

In the remainder of this chapter, we first provide a more detailed discussion of JIT/TPS in Section 2, including its philosophy and implementation issues. In Section 3, we examine the kanban system, widely used in JIT for control of production and inventory, and present a case study of JIT/kanban implementation. Section 4 follows with an examination of JIT s relation to complementary approaches such as total quality management (TQM) and total productive maintenance (TPM), together with a case study of their joint implementation. In Section 5, we examine lean production as an extension of JIT, explore the relationship of JIT to theory of constraints (TOC), and conclude with a brief consideration of applications to service industries of JIT, TOC, and other manufacturing-based approaches. 

The term lean production was introduced by Krafcik (1988) and the famous book. The Machine That Changed the World (Womack et al. 1990). These publications present the results of a major MIT study to identify systematically best practices of Japanese and other automobile manufacturers worldwide. Lean production is lean in that it uses half of the various production resources (labor, manufacturing space, tool investment, engineering hours, inventory, etc.) used in the Ford-style mass production that was prevalent into the 1980s. 

Through these innovative practices, Toyota s lean production system formed a complete supply chain from source to user. Its system integrated suppliers and distributors with manufacturing and involved them in product development. In so doing, the lean production model has provided a prototype of the business paradigms of concurrent engineering and supply chain management. For an examination of the implementation of lean production in North American companies, see Liker (1998) and Liker et al. (1999). 

Moreira, F., Alves, A. C. and Sousa, R. M. (2010). Towards Eco-efficient Lean Production Systems. IFIP Advances in Information and Communication Technology, Volume 322, Balanced Automation Systems for Future Manufacturing Networks, pp. 100-108, Available from http //www. springerlink.com/content/ v6181026252x1025... 

Design and Manufacturer/ Lean production 1-Eco efficiency across supply -4,1 -24,5... 

A case study was performed in one of the automotive components manufacturers in Malaysia. This company selected was based on its achievement as a TPS model company awarded by Malaysia Japan automotive industries cooperatiOTi (MAJAICO) in year 2007. MAJAICO is a 5-year project from 2006 until 2011 initiated under the Malaysia Japan economic partnership agreement (MJEPA) to develop and improve the Malaysian automotive industry to become more competitive as global automotive players. The main function of MAJAICO is to introduce continuous improvement activities in manufacturing companies mainly through total implementation of lean manufacturing. Under MAJAICO project, TPS has known as lean production system (LPS) where the activities have been conducted by the Japanese experts and local experts from perusahaan otomobil nasional sendirian berhad (PROTON) and pemsahaan otomobil kedua sendirian berhad (PERODUA). 

A consolidation center is a facility, located near a manufacturing plant, that receives components and parts from many suppliers and delivers them to the plant. Practitioners of lean production use these centers to insulate the factory from overseas suppliers with long lead-times and from... 

First, we define what a consolidation center is and examine the reasons for practitioners of lean production to resort to this structure rather than deal directly with their suppliers. Then we describe the work that can be profitably off-loaded to the consolidation center, the physical organization of how this work is or should be done, and where the consolidation center should be located. We also describe the type of work that is best not entrusted to the consolidation center but kept in the manufacturing operation. 

Manufacturing performance improvement through lean production... 

Ferdousi, F., Ahmed, A., 2009. An investigation of manufacturing performance improvement through lean production a study on Bangladeshi garment firms. Int. J. Bus. Mangmt. 4 (9), 106-116. 

Analytical figures for MSM and meat from several species types are shown in Table 2.2. The protein content of MSM is generally lower than that of the lean tissue of the species from which it is separated. MSM compares favourably, however, with hand-boned cuts of meat used in meat product manufacture. Newman (1981) has reported that extensive destruction of meat myofibrils occurs on mechanical separation using either screening or pressure techniques. A reduction in the connective tissue content is also observed, however, after separation. The fat content varies depending on the source of the bones used and the method of production. 

Rubio S, Corominas A (2008) Optimal manufacturing-remanufacturing policies in a lean production environment Comput Ind Eng 55(1) 234—242... 

A customer/user in this context means every employee who may be affected by the process revision being proposed. It really means everyone. The purpose is to assure that all persons who could be affected are aware of the proposed process change and can provide input as the activity proceeds. Identifying the customers/users is considered an important step in the lean process. With respect to external customers, the characteristics of the products manufactured have been agreed... 

Lean Construction Institute http //www.leaucoustruction.Qrg/ (accessed November 3, 2010). An organization that aims to extend to the construction industry the lean production revolution started in manufacturing. This approach maximizes value delivered to the customer while minimizing waste. The Web site describes lean construction and contains a link to the Lean Construction Journal, started in late 2004. 

Lean Product Development Initiative (LPDI) http //lpdi.ncms.org/ (accessed October 27, 2010). This is a program of the National Center for Manufacturing Sciences under its program of Conunercial Technologies for Maintenance Activities. Users will learn more about LPDI products, services, and contact sources. 

Lean construction According to the Lean Construction Institute (2011), lean construction is a new way to design and build capital facilities based on success with lean production management in other engineering disciplines which caused a revolution in manufacturing design, supply, and assembly. ... 

Serious research in catalytic reduction of automotive exhaust was begun in 1949 by Eugene Houdry, who developed mufflers for fork lift trucks used in confined spaces such as mines and warehouses (18). One of the supports used was the monolith—porcelain rods covered with films of alumina, on which platinum was deposited. California enacted laws in 1959 and 1960 on air quality and motor vehicle emission standards, which would be operative when at least two devices were developed that could meet the requirements. This gave the impetus for a greater effort in automotive catalysis research (19). Catalyst developments and fleet tests involved the partnership of catalyst manufacturers and muffler manufacturers. Three of these teams were certified by the California Motor Vehicle Pollution Control Board in 1964-65 American Cyanamid and Walker, W. R. Grace and Norris-Thermador, and Universal Oil Products and Arvin. At the same time, Detroit announced that engine modifications by lean carburation and secondary air injection enabled them to meet the California standard without the use of catalysts. This then delayed the use of catalysts in automobiles. 

Effective collaboration among the core four PA disciplines analytical, chemometrics, process engineering and control automation along with other disciplines (e.g., pharmacist, chemist, analyst, product formulators, etc.) is imperative to realize effective PAT solutions that are consistent with the intended lean manufacturing or QbD objectives. 

In this chapter, we have presented the foundations of an analytical and simultaneously computational lean and flexible pharmaceutical manufacturing system design approach based on total quality standards. We have discussed why this approach is essential for pharmaceutical product, process, and manufacturing system designs. 

The origins of lean manufacturing are often ascribed to the creation of the Toyota Production System (TPS) by the Toyota Motor Corporation. However, the history of lean manufacturing can be traced back to industrial developments which occurred more than 150 years before TPS. The foundation for modern manufacturing was laid by Eli Whitney in 1798 while Whitney is best known for his invention of the cotton gin, it is his invention of interchangeable parts and uniform production which revolutionized mass production (www.EliWhitney.org). 

---