Purpose: The purpose of this article is to explore the optimization of internal process is assumed as a critical factor to be capable of answering to the moulds industries. Consequently, it has been considered essential to adopt high-valued methodologies to support tooling industry in order to achieve global competitive advantages. For that purpose, this work aims to apply LEAN principles and techniques to support mould design and manufacturing processes.
Methodology/Approach: The methodology used was based on PDCA/DMAIC, with the following stages: Define, Measure, Analyze, Improve and Control. For each stages was taken some of Lean Six Sigma techniques, such as Continuous Improvement, Value Stream Mapping, Pareto analysis and Overall Equipment Effectiveness.
Findings: This study results was revealed that there are many areas on the organizations in the Mould Industry, when they utilize otimizations tools obtain hugt successes. With the Pareto analysis was carried out to show that events that contributes the most to the stops. The results were: unavailability of the operator (16.4%), programming the machine (14.4%) and tool exchange (12.4%) In the case of this Mould Industry study was obtained for the CNC machines studies, with the implementation of Lean Six Sigma tools as obtained a improvement about 20% of global OEE.
Research Limitation/implication: This research was revealed that there the moulds are Project unique and difficult to analyze. Moreover, this paper reports that the approach LEAN Six Sigma is very interesting for the continuous improvement of processes and profitability of moulds industry.Originality/Value of paper: This research highlight areas of future research using of quality management methods and Lean Six Sigma tools to analyse and optimize production in the moulds industry. Therefore this research It is considered to promote and adopt high-valued methodologies to support tooling industry in order to achieve global competitive advantages.
Araujo, R., Santos, G., Da Costa, J.B. and Sá, J.C., 2019. The Quality Management System as a Driver of Organizational Culture: An Empirical Study in the Portuguese Textile Industry. Quality Innovation Prosperity Journal, [e-journal] 23(1), pp.1-24. https://doi.org/10.12776/qip.v23i1.1132.
Ayatollahi, I., Hackhofer, M., Kittl, B. and Pauker, F., 2013. New Approach for OEE Calculation of CNC Machines Based on Opc Ua. In: B. Katalinic and Z. Tekic, eds. 2013. DAAAM International Scientific Book. Vienna, Austria: DAAAM International. Chapter 55.
Belekoukias, I., Garza-Reyes, J.A. and Kumar, V., 2014. The impact of lean methods and tools on the operational performance of manufacturing organisations. International Journal of Production Research, [e-journal] 52(18), pp.5346-5366. https://doi.org/10.1080/00207543.2014.903348.
Costa, A., Henriques E., Peças, P. and Domingues, M., 2012. Mapping the mould production process: a work tool for improvement. In: Institute of Polymer Mechanics, Conference Proceedings of PMI Conference 2012. Ghent, Belgium, 13-14 September 2012. Riga, Latvia: The Institute of Polymer Mechanics (IPM). pp.315-323.
Defeo, J.A. and Juran, J.M., 2016. Juran’s Quality Handbook: The Complete Guide to Performance Excellence. 7th edition. New York, USA: McGraw-Hill.
Dutta, S. and Dutta, A.K., 2016. A Review on the experimental study of Overall Equipment Effectiveness of various machines and its improvement strategies through TPM implementation. International Journal of Engineering Trends and Technology (IJETT), 36(5), pp.224-232.
Figueiredo, M.S.N and Pereira, A.M., 2017. Managing knowledge – the importance of databases in the scientific Production. International Conference on Sustainable and Intelligent Manufacturing. Procedia Manufacturing, 12, pp.166-173.
Garza-Reyes, J.A., Oraifige, I., Soriano-Meier, H., Forrester, P.L. and Harmanto, D., 2012. The development of a lean park homes production process using process flow and simulation methods. Journal of Manufacturing Technology Management, [e-journal] 23(2), pp.178-197. https://doi.org/10.1108/17410381211202188.
Ghodrati, A. and Zulkifli, N., 2013. The Impact of 5S Implementation on Industrial Organizations’ Performance. International Journal of Business and Management Invention, 2(3), pp.43-49.
Glover, W.J., Farris, J.A., Van Aken, E.M.V. and Doolen, T.L., 2011. Critical Success Factors for the Sustainability of Kaizen Event Human Resource Outcomes: An Empirical Study. International Journal of Production Economics, [e-journal] 132(2), pp.197-213. https://doi.org/10.1016/j.ijpe.2011.04.005.
Henriques, E. and Peças, P., 2012. New Business Models for the Tooling Industry. In: W.D. Nelson, ed. 2012. Advances in Business and Management. New York: Nova Science Publishers. Vol. 4.
Hines, P. and Rich, N., 1997. The seven value stream mapping tools. International Journal of Operations & Production Management, [e-journal] 17(1), pp.46-64. https://doi.org/10.1108/01443579710157989.
Imai, M., 1997. Gemba Kaizen: A Commonsense, Low-Cost Approach to Management. New York, USA: McGraw-Hill.
Indrawati, S. and Ridwansyah, M., 2015. Manufacturing Continuous Improvement Using Lean Six Sigma: An Iron Ores Industry Case Application. Procedia Manufacturing, 4, pp.528-534. https://doi.org/10.1016/j.promfg.2015.11.072.
International Special Tooling & Machining Association (ISTMA World), 2007. ISTMA Statistical Year Book: on tools, dies and moulds industry international trade and manufacturing. Marinha Grande, Portugal: ISTMA.
Ishikawa, K., 1986. Guide to Quality Control. Tokyo, Japan: Asian Productivity Organization.
Ishikawa, K., 1991. What Is Total Quality Control?: The Japanese Way. Upper Saddle River, New Jersey: Prentice Hall Direct.
Jonsson, P. and Lesshammar, M., 1999. Evaluation and improvement of manufacturing performance measurement systems – the role of OEE. International Journal of Operations & Production Management, [e-journal] 19(1), pp.55-78. https://doi.org/ht10.1108/01443579910244223.
Jorge, D.P. and Peças, P., 2018. Mapeamento do progresso de moldes – uma ferramenta de gestão visual para a indústria 4.0. Revista Produção e Desenvolvimento, 4(1), pp.68-81.
Liker, J.K., 2004. The Toyota Way: 14 Management Principles from the World’s Greatest Manufacturer. New York, USA: McGraw-Hill.
Liker, J.K. and Meier, D., 2006. The Toyota Way Fieldbook. New York, USA: McGraw-Hill.
Magar, V.M. and Shinde, V.B., 2014. Application of 7 Quality Control Tools for Continuous Improvement of Manufacturing Processes. International Journal of Engineering Research and General Science, 2(4), pp.364-371.
Manzouri, M., Ab-Rahman, M.N., Zain, C.R. and Jamsari, E.A., 2014. Increasing production and eliminating waste through lean tools and techniques for halal food companies. Sustainability, [e-journal] 6, pp.9179-9204. https://doi.org/10.3390/su6129179.
Marodin, G.A. and Saurin, T.A., 2013. Implementing lean production systems: research areas and opportunities for future studies. International Journal of Production Research, 51(22), pp.6663-6680. https://doi.org/10.1080/00207543.2013.826831.
Mishra, P. and Sharma, R.K., 2014. A hybrid framework based on SIPOC and Six Sigma DMAIC for improving process dimensions in supply chain network. International Journal of Quality & Reliability Management, [e-journal] 31(5), pp.522-546. https://doi.org/10.1108/IJQRM-06-2012-0089.
Ohno, T., 1988. Toyota Production System: Beyond Large-Scale Production. Abingdon, United Kingdom: Taylor & Trancis Group.
Oliveira, J., Sá, J.C. and Fernandes, A., 2017. Continuous Improvement Through “Lean Tools” – Application in a mechanical company. Procedia Manufacturing, [e-journal] 13, pp.1082-1089. https://doi.org/10.1016/j.promfg.2017.09.139.
Prakash, D. and Sunil Kumar, C.T., 2011. Implementation of Lean Manufacturing Principles in Auto Industry. Industrial Engineering Letters, 1(1), pp.56-60.
Puvanasvaran, P., Teoh, Y.S. and Tay, C.C., 2013. Consideration of demand rate in Overall Equipment Effectiveness (OEE) on equipment with constant process time. Journal of Industrial Engineering and Management, [e-journal] 6(2), pp.507-524. https://doi.org/10.3926/jiem.537.
Rother, M., 2010. Toyota Kata: Managing People for Improvement, Addictiveness and Superior Results. New York, USA: McGraw-Hill.
Rother, M. and Shook, J., 2003. Learning to see: value stream mapping to add value and eliminate muda. Brookline, USA: Lean Enterprise Institute.
Santos, G., Gomes, S., Braga, V., Braga, A., Lima, V., Teixeira, P. and Sá, J., 2019. Value creation through quality and innovation – a case study on Portugal. The TQM Journal, [e-journal] 31(6), pp.928-947. https://doi.org/10.1108/TQM-12-2018-0223.
Sohal, A. and Egglestone, A., 1994. Lean production: experience among Australian organizations. International Journal of Operations and Production Management, [e-journal] 14(11), pp.35-51. https://doi.org/10.1108/01443579410068639.
Tajiri, M. and Gotoh, F., 1992. TPM Implementation: A Japanese Approach. New York, USA: McGraw-Hill.
Thangarajoo, Y. and Smith, A., 2015. Lean Thinking: An Overview. Industrial Engineering & Management, [e-journal] 4(2), pp.1000159. https://doi.org/10.4172/2169-0316.1000159.
Womack, J.P. and Jones, D.T., 1996. Lean thinking: Banish waste and create wealth in your corporation. New York, USA: Simon and Schuster.
Womack, J.P. and Jones, D.T., 2003. Lean thinking: banish waste and create wealth in your corporation. New York, USA: Free Press.
Womack, J.P., Jones, D.T. and Roos, D., 1990. Machine that changed the world. New York, USA: Simon and Schuster Inc.
Wongwiwat, A., Bohez, E.L.J. and Pisuchpen, R., 2013. Production scheduling for injection molding manufacture using Petri Net model. Assembly Automation, [e-journal] 33(3), pp.282-293. https://doi.org/10.1108/AA-12-2013-063.
World Economic Forum (WEF), 2016. The New Plastics Economy: Rethinking the future of plastics. [pdf] Cologny/Geneva, Switzerland: WEF. Available at: < http://www3.weforum.org/docs/WEF_The_New_Plastics_Economy.pdf > [Accessed 27 November 2019].