44 eBook PSP | Continuous Improvement using Lean System Approach
Case Study 2
Each plant employs lean principles daily. For instance, as part of the employee
involvement pillar in the APS House, everyone gathers at the beginning of the workday
for pre-shift stretching and a quick discussion. After that, employees proceed to one of
the 104 work cells on the factory floor. Team members from the Heijunka Room
distribute Heijunka cards to each cell to let them know what has to be done there. With
each card given to the cell, the lot sizes could change. The Kanban card system ensures
that the cell is always stocked with everything the workers require to complete the lot. A
new Heijunka card arrives at the cell every 24 minutes to tell the workers what to build
next.
Employees at all levels must be accountable for quality since a culture of continuous
improvement demands it. As a result, a worker may spot an "abnormal state" during task
execution that causes the cell's work to pause or slow down. This is represented by the
right pillar of the Toyota house, the Jidoka which Autoliv interprets as "stop and fix".
Although this is an unusual occurrence, it is still adopted since both Autoliv and its
suppliers are expected to supply products without defects.
When a supplier is new or has had quality problems, the supplier pays for inspection in
the receiving dock area of Autoliv until Autoliv is confident the provider can fulfill the
standards for all subsequent deliveries. In this way, the employees in the cells are
assured of the integrity of the raw materials entering their cells for assembly via the
Kanban system.
Jidoka may also be used when a machine malfunction or a worker observes a procedure
that deviates from the norm. When employees "stop and solve" a problem as it arises,
they prevent the business from additional costs and lose the client’s confidence.
The areas around the cells must be free of all materials, garbage, and other objects.
Everyone will immediately notice an anomaly if anything appears in these regions. The
productivity, quality, and 5S performance of the cell are depicted on a four-sided
revolving display. The cube also has a space specifically for putting kaizen proposals for
the team as a whole. These kaizens give the team the ability to continuously enhance the
workplace while promoting the fulfilment of team goals.
eBook PSP | Manufacturing System 45
Questions
1. Why is a visual management approach such an integral part of Autoliv’s lean system?
2. Describe the JIT considerations presented in the chapter as they relate to Autoliv’s
manufacturing environment.
3. Suggest a lean approach for Autoliv’s system clear the surrounding cell and all aisles.
46 eBook PSP | Continuous Improvement using Lean System Approach
References
Feld, W. M. (2000). Lean manufacturing: tools, techniques, and how to use them. CRC
press.
Groover, M. P. (2020). Fundamentals of modern manufacturing: materials, processes,
and systems. John Wiley & Sons.
Holweg, M. (2007). The genealogy of lean production. Journal of operations
management, 25(2), 420-437.
McBride, David. “Toyota and Total Productive Maintenance.”
http://www.emsstrategies.com/dm050104article2.html (May 2004).
Pavnaskar, S. J., Gershenson, J. K., & Jambekar, A. B. (2003). A classification scheme for
lean manufacturing tools. International journal of production research, 41(13),
3075-3090.
Pliego Marugán, A., Garcia Marquez, F. P., & Lev, B. (2017). Optimal decision-making via
binary decision diagrams for investments under a risky environment. International
Journal of Production Research, 55(18), 5271-5286.
Shah, R., & Ward, P. T. (2003). Lean manufacturing: context, practice bundles, and
performance. Journal of operations management, 21(2), 129-149.
Spear, S. J. (2004). Learning to lead at Toyota. Harvard business review, 82(5), 78-91.
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MANUFACTURING SYSTEM in the chapter on Lean provides knowledge about the basic principles and concepts of lean management in manufacturing systems for delivering value and optimizing workflows. Learn and understand what the Lean methodology and its benefits are. Reading this book is one good way to get an understanding of what lean is all about and to get a few ideas for
implementation in real situations.
In chapter 1 of this book, students will get to know the history of lean, be introduced to lean manufacturing, and the benefits of lean. In chapter 2, students will learn the process
consideration in the lean system, and in chapter 3, students will get to know the continuous improvement process using the lean system approach. In summary, students will enhance their knowledge of lean management in a manufacturing system. Thus, will prepare the students to be in good leadership either in the polytechnic or in the working environment. This module is a specialized design for manufacturing students.
Upon completion of this chapter, students should be able to attain the concept and application of
the lean system in the manufacturing process. They should also be able to integrate continuous improvement processes using a lean approach.
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