A model for the assessment of waste in job shop environments

Purpose – The paper aims to investigate the waste in a job shop environment and proposes an assessment method aimed at helping companies to identify root causes of waste.Design/methodology/approach – The seven wastes (overproducing; processing; inventory; transporting; producing defects; time waiting; and motion waste) and their relationships were explored. A waste matrix was developed to quantify in a percentage form the relationships among wastes and represents a probability that a certain type of waste will affect others or be affected by others. An assessment questionnaire was employed to allocate the source of waste and differentiate between the levels of waste. The waste matrix and the assessment questionnaire were incorporated in the assessment method to rank the existing waste in a job shop.Findings – The developed model serves as guidelines for simplifying the search of waste problems and identifies opportunities for waste elimination. A case study was conducted to validate the model; and the res...

[1]  C. Canel,et al.  Just-in-time is not just for manufacturing: a service perspective , 2000, Ind. Manag. Data Syst..

[2]  Rosemary R. Fullerton,et al.  The production performance benefits from JIT implementation , 2001 .

[3]  Eddie Anderson,et al.  Operations Management—Strategy and Analysis , 1987 .

[4]  John Miltenburg,et al.  U-shaped production lines: A review of theory and practice , 2001 .

[5]  Mary O’hEocha A study of the influence of company culture, communications and employee attitudes on the use of 5Ss for environmental management at Cooke Brothers Ltd , 2000 .

[6]  Victor R. Prybutok,et al.  Relationship among organizational support, JIT implementation, and performance , 2001, Ind. Manag. Data Syst..

[7]  Nick Rich,et al.  The seven value stream mapping tools , 1997 .

[8]  Michael Lewis,et al.  Lean production and sustainable competitive advantage , 2000 .

[9]  Pervaiz K. Ahmed,et al.  Managing waste and looking beyond: the IMI approach , 1999 .

[10]  M. L. Emiliani,et al.  Redefining the focus of investment analysts , 2001 .

[11]  Angappa Gunasekaran,et al.  Just‐in‐time implementation in small and medium enterprises , 2002 .

[12]  Stephen Evans,et al.  Improving co‐development through process alignment , 2000 .

[13]  Mahmoud M. Yasin,et al.  Benchmarking JIT: An analysis of JIT implementations in the manufacturing service and public sectors , 2004 .

[14]  Y. Monden Toyota Production System: Practical Approach to Production Management , 1983 .

[15]  Göran Svensson,et al.  Just‐in‐time: the reincarnation of past theory and practice , 2001 .

[16]  Gary Conner,et al.  Lean Manufacturing for the Small Shop , 2001 .

[17]  Yen-Chun Jim Wu,et al.  LEAN MANUFACTURING: A PERSPECTIVE OF LEAN SUPPLIERS , 2003 .

[18]  William M. Lankford,et al.  Just-in-time manufacturing , 1998, Bus. Process. Manag. J..

[19]  Steve New,et al.  Kaizen in Japan: an empirical study , 2003 .

[20]  Semra Birgün Barla A case study of supplier selection for lean supply by using a mathematical model , 2003 .

[21]  Pär Åhlström,et al.  Assessing changes towards lean production , 1996 .

[22]  Patricia J. Daugherty,et al.  Just‐in‐time Functional Model , 1994 .

[23]  Azmi Ahmad,et al.  The perceived impact of JIT implementation on firms’ financial/growth performance , 2004 .