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Designing an integrative model of leagile production and analyzing its influence on the quality of auto parts based on Six Sigma approach with a case study in a manufacturing company

Designing an integrative model of leagile production and analyzing its influence on the quality... Purpose – The purpose of this paper is to propose an integrative model of leagile production and to examine its influence on the quality of products based on Six Sigma approach. Design/methodology/approach – A new model has been proposed in which the three strategies of postponement, mass customization, and modularization are included together with an executive algorithm. The proposed model has been examined using three main products of the Ghods Manufacturing Group, which is a manufacturer of truck body parts, from March to July 2008. In the case study, upstream and downstream processes (after processes warehousing of the semi‐manufactured parts) have been considered for the implementation of lean and agile production strategies, respectively. The product waiting time in the production section has been considered as the lean production indicator, and the warehousing time in the final warehouse has been considered as the indicator of agile manufacturing. These indicators have been evaluated before and after implementation of the proposed model and the sigma level of the studied processes has been evaluated. Findings – The results imply that the sigma level the product A has been improved by 147 percent considering the first indicator and by 8 percent considering the second indicator. Also, product B has 65 and 47 percent and product C has 65 and 150 percent of improvement considering the two indicators, respectively. Research limitations/implications – The proposed model has not been implemented in a wide range of operations and has not covered all of the products of the case study. Also, due to the lack of literature on standard criteria for evaluating leagile production, the criterion of the duration of waste has been defined and used for leanness and the duration of final storage has been defined and applied to assembly line based on specific orders from customers, which in turn might be realized as a limitation. In comparing the process before and after improvement, there might exist other unknown factors by which, results would be affected. Originality/value – While the literature includes researches on leagile production and its advantages, this investigation further proposes a leagile production model which includes three strategies of postponement, mass customization, and modularization and is employed based on Six Sigma approach. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Lean Six Sigma Emerald Publishing

Designing an integrative model of leagile production and analyzing its influence on the quality of auto parts based on Six Sigma approach with a case study in a manufacturing company

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References (51)

Publisher
Emerald Publishing
Copyright
Copyright © 2011 Emerald Group Publishing Limited. All rights reserved.
ISSN
2040-4166
DOI
10.1108/20401461111157187
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this paper is to propose an integrative model of leagile production and to examine its influence on the quality of products based on Six Sigma approach. Design/methodology/approach – A new model has been proposed in which the three strategies of postponement, mass customization, and modularization are included together with an executive algorithm. The proposed model has been examined using three main products of the Ghods Manufacturing Group, which is a manufacturer of truck body parts, from March to July 2008. In the case study, upstream and downstream processes (after processes warehousing of the semi‐manufactured parts) have been considered for the implementation of lean and agile production strategies, respectively. The product waiting time in the production section has been considered as the lean production indicator, and the warehousing time in the final warehouse has been considered as the indicator of agile manufacturing. These indicators have been evaluated before and after implementation of the proposed model and the sigma level of the studied processes has been evaluated. Findings – The results imply that the sigma level the product A has been improved by 147 percent considering the first indicator and by 8 percent considering the second indicator. Also, product B has 65 and 47 percent and product C has 65 and 150 percent of improvement considering the two indicators, respectively. Research limitations/implications – The proposed model has not been implemented in a wide range of operations and has not covered all of the products of the case study. Also, due to the lack of literature on standard criteria for evaluating leagile production, the criterion of the duration of waste has been defined and used for leanness and the duration of final storage has been defined and applied to assembly line based on specific orders from customers, which in turn might be realized as a limitation. In comparing the process before and after improvement, there might exist other unknown factors by which, results would be affected. Originality/value – While the literature includes researches on leagile production and its advantages, this investigation further proposes a leagile production model which includes three strategies of postponement, mass customization, and modularization and is employed based on Six Sigma approach.

Journal

International Journal of Lean Six SigmaEmerald Publishing

Published: Aug 9, 2011

Keywords: Lean; Agile; Leagile; Six Sigma; Postponement; Mass customization; Modularization; Manufacturing industries; Iran

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