Industry with the final number of respondents of 139. Were drawn by using stratified random sampling procedure from large Indonesian manufacturingĬompanies based on the directory provided by the Data and Information Center of IndonesianMinistry of Performance (OP), and business performance (BP).ĭesign/methodology/approach – This survey-based studywas a cross-sectional study.The samples Purpose – This study aims to investigate the relationship between lean practices, operations Universiti Utara Malaysia, Sintok, Malaysia School of Technology Management and Logistics, Gusman Nawanir, Lim Kong Teong and Siti Norezam Othman It also decreased the time it takes to get applicants through the process by 40%. Army Recruiting Command also reduced the number of steps it takes to process new recruits byĦ6%. The depot can now produce 32 mission-ready vehicles per day compared with three a week in 2004. Saved $30 million on its High Mobility Multipurpose Wheeled Vehicle line using LSS, resulting in a higher In 2006, the Red River Army Depot in Texarkana, TX, Successes across different agencies in the Army. Other LSS stories published in the Defense Acquisition, Technology and Logistics journal documented The mechanics are able to focus on doing their job and assembling or fixing equipment. The most significant finding was that prior to LSS implementation, mechanics spent significant timeĬhasing down parts. As a result, production increased from 50 to more than 100 machine guns per month. The M2 machine-gun assembly line eliminated waste and transformed work cells to a continuous, one-piece flow system, thus reducing assembly time of the weapon from 2.5 man hours to one and staffingįrom 18 to 15. Workers began reviewing operations in their areas and analyzed ways to improve performance. Those successful efforts resulted in a reduction throughput time of 56%-from 4.5 days to two days.Īfter workers at the depot saw how valuable LSS implementation was to that particular process, other “bay style,” in which workers are assigned to and focused on the equipment they’re working on.Īfter analyzing, organizing and reviewing operations, the Anniston Army Depot determined that a one-piece flow operation could reduce assembly time by 2.2 man-hours for each module and staffing Prior to LSS implementation,Įach employee assembled an entire module of the M1 from start to finish in typical vehicle maintenance One of the most successful cases of Lean Six Sigma (LSS) implementation is the improvement of the Army Depot’s M1 Abrams tank assembly line. The depot’s workload increased from 4 million direct labor hours in 2004 to 6.3 million hours in 2006. Of the budget so equipment can be returned to the war zone quickly at the lowest possible cost toĭue to the current state of war in the Middle East, the depot needs to support a higher demand in workload for receiving and returning equipment to warfighters. The depot’s bottom line is to continually process high-quality products on time and within constraints At the Anniston US Army Depot in Alabama, successful Lean Six Sigma implementation resulted in processes that are more cost effective and less demanding in terms of man-hours.
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