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| dc.contributor.author | Yonas, Fasikaw Alemu | |
| dc.date.accessioned | 2022-03-31T07:00:42Z | |
| dc.date.available | 2022-03-31T07:00:42Z | |
| dc.date.issued | 2021-03-11 | |
| dc.identifier.uri | http://ir.bdu.edu.et/handle/123456789/13381 | |
| dc.description.abstract | Industrial Engineers combine people, resources, equipment, and technologies together to improve the system, productivity and processes. Lean manufacturing and work-study are used to minimize NVA activities association with time and space, labor & quality. Manufacturing wastes like motion, transportation, inventory, waiting and defect tend to increase production lead- time, customer dissatisfaction and late delivery time. The main objective of this study is, to improve productivity, reduce manufacturing wastes by integrated lean, and work-study techniques. Gm furniture faced a poor productivity performance. Such as high, setup time, unnecessary transportation, long-distance between the workstations, high waiting times, high work in process time and poor material selection. To overcome this problem, the study uses a mixed research approach. Data collection method is: review literature, primary data and secondary data collection method were conducted. To identify and analyze the bottleneck process for improvement, use the Paratoo chart. To identify value-added and non-value-added activity, use value stream mapping. The movement of the activity also shown by flow process chart. The current state and future VSM has been analysis by using Minitab quality companion software. This helps to calculate and analysis the performance indicators like: takt time, PLT, WIP time, PCE and operators & travel distance. The result of the study shows that, the relation of lean and work-study tools and techniques is, from strong to very strong correlation and the Cronbach’s alpha value of all variable’s is >0.933, painting and assembling process are indicated as a bottleneck process, the total NVA time is 4.51 hours, which is reduced to 2.52 hours. The WIP time also minimized from 5.5 hours to 4.36 hours. Therefore, that, after improvement, the product spends 4.36 hours as work in process time. Process cycle efficiency is major process value-adding efficiency; it is improved from 19.27% to 41.97%. The improvement percentage is 22.7 %, which is, high improvement. The other improvement indicators are, total travel distance. It is one of the non-values adding activities in the organization. Before the redesign, the existing production layout and line balancing the total distance traveled during processing is 893.5 meter and after the improvement, the total distance is reduced to 402 meters. Keywords: lean manufacturing, productivity improvement, work-study, Furniture. | en_US |
| dc.language.iso | en_US | en_US |
| dc.subject | Production Engineering | en_US |
| dc.title | PRODUCTIVITY IMPROVEMENT THROUGH THE INTEGRATION OF LEAN AND WORK-STUDY (CASE ON GM FURNITURE MANUFACTURING COMPANY) | en_US |
| dc.type | Thesis | en_US |
