Ppt slide

Running head: LEAN MANUFACTURING TOOLS 1

LEAN MANUFACTURING TOOLS 13

Lean Manufacturing Tools

Name of the Student

Instructor

Institution

Course

Date

Abstract

Lean manufacturing has been adopted in many businesses because it helps to reduce wastes and hence increase productivity. It applies different techniques to ensure that the quality of the final product is enhanced. It starts by establishing the value from the customers, mapping it out in the organization, and adopting a pull system so that goods are produced on demand. The most important principle is that it relies on continuous improvement to remove waste and to enhance productivity. Many forms of lean manufacturing can be adopted in the workplace. They include Kaizen, Kanban, JIT, cellular manufacturing, and line balancing. All these methods have a common goal; they seek to minimize waste and enhance the quality of the product. They also work on ensuring that the production downtime is reduced. Therefore, lean manufacturing improves productivity in the business.

Keywords

Lean manufacturing, lean processes, lean manufacturing tools

Introduction

Lean refers to the management practices that are used to improve efficiency and effectiveness through the elimination of waste in the manufacturing process. The main principle of lean is to eliminate all the non-value adding activities as well as waste. Lean manufacturing applies the techniques and activities that enhance the quality of the product (Sanders, Elangeswaran&Wulfsberg, 2016). Therefore, lean methodologies aim at minimizing waste while at the same time maximizing productivity. Waste is anything g that the customers do not believe adds value to the final product and hence they are not willing to pay for it. As such, lean manufacturing aims at reducing the lead times, reducing operating costs, and improving productivity.

Principles of Lean Manufacturing

There are five principles of lean manufacturing

Identifying the Value from the Perspective of the Customer

Value is created by the producer. However, customers are responsible for defining it. The companies need to understand the needs of the customers and the value that they place on the products and the services (Marodin et al., 2018). This helps to determine the money that they are willing to pay for a product. Therefore, organizations must ensure that they eliminate the wastes in the production process so that the customers’ optimal price is achieved. The main aim of this principle is to design products that can meet the needs of the consumers and removing the features which do not meet those needs.

Mapping the Value Stream

This is principle is concerned with recording and analyzing the information flow or the material flow that is required in the manufacturing of a product. The main aim is to identify the wastes present as well as the methods that can be used to overcome them. Therefore, this is a Principle that encompasses the whole lifecycle of the product (Kamble, Gunasekaran&Dhone, 2020). As such, the companies must examine all the wastes in the different lifecycle stages and eliminate anything that does not add value.

Creating Flow

The purpose of this principle is to eliminate the functional barriers and hence come up with ways of improving the lead times. It helps in ensuring that there is a smooth flow of the order form when it is received until it is delivered to the customers (Kamble, Gunasekaran&Dhone, 2020). Therefore, flow plays an important role in removing and eliminating waste.

Establishing a Pull System

This principle of lean manufacturing ensures that new work is only started when there is demand. Therefore, the main focus of lean manufacturing is to use the pull system as opposed to pushing. The push systems need to determine the inventories in advance and hence work to meet the forecasted value (Kamble, Gunasekaran&Dhone, 2020). However, in some instances, these forecasts are wrong and hence making the company to stick with excess inventory. Therefore, the pull system ensures that there is nothing that is bought until demand exists.

Pursuing Perfection with Continual process Improvement

Lean manufacturing works on ensuring that there are continuous improvements in the processes to attain perfection (Sajan, Shalij& Ramesh, 2017). The elimination of wastes leads to the establishment of the root causes and hence working on removing the problems completely from the manufacturing process.

Wastes Eliminated in Lean Production

The wastes that do not add value to the customer and hence must be eliminated include;

I. Waste of unnecessary transportation

II. Waste of excess inventory

III. Waste of unnecessary movement of people, equipment or machinery

IV. Waste of waiting which can include people or equipment lying idle

V. Waste of overproduction of a product

VI. Waste of over processing or putting more time into a product compared to consumer needs

VII. Waste of defects which at the end must be given extra effort and cost for correction

Steps of Lean Manufacturing Implementation

Four steps are used in lean manufacturing implementation. The first one is identifying unwanted waste. The most important thing for any manufacturing company is to have the processes efficient. Through this, the cost of production is reduced. Therefore, the probability of making profits increases (Zahraee, 2016). The second step is to evaluate the wastes and to establish the root causes. It is not sufficient to remove the wastes alone. It is important to find the major thing causing the defects or the wastes. This can be done using methods such as the fishbone diagram. After evaluating the wastes, the next step is to come up with a solution to the problem (Zahraee, 2016). The main aim is to ensure that the processes are improved and the final product is free from defects. The last step is the application of the problems in the problem-solving tool to achieve better results.

Lean Tools

Kaizen Tools

Kaizen is a lean tool that is used to bring about a continuous improvement in the quality of the products, the technology as well as the productivity of the firm. This philosophy was established in Japan after World War II. The main aim was to rebuild after the war. Kaizen established this principle where the management, the employees, and all the workers including cleaners share their knowledge about the improvements that must be made to make the processes better. This means that the suggestion for improvement comes from every department ranging from logistics, management, procurement, finance, and the others (Rüttimann&Stöckli, 2016). The small changes that are undertaken lead to improvements in productivity and aspects of safety and effectiveness while at the same time reducing waste.

In the current times, there are the Kaizen Events which is an approach that targets to create some rapid changes in the workplace. However, specific areas need to be improved until the targeted area is well functioning (Chan &Tay, 2018). Therefore, Kaizen applies gradual improvements to ensure the production system remains efficient and hence minimizing the defects and wastes. Figure 1 shows the Kaizen principles.

Figure 1: Kaizen Principles

Workplace Organization of the 5S

The 5S system is designed to improve the efficiency of the production system through the organization and enhancing cleanliness in the workplace (Randhawa&Ahuja, 2018). This means that five guidelines must be used to enhance efficiency, these guidelines are;

I. Sorting which is the removing of the items which are not needed from the different work areas

II. Setting which is customizing the unique work areas so that their efficiencies are maximized.

III. Shining is the cleaning of the different work areas after every work shift so that the issues that may arise are eliminated before major ones develop.

IV. Standardizing is the documentation of the improvements made on the work floor so that it becomes easier to apply them in other areas.

V. Sustaining which the process that ensures that the steps are continuously repeated to bring about continuous improvements.

5S is the easiest tool that organizations can use to enhance lean manufacturing. This is because it can be used with other principles such as Kaizen and Kanban and hence creating an efficient and effective workplace.

Kanban

Kanban is a visual production system whereby the supply of the parts used in the production process is delivered as per their requirements. The main aim is to create efficiency. Kanban works by making sure that the workers receive what they need, where it is needed, and when they need it. The main advantage of this approach is that it reduces work-in-progress and hence eliminating the wastes which result from the processes (Michlowicz, 2017). With modern technologies, what is used can be described as E-Kanban where the workers are not involved in asking for more parts when they need them. Instead, the system automatically requests new parts when in need. This has made the production process more efficient because of fewer wastes. However, this process is tied down with Kaizen and hence the employees and team members must participate in the continuous improvement of the processes (Michlowicz, 2017). As such, implementing it together with 5S and Kaizen makes the process improvement more effective. Figure 2 shows the Kanban process

Figure 2: Kanban Process

Jidoka

Jidoka manufacturing principle ensures that the quality of the products and the processes are automatically built into the production process. Therefore, this system can be called the Toyota Production System which was developed to enhance the quality of the company’s production system. This principle makes it possible to identify the deviations immediately and hence be able to take the right steps to overcome the established problems. When there is something wrong with the processes, such as the automation process, then there is a built-up of errors (Tekin et al., 2018). Therefore, the employees and the machines are provided with the autonomy to pause the production process any time there is a signal of a defect. Figure 3 shows the Jidoka process.

Figure 3: Jidoka Process

The main goal of the Jidoka principle in the production system is to produce products that are free from defects. This applies to all the steps that are in the entire production process. Therefore, when a default is detected, the entire process is paused by the means of an Andon. Therefore, the employees must remain keen during the process so that the signals such as red lights can be seen and hence the production processes are restored as soon as possible. This is because when there is a deviation, the resulting product is faulty (Tekin et al., 2018). Producing products that are free from defects is an important process in lean because when they occur they lead to an extra job in correcting them which incurs more cost and time. This is a waste because the customers are not willing to pay for the cost incurred in the correction of defects. Immediate pausing of the process is thus a better solution in the manufacturing process. Therefore, the steps of the Jidoka principle are;

I. Detection of the occurrence of a deviation in a process

II. Stopping the production process

III. Carrying out the repairs and the corrections

IV. Investigating the root cause of the problem so that it can be permanently solved.

Total Preventive Maintenance

Total preventive maintenance is the principle thatgives a holistic approach to the maintenance of the equipment. The main aim is to achieve perfect conditions in the production process. This principle aims at ensuring that;

I. There are no breakdowns especially during the production process

II. There are no small stoppages or slowdowns of the process which increases the lead time.

III. There are no defects in the process.

IV. There are no accidents during the production process.

The importance of using TPM in the production process is to utilize proactive and preventive maintenance measures and hence maximize on enhancing the efficiency of using the equipment. This is because the maintenance processes are not carried out when there is the failure of the machine but rather when some particular established time has elapsed (Lastra et al., 2019). This minimizes the rate of equipment failure and hence makes it possible for the company to utilize the equipment efficiently.

TPM is an important concept in lean manufacturing because it brings the distinction between the roles of production and maintenance. This is because it helps to place a strong emphasis on ensuring that the operators are empowered to help in maintaining the equipment in the right state. Therefore, when TPM is implemented in an organization, there is a sense of shared responsibility for the equipment and hence the floor workers must ensure the proper state of all the machinery (Lastra et al., 2019). When done correctly, this helps to enhance productivity by reducing the cycle times, eliminating defects, and increasing the uptime.

There are various pillars of TPM. These are

I. Focus on autonomous maintenance

II. Focus on improvement

III. It uses planned maintenance

IV. It is involved in quality maintenance

V. There must be proper training

VI. Offers office TPM

VII. Enhances safety, health and good environment

The main aspect considered in TPM is the overall equipment effectiveness. This is the measure of how effective the equipment that is being used is. Therefore, the calculation of OEE takes into consideration the rate of performance, the availability grate, and the quality rate. Therefore, TPM is important because it improves the operational efficiency, reliability, and quality of the process (Rishi, Ramachandara&Srinivas, 2016). It is also a method that can be used to lower operating costs. This is because the maintenance is done beforehand and hence limiting the chances of more damage to the equipment. It also allows the firm to meet the quality needs of their customers as well as making the deliveries as scheduled. Lastly, it empowers the working staff to work as a team and use the learned skills in enhancing productivity.

Error-Proofing (Poka-Yoke)

Error proofing or Poka-Yoke is a lean principle that is used in any device that is operated automatically. It is also used in a method that makes it impossible to detect the occurrence of an error so that it makes it obvious when it has occurred (Shenoy, 2016). This is a tool that is used when a process step has been identified and the human error is possibly going to cause defects and mistakes. It is an important tool especially in production processes that depend on the attention of the employee or their skills. This tool can also be used in a service process where a customer is likely to make an error that might negatively impact the output. Other applications are in case of a hand-off step in the process and the output is to be transferred to another worker. Error proofing can also be used when there is a minor error at the beginning of the process which can cause a major error later on in the processes (Shenoy, 2016). It is also good to use it when the consequences of an error are expensive or dangerous.

Procedure for Mistake Proofing

Error proofing can be carried out by first of all creating a flow chart of the entire process. The main aim of this stage is to identify the areas where human error may occur. The second step is to find the source of each of the errors that may occur in the process. It is important to identify the main cause as opposed to the impacts of the problem in the system (Lazarevic et al., 2019). After this, one works to ensure that the errors will not occur. This can be done by eliminating the steps causing the errors, replacing the steps with an error with an error-proof one, or facilitation or making an action that is correct and far easier than the error.

When it is impossible to make sure that the error does not occur, it is important to ensure that there are systems in place set to detect the occurrence of the error. At the same time, one should think of ways that will make the impact of such errors less disastrous to the production process (Lazarevic et al., 2019). The method chosen should be the best mistake-proofing that should be implemented, tested, and inspected for the right feedback.

Visual Management

Visual management is an essential tool for lean manufacturing. it is used as a link between the data and the people. Visual management uses some visual cues which are instinctive to make succinct and accurate information that is within the workplace available at all times. This information is made available to all those who need it (Eaidgah et al., 2016). Therefore, visual management in lean manufacturing is used in communication. It uses visual cues to communicate about the environment within the workplace. It communicates any form of information but in most cases, it is used to display the expectations of performance as well as standards and warnings in processes (Eaidgah et al., 2016). Therefore, since this is a tool that uses visuals then it does not require any interpretation to get the meaning.

Several visual controls are used in lean management to make comparisons between the expected outcomes as well as the real performance. Therefore, the employees at the factory floor need to be able to identify the stages of the processes that are lagging for improvement to be carried out immediately (Eaidgah et al., 2016). Some of the visual controls include the andons, footprints, or signage.

Set-up Education or SMED

Single Minute Exchange Dies is the principle that works on reducing the changeover time. It classifies the elements as external and internal to a machine operating time and hence classifying the external elements to be done externally. The main aim is to minimize the set-up time from hours to less than 10 minutes (Maalouf&Zaduminska, 2019). This means that the company can save on the time wasted and hence enhance productivity. However, it is not every setup process that can be attained in a single-digit time. However, in cases of high percentage then this can be attained.

The key success of this principle is to move many setups from the internal setup to external. This is to reduce the time of setting up internal tasks. The internal setup can only be performed when the machine is down and not running. However, an external setup can be performed when the machine is running. Therefore, with such an approach, the machines will be non-operating for a shorter period (Maalouf&Zaduminska, 2019). The main processes include separating the internal from external setup operations. The second step is to convert the internal to external setup. This is followed by standardizing the function of the machines and using f the clamps or eliminating fasteners. Then intermediate jigs must be used to adopt parallel operations. The other step is to eliminate adjustments and mechanization.

Standardized Work

Standardized work in lean manufacturing is used to establish the precise procedures that are used to make products in a way that is effective and safe based on the available technologies (Shafeek, Bahaitham&Soltan, 2018). Therefore, having and producing standardized works is a principle of lean manufacturing. As such, there are three main elements in this process; the first is the Takt time which is the rate at which the parts or the products are produced to meet the demands of the customers (Shafeek, Bahaitham&Soltan, 2018). The second element is the work sequence which is the steps the operators must perform within the Takt time. These operations must be performed in a given order. Lastly are the standard inventory which is the minimum quantity of the parts and the raw materials that are needed to keep the operations running.

Benefits of Standardized Work

There are several benefits of having standardized work.

Reducing Variability

Standardizing the parts is the most efficient way of reducing variations in the final output. Therefore, through this process, the works become predictable, and hence costs, inventories and delivery times can be predicted.

Helping the People

The shop operators can have the impression that work cannot be standardized or that the implementation of the standards can be a boring task. However, with the enforcement of the standards, it is possible to increase efficiency as well as making the work more creative. They are also able to structure their work and hence removing pressure and stress of improper performance of duties.

Increasing Safety

When work is standardized on the company floor, then there are some safe methods which must be adopted to perform the tasks (Shafeek, Bahaitham&Soltan, 2018). The operators can use methods that have been tried and hence reducing the chances of injuries.

Line Balancing or TAKT Time

Line balancing refers to the production strategies that involve balancing the operator and the machine so that they match the Takt time. The Takt time is the rate at which the products are produced as per the demands of the customers (Adnan, Arbaai& Ismail, 2016). When the Takt time is equal to the production time, then the production line is balanced. However, when they differ then there is no balance, and interventions must be undertaken to restore the process. In most cases, the resources must be reallocated or rearranged to remove any bottlenecks or excess capacity (Adnan, Arbaai& Ismail, 2016). Therefore, the number of machines should be balanced with the number of workers.

Benefits of Line Balancing

Reducing Waste

Waiting time is a waste that must be eliminated in lean manufacturing. Therefore, any idle time must be synchronized and ensure that the operators and the machines do not wait for the materials (Nallusamy, 2016). Therefore, equipment downtime is minimized with line balancing.

Reducing Inventory Waste

Inventory waste in the production process can be either excess raw materials or work in progress. Inventory waste results from the inefficient allocation of capital. Therefore, with line balancing it becomes easier to avoid the buildup of the surplus inventory (Nallusamy, 2016). Reducing this ensures that there is a balance between the Takt time and the production time.

Absorbing Internal and External Irregularities

With line balancing, there is a reduction in the variation of the production line. It becomes possible to be flexible for any changes (Nallusamy, 2016). Therefore, when the customer makes some changes in the Takt time then it is easier for the changes to take place and bring a predictable balance to the system.

Reduction of Costs of Production and Increasing Profits

Line balancing is like the synchronization of the production processes. This helps to reduce and minimize the wastes because the workers and the machines can operate to their full potential (Nallusamy, 2016). As a result, profits can increase because the production capacity is high.

Batch Size Reduction

Batch size is the measure of the size of the work product of a completed unit of work. On the other hand, cycle time is the time that is taken to complete a single batch of work. Therefore, in lean manufacturing, batch sizes are important as well as reducing cycle times. When the cycle time is lower, then there is an increased potential of increasing profitability (Qattawi&ChalilMadathil, 2019). However, it is important to note that batch size and the cycle times remain directly proportional. An increase in one, therefore, leads to an increase in the other. Figure 4 shows how batch size reduces costs.

Figure 4: Cost reduction in a batch process

Heijunaka

This is a Japanese lean methodology that aims at improving the processes. It helps the firms to match the unpredictable demand and to eliminate the manufacturing waste by leveling the type and the quantity that should be produced. This methodology is great because it helps in avoiding the inefficiencies which are present in the manufacturing process of large batches. The methodology makes it possible to put the production process closer to customer demands (Araujo et al., 2018). Therefore, this is a methodology that createspredictability by determining what happens at the demand level. It also helps to understand flexibility which is achieved by reducing the changeover time. It also helps in enhancing the stability by averaging production volume and the type over a long period (Araujo et al., 2018). When organizations use this approach, they can level their schedules in the manufacturing processes and hence enjoy the benefits of flexibility, reduced inventory of unsold goods, and balancing the use of labor and machines. Figure 5 shows the Heijunaka process.

Figure 5: Heijunaka Process

Cellular Manufacturing

Cellular manufacturing is used when the equipment is arranged into workstations which facilitate the production of small batches in a continuous production flow. The workstations which are known as cells are U-shaped so that there is quick feedback between operators. Whenever an issue arises, there is a fast response and those workers who are trained within the cell can perform multiple tasks (Khalid et al., 2019). Therefore, this is a process that helps to minimize the downtime and ensures that the continuous flow of products is enhanced. As a result, there are minimum waste and high efficiencies. Figure 6 shows the cellular manufacturing process.

Figure 6: Cellular Manufacturing

Just-in-Time

In the manufacturing set-up, the speed and the cost of production determine the position of the company. This is because at low speeds and high costs then the company is not able to make profits. They must be able to meet customer demands at an affordable cost. Therefore, Just-in-Time manufacturing is a methodology that is used to reduce the flow times in the production systems (Pinto et al., 2018). It helps to control the variability in the processes and allow for an increase in productivity while at the same time lowering the costs. Some of the benefits of JIT include;

I. Reducing inventory

II. Reducing the labor costs

III. Reducing the space on the work floor

IV. Improving the quality of the product

V. Reducing the standard hours\reducing throughput time

VI. Increasing shipment

Conclusion

In conclusion, the concept of lean in the manufacturing setup is meant to reduce the wastes and increase the efficiency of the processes. Therefore, this is an approach used in manufacturing to reduce variability and increase productivity. Several methodologies are used to enhance the quality of products and minimize waste. These include Kaizen, Kanban, line balancing, and Takt time, as well as preventive maintenance. Some of the wastes that must be eliminated include waste of motion, inventory waste, waste of overproduction, and waste of over-processing. With the use of lean manufacturing, companies can overcome these challenges especially reducing the defects. This minimizes costs because the products will not be reworked on. As such, lean manufacturing focuses on ensuring that the businesses and organizations are profitable by reducing the wastes and enhancing the quality. It also ensures that they meet the customer needs by providing goods at the required time.

References

Adnan, A. N., Arbaai, N. A., & Ismail, A. (2016).Improvement of the overall efficiency of the production line by using line balancing. ARPN Journal of Engineering and Applied Sciences, 11(2), 7752-7758.

Araujo, G. P., Cesar, F. I. G., da Silva, A. L., & de ArrudaIgnácio, P. S. (2018).Application of heijunka leveling in a medical devices company. Journal of Lean Systems, 3(3), 02-23.

Chan, C. O., &Tay, H. L. (2018).Combining lean tools application in kaizen: a field study on the printing industry. International Journal of Productivity and Performance Management.

Eaidgah, Y., Maki, A. A., Kurczewski, K., &Abdekhodaee, A. (2016).Visual management, performance management, and continuous improvement. International Journal of Lean Six Sigma.

Kamble, S., Gunasekaran, A., &Dhone, N. C. (2020). Industry 4.0 and lean manufacturing practices for sustainable organizational performance in Indian manufacturing companies. International Journal of Production Research, 58(5), 1319-1337.

Khalid, Q. S., Arshad, M., Maqsood, S., Jahanzaib, M., Babar, A. R., Khan, I., ...& Kim, S. (2019). Hybrid Particle swarm algorithm for products’ scheduling problems in the cellular manufacturing system. Symmetry, 11(6), 729.

Lastra, F., Meneses, N., Altamirano, E., Raymundo, C., &Moguerza, J. M. (2019, July).Production management model based on lean manufacturing for cost reduction in the timber sector in Peru.In International Conference on Applied Human Factors and Ergonomics (pp. 467-476).Springer, Cham.

Lazarevic, M., Mandic, J., Sremcev, N., Vukelic, D., &Debevec, M. (2019). A systematic literature review of Poka-Yoke and a novel approach to theoretical aspects. StrojniskiVestnik-Journal of Mechanical Engineering (in press).

Maalouf, M. M., &Zaduminska, M. (2019).A case study of VSM and SMED in the food processing industry. Management and Production Engineering Review, 10, 60-68.

Marodin, G., Frank, A. G., Tortorella, G. L., &Netland, T. (2018). Lean product development and lean manufacturing: Testing moderation effects. International Journal of Production Economics, 203, 301-310.

Michlowicz, E. (2017, September). Kanban System in the Flow Control Subassemblies as a Component of Lean Manufacturing.In International Conference on Intelligent Systems in Production Engineering and Maintenance (pp. 271-283).Springer, Cham.

Nallusamy, S. (2016).Productivity enhancement in a small scale manufacturing unit through proposed line balancing and cellular layout. International Journal of Performability Engineering, 12(6), 523-534.

Pinto, J. L. Q., Matias, J. C. O., Pimentel, C., Azevedo, S. G., &Govindan, K. (2018). Introduction to Lean and Just-in-Time Manufacturing. In Just in Time Factory (pp. 1-4). Springer, Cham.

Qattawi, A., &ChalilMadathil, S. (2019). Assembly line design using a hybrid approach of lean manufacturing and balancing models. Production & Manufacturing Research, 7(1), 125-142.

Randhawa, J. S., &Ahuja, I. S. (2018). An investigation into manufacturing performance achievements accrued by Indian manufacturing organizations through strategic 5S practices. International Journal of Productivity and Performance Management.

Rishi, J. P., Ramachandara, C. G., &Srinivas, T. R. (2016).Keys to Succeed in Implementing Total Preventive Maintenance (TPM) and Lean Strategies.

Rüttimann, B. G., &Stöckli, M. T. (2016).Going beyond triviality: The Toyota production system—lean manufacturing beyond Muda and Kaizen. Journal of Service Science and Management, 9(02), 140.

Sajan, M. P., Shalij, P. R., & Ramesh, A. (2017). Lean manufacturing practices in Indian manufacturing SMEs and their effect on sustainability performance. Journal of Manufacturing Technology Management.

Sanders, A., Elangeswaran, C., &Wulfsberg, J. P. (2016). Industry 4.0 implies lean manufacturing: Research activities in industry 4.0 function as enablers for lean manufacturing. Journal of Industrial Engineering and Management (JIEM), 9(3), 811-833.

Shafeek, H., Bahaitham, H., &Soltan, H. (2018). Lean Manufacturing Implementation Using Standardized Work. Journal of Computational and Theoretical Nanoscience, 15(6-7), 1814-1817.

Shafeek, H., Bahaitham, H., &Soltan, H. (2018). Lean Manufacturing Implementation Using Standardized Work. Journal of Computational and Theoretical Nanoscience, 15(6-7), 1814-1817.

Shenoy, V. (2016). Error Proofing: Effective Tool for Output Efficiency. International Journal of Engineering Research and Modern Education (IJERME), 504-507.

Tekin, M., Arslandere, M., Etlioğlu, M., Koyuncuoğlu, Ö.,&Tekin, E. (2018, August). An Application of SMED and Jidoka in Lean Production. The International Symposium for Production Research (pp. 530-545).Springer, Cham.

Zahraee, S. M. (2016). A survey on lean manufacturing implementation in the selected manufacturing industry in Iran. International Journal of Lean Six Sigma.