Advertisement

A Conceptual Model for Production Leveling (Heijunka) Implementation in Batch Production Systems

  • Luciano Fonseca de Araujo
  • Abelardo Alves de Queiroz
Part of the IFIP Advances in Information and Communication Technology book series (IFIPAICT, volume 338)

Abstract

This paper explains an implementation model for a new method for Production Leveling designed for batch production system. The main structure of this model is grounded on three constructs: traditional framework for Operations Planning, Lean Manufacturing concepts for Production Leveling and case study guidelines. By combining the first and second construct, a framework for Production Leveling has been developed for batch production systems. Then, case study guidelines were applied to define an appropriate implementation sequence that includes prioritizing criteria of products and level production plan for capacity analysis. This conceptual model was applied on a Brazilian subsidiary of a multinational company. Furthermore, results evidence performance improvement and hence were approved by both managers and Production personnel. Finally, based on research limitations, researchers and practitioners can confirm the general applicability of this method by applying it in companies that share similarities in terms of batch processing operations.

Keywords

Batch Production Heijunka Implementation Model Production Leveling 

References

  1. 1.
    Araujo, L.F.: Method for application of Production Leveling in repetitive manufacturing systems with batch production (Master of Science Dissertation). Federal University of Santa Catarina. Department of Mechanical Engineering, p. 169 (2008) (in Portuguese)Google Scholar
  2. 2.
    Kotani, S., Ito, T., Ohno, K.: Sequencing Problem for a Mixed-Model Assembly Line In The Toyota Production System. Int. J. Prod. Res. 42(23), 4955–4974 (2004)zbMATHCrossRefGoogle Scholar
  3. 3.
    Cooney, R.: Is Lean a Universal Production System? Batch Production in the Automotive Industry. Int. J. Op. & Prod. Man. 22(10), 1130–1147 (2002)CrossRefGoogle Scholar
  4. 4.
    Eisenhardt, K.: Building Theories from Case Study Research. The Academy of Management Review 14(4), 532–550 (1989)CrossRefGoogle Scholar
  5. 5.
    Godinho Filho, M., Fernandes, F.C.F.: Lean Manufacturing: a literature review which classifies and analyses papers indicating new research. Gestão & Produção 11(1), 1–19 (2004) (in Portuguese)CrossRefGoogle Scholar
  6. 6.
    Jones, D., Womack, J., Roos, D.: The machine that has changed the world. Rio de Janeiro, Campus (2004) (in Portuguese)Google Scholar
  7. 7.
    Liker, J., Meier, D.: Toyota Way field book: a practical guide for implementing Toyotás 4Ps. McGraw-Hill, New York (2007)Google Scholar
  8. 8.
    Monden, Y.: Toyota Production System: An Integrated Approach, 3rd edn. Engineering & Management Press, New York (1998)Google Scholar
  9. 9.
    Slack, N., Chambers, S., Johnston, R.: Operations Management, 2nd edn., Atlas (2002) (in Portuguese)Google Scholar
  10. 10.
    Smalley, A.: Creating Level Pull. Lean Enterprise Institute, São Paulo (2004) (in Portuguese)Google Scholar
  11. 11.
    Lee, H.L., Padmanabhan, V., Whang, S.: The bullwhip effect in supply chains. Sloan Management Review 38(3), 93–102 (1997)Google Scholar
  12. 12.
    Vollmann, T.E., Jacobs, F.R., Berry, W., Whybark, D.C.: Manufacturing planning and control systems for supply chain management, 5th edn. McGraw-Hill, New York (2006) (in Portuguese)Google Scholar
  13. 13.
    Shingo, S.: Toyota Production System: from the point of view of Production Engineering, Porto Alegre, Bookman (1996) (in Portuguese)Google Scholar

Copyright information

© IFIP International Federation for Information Processing 2010

Authors and Affiliations

  • Luciano Fonseca de Araujo
    • 1
  • Abelardo Alves de Queiroz
    • 1
  1. 1.Department of Manufacturing, GETEQ Research GroupFederal University of Santa CatarinaFlorianópolisBrazil

Personalised recommendations