@inproceedings{1902, abstract = {{The Toyota Production System became well-known in the 90s and stands for highly efficient processes. The success of the production system stems from its methods and its focus on human factors. For some years, production research has focused on the topic of digital manufacturing. This technology-oriented approach is pursued quite independently of the Toyota Production System. As a result, technical solutions may prove incompatible with the Lean philosophy. Therefore, operational practice must link the Lean philosophy with new technologies in order to make work processes and material flows productive and ergonomic simultaneously. As a part of their education in industrial engineering at the Ostwestfalen-Lippe University of Applied Sciences and Arts, students learn all current Lean methods by means of business games. One of these has been supplemented with information technology components. The objective of this article is to introduce this business game and to explain its didactic concept.}}, author = {{Adrian, Benjamin and Hinrichsen, Sven and Nikolenko, Alexander and Meyer, Frederic}}, booktitle = {{Advances in Human Factors and Systems Interaction}}, editor = {{Nunes, Isabel L.}}, isbn = {{978-3-030-20039-8}}, issn = {{2194-5357}}, keywords = {{Lean, Human factors, Digital manufacturing, Business game, Evaluation, Questionnaire}}, location = {{Washington D.C., USA}}, pages = {{45--55}}, publisher = {{Springer}}, title = {{{How to Combine Lean, Human Factors and Digital Manufacturing – A Teaching Concept}}}, doi = {{https://doi.org/10.1007/978-3-030-20040-4_5}}, volume = {{959}}, year = {{2020}}, } @inproceedings{586, abstract = {{Under the circumstance of advanced globalization, it is increasingly difficult for production companies to remain competitiveness. Many of them are forced to restrict budget and reduce production costs. In addition, the customization of product increases continuously. This results in extension of product variation and reduction of product life cycle. Therefore, the companies need a high flexibility to respond quickly to changes in the market and to customer requirements. Lean thinking, as a powerful tool, has been implemented by many companies in production and manufacturing. In order to avoid waste in lean manufacturing, it is necessary to manage efficiently the material flow. In this study, for a lean material handling system in the lean manufacturing of a company, an in-plant milk-run distribution system is taken into consideration. The system consistsof vehicles, which move periodically in certain routes. The materials are delivered in short intervals from a central storage area to several points of use in the production. By using milk-run in plant, the material handling processes can be standardized and therefore the waste can be eliminated. One additional aim of the study with milk-run distribution for the material provision is to minimize the handling time, which determines directly the personal costs. In order to realize the aim, the work has beendivided into several steps. At first, the production processes, especially the material provision for the production have been analyzed. Secondly, the technological solutions have been analyzed in order to handle different loading units required by different machines in the production. Thirdly, the milk-run distribution for lean production is formulated as an optimization problem with the object of minimizing the number of vehicles and the distance traveled under the constraints of specific time periods, capacity of vehicle and related stations etc. Fourthly, two optimization methods are developed in order to find the optimal solution for the milk-run problem and the performance of different methods is also compared.}}, author = {{Li, Li and Schulze, L.}}, editor = {{Villmer, Franz-Josef and Padoano, Elio}}, isbn = {{978-3-946856-00-9}}, keywords = {{Milk-Run, Material provision, Lean production, Genetic algorithm}}, location = {{Lemgo}}, number = {{1}}, pages = {{65--76}}, title = {{{In-Plant Milk-Run Distribution for Material Provision Optimization in Lean Production}}}, year = {{2016}}, } @inproceedings{587, abstract = {{Development engineers are most valued for their excellence in physical product development, but on the flipside, project managers face problems when trying to fit them into effectively running development processes. Because of the advantages of Lean Management in production (Lean Production), process managers often try to transfer lean principles directly to development processes, not considering that major differences exist between well-described production processes and new product development processes which include much more uncertainty and risk. Nevertheless, several lean principals are applicable in product development. This paper describes five lean development insights (LDIs) which were found when optimizing an entire product realization process. Lean principles have been examined and then translated to collaboration between product development and tool manufacturing at a globally operating German family-run company. These LDIs are meant to help project and process managers, consultants and developers to rethink their ways of organizing product development. The application of these insights will result in increased transparency, intensified collaboration, improved processes and quality, shortened lead times, and also eliminate waste.}}, author = {{Riediger, M. and Villmer, Franz-Josef}}, booktitle = {{Production Engineering and Management}}, editor = {{Villmer, Franz-Josef and Padoano, Elio}}, isbn = {{978-3-946856-00-9}}, keywords = {{Lean development, Collaboration, Agile, PLM, Frontloading, Simultaneous engineering}}, location = {{Lemgo}}, number = {{1}}, pages = {{111--122}}, title = {{{Five Insights in Effectively Managing Product Development}}}, year = {{2016}}, }