Lean Manufacturing Effects in a Serbian Confectionery Company – Case Study

• Published in: Organizacija Vol. 47; no. 3; pp. 143 - 152
• Main Authors: Djekic, Ilija, Zivan ovic, Dragan, Dragojlovic, Sladjana, Dragovic, Radoslava
• Format: Journal Article
• Language: English
• Published: Kranj De Gruyter Poland 01.08.2014; Sciendo
• Subjects: Analysis; benefits; Candy industry; Case studies; Confectionery; confectionery production; constraints; Efficiency; ISO standards; Lean manufacturing; Maintenance; Mean time between failures; Optimization techniques; Organization theory; Phases; Preventive maintenance; Problem solving; Process controls; Quality improvement; Quality management; Studies; Training; Visual control; Serbia
• ISSN: 1581-1832; 1318-5454; 1581-1832
• DOI: 10.2478/orga-2014-0013

Background and Purpose: The objective of this paper was to evaluate effects of implementing lean manufacturing in a Serbian confectionery production company during a period of 24 months, emphasizing observed benefits and constrains. Company 'case study' is a leading confectionery producer in Serbia with annual production of more than 25,000 t. Methodology/Approach: The research method was case study. The approach in implementing lean manufacturing was structured in five phases, as follows: (i) training, (ii) analysis of lean wastes on one technological line, (iii) choice of lean tools to be implemented in the factory, (iv) implementation of lean tools in production and maintenance, (v) development of continual improvement sector and further deployment of lean tools. Results: Lean manufacturing tools implemented in the production process were visual control and single minute exchange of dies (SMED). Maintenance process implemented 5S with total productive maintenance (TPM) and problem solving sessions being the tools implemented in both processes. During the observed period, results of these tools showed the following: visual control tables initiated 61 improvement memos out of which 39% were fully implemented; a total of 2284 minor problems had been recorded, with over 95% of issues revealed in due time; total SMED time decreased for 7.6%; 19 problem solving sessions were initiated with 58% of solving effectiveness, and the remaining converted to on-going projects. In maintenance 5S improved from 29.9 to 60.3; overall equipment effectiveness (OEE) indicator increased from 87.9% to 92.3%; mean time between failure (MTBF) increased for 16.4%. Conclusion: As a result of all activities, 20 in-house trainings and 2 'kaizen' events including motivational training have been initiated with 54 documents being revised and improved in order to contribute to more efficient processes.