Sustaining Supply Chain Operations through Lean Manufacturing

Suphattra Ketsarapong, Kong Suwantaranrangsri, Kongkiti Phusavat and Binshan Lin
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Suphattra Ketsarapong: Sripatum University, Thailand
Kong Suwantaranrangsri: Sripatum University, Thailand
Kongkiti Phusavat: Kasetsart University, Thailand
Binshan Lin: Louisiana State University in Shreveport, USA

International Journal of Synergy and Research, 2012, vol. 1, issue 2, 5-20

Abstract: Purpose – The study aims to report a case study in a Thai Electronics Manufacturing deploying a lean manufacturing approach, and to discuss the value gained in their supply chain operations. These experiences can be adapted by others for design, redesign, and problem shooting when analyzing the performance of supply chain operations. Approach – The paper is based on actual activities in a case study. This paper begins by reviewing the relevant literature on supply chain operations and supply chain uncertainty, and then reviews lean manufacturing implementation. The literature review helps to validate the case study, which is a challenge of high mix, low volume and unstable demand manufacturing. The paper also describes two major techniques, continuous improvement and Kaizen activities, and then focuses on the seven types of waste. It also indicates the practical obstacles to the implementation. Findings – The analysis of the case study shows that the major critical successful factor in implementation is the commitment from top management and actual involvement of individual operators in the production line, who have the same goal to enhance the supply chain activities. The technical aspect has less impact if planned properly. Value – This paper explains the actual activities of lean manufacturing implementation in details. The first approach is to educate and convince people about continuous improvement activity to gain their cooperation. After the employees are willing to take part and act independently, the company can gain continuously. Secondly, the 7-waste perspective of production flexibility is gained. However, resistance to change, the amount of data, and the practicalities of waste reduction are limitations in implementation.

Keywords: lean manufacturing; industrial and operational management; synergy; kaizen activity; electronics supply chain (search for similar items in EconPapers)
Date: 2012
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