The impact of the crisis due to the Covid-19 pandemic posed complex issues to industrial networks, including supply disruptions and demand-side shocks. Supply disorders are attributed to production troubles of direct suppliers and global transportation due to health risks and quarantine policies. This context formed market anomalies that have affected the capacity to ramp up production and reduced operations in many industries. It is one of the reasons, but not the only, because a stable and robust production system has become indispensable for industrial firms to remain competitive and retain their market share in the global economy, satisfying external and internal stakeholders. The continuous improvement of manufacturing system processes is a daily target. In past decades manufacturers widely implemented techniques related to the concepts of Lean Manufacturing and Six Sigma to achieve their objective: reduction of cost and waste. Today, we are on the cusp of the Fourth Industrial Revolution. The rapid advances in industrialization and informatization have spurred progress in developing the next generation of manufacturing technology: Industry 4.0. Lean is a well-developed and empirically proven successful managerial approach. Combining Lean and Industry 4.0 practices seems to be an evolutionary step for further raising operational excellence and sustaining the production troubles. A case study supports the merging of Industry 4.0 and Lean Management: a machine vision system is implemented in the production cell of a large Lean firm to increase productivity. The goal is to show the benefits and evaluate the relationship between Lean and Industry 4.0 with an eye on current literature. The industrial case study figures out the critical aspects of the current production process of torque wrench in the Stanley Black & Decker's plant, focusing on Non-Value-Added activities and implementing an automated solution to push its transition to Industry 4.0. The work will exhibit the project's advancement from the definition phase to its implementation, including all the necessary steps for the solution selection.
L’impatto della crisi conseguente alla pandemia di Covid-19 ha generato problemi complessi alle reti industriali, tra cui interruzioni di rifornimenti e fluttuazioni della domanda. Le difficoltà nell’approvvigionamento sono attribuibili a problemi di produzione da parte dei fornitori e di trasporto delle merci a livello mondiale. Questo contesto ha creato delle anomalie nei mercati che hanno influenzato la capacità di mantenere od aumentare la produzione e ridotto l’operatività in molti settori. Anche per tali motivi, per le imprese industriali è indispensabile – per rimanere competitive, mantenere la propria quota di mercato a livello globale e soddisfare tutte le parti interessate - disporre di un sistema di produzione efficiente e robusto. Il miglioramento continuo dei processi dei sistemi di produzione è un obiettivo quotidiano. In particolare negli ultimi decenni i produttori hanno implementato ampiamente tecniche di Lean Manufacturing e Six Sigma per raggiungere il loro obiettivo di riduzione degli sprechi e dei costi. Oggi siamo all'apice della Quarta Rivoluzione Industriale. I rapidi avanzamenti nell'industrializzazione e nell'informatizzazione hanno stimolato il progresso nello sviluppo della tecnologia di produzione di nuova generazione: l'Industria 4.0. Il metodo Lean è un approccio manageriale ben sviluppato ed empiricamente provato di successo. Combinare le pratiche Lean e le tecnologie dell'Industria 4.0 sembra essere un passo evolutivo per aumentare ulteriormente l'eccellenza operativa e sostenere i problemi di produzione. Il lavoro di tesi presenta un caso studio a sostegno della bontà della implementazione congiunta di Industria 4.0 e Lean Management. Un sistema di visione artificiale è stato implementato nella cella di produzione di una grande azienda Lean per aumentarne la produttività. L'obiettivo è mostrarne i benefici per valutare la relazione tra Lean e Industry 4.0 basandosi anche sulla letteratura attuale. In questo caso studio, l’obiettivo è quello di capire gli aspetti critici dell’attuale processo del reparto di dinamometria della Stanley Black & Decker, concentrandosi sulle attività a non valore aggiunto e implementare una soluzione automatizzata.
Lean 4.0 : joint implementation of lean principles and industry 4.0 technologies for the continuous improvement in manufacturing
Bodio, Andrea
2020/2021
Abstract
The impact of the crisis due to the Covid-19 pandemic posed complex issues to industrial networks, including supply disruptions and demand-side shocks. Supply disorders are attributed to production troubles of direct suppliers and global transportation due to health risks and quarantine policies. This context formed market anomalies that have affected the capacity to ramp up production and reduced operations in many industries. It is one of the reasons, but not the only, because a stable and robust production system has become indispensable for industrial firms to remain competitive and retain their market share in the global economy, satisfying external and internal stakeholders. The continuous improvement of manufacturing system processes is a daily target. In past decades manufacturers widely implemented techniques related to the concepts of Lean Manufacturing and Six Sigma to achieve their objective: reduction of cost and waste. Today, we are on the cusp of the Fourth Industrial Revolution. The rapid advances in industrialization and informatization have spurred progress in developing the next generation of manufacturing technology: Industry 4.0. Lean is a well-developed and empirically proven successful managerial approach. Combining Lean and Industry 4.0 practices seems to be an evolutionary step for further raising operational excellence and sustaining the production troubles. A case study supports the merging of Industry 4.0 and Lean Management: a machine vision system is implemented in the production cell of a large Lean firm to increase productivity. The goal is to show the benefits and evaluate the relationship between Lean and Industry 4.0 with an eye on current literature. The industrial case study figures out the critical aspects of the current production process of torque wrench in the Stanley Black & Decker's plant, focusing on Non-Value-Added activities and implementing an automated solution to push its transition to Industry 4.0. The work will exhibit the project's advancement from the definition phase to its implementation, including all the necessary steps for the solution selection.| File | Dimensione | Formato | |
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https://hdl.handle.net/10589/187946