| dc.description.abstract | Small and medium-sized enterprises are usually at a disadvantage compared to large
enterprises. To compete with large companies and large companies, SMC needs to
ensure that the quality of its products meets customer expectations. However, at the same
time, manufacturing costs must be kept as low as possible. It is common for SMC to
adopt a push manufacturing strategy. This strategy aims to mass-produce products to
reduce production costs and ensure that each customer's demand is always met, whether
repetitive or voluntary.
The "lean" approach has been applied more frequently in manufacturing than in the
continuous/process sector, mainly because of several perceived barriers in the latter
environment that have caused managers to be reluctant to make the required
commitment. This thesis describes a case where lean principles were adapted for the
process sector for application at a small enterprise in India. Value stream mapping was
the main tool used to identify the opportunities for various lean techniques. This thesis
also describes a simulation model developed to contrast the "before" and "after"
scenarios in detail to illustrate to managers potential benefits such as reduced production
lead-time and lower inventory. | en_US |
