Author ORCID Identifier

https://orcid.org/0000-0002-4833-4785

Year of Publication

2019

Degree Name

Master of Science in Manufacturing Systems Engineering (MSMSE)

Document Type

Master's Thesis

College

Engineering

Department

Manufacturing Systems Engineering

First Advisor

Dr. Jeffrey Seay

Second Advisor

Dr. M. Abbot Maginnis

Abstract

The purpose of this research is to implement and analyze the true lean transformation in a manufacturing start-up organization. Often, lean transformations are observed in developed manufacturing organizations having sophisticated production lines and numerous employees, where lean tools are utilized to reduce waste while increasing profit. However, this type of transformation is narrowly focused on quantifiable process results and falls short of the ultimate goal, establishing a true lean culture within the organization. As a result, it is recommended that true lean principles, philosophies, culture, operations environment and tools be applied at the very beginning stages of an organization, or during the start-up phase to embed true lean thinking and application in the entirety of the organization. In this analysis, a case study is performed on a team embarking on a start-up manufacturing enterprise. The team is trained on true lean and all the four aspects of true lean are applied for successfully implementing true lean in the start-up. In addition, a true lean implementation approach was generated and applied using PDCA (plan, do, check and act) model. The results of this case study are presented in this work.

Digital Object Identifier (DOI)

https://doi.org/10.13023/etd.2019.423

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