The barriers to lean implementation in high mix, low volume manufacturing - a marine diving engineering case study

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dc.contributor.advisorKahlen, F Jen_ZA
dc.contributor.authorIsaacs, Devinen_ZA
dc.date.accessioned2015-01-01T12:42:11Z
dc.date.available2015-01-01T12:42:11Z
dc.date.issued2012en_ZA
dc.descriptionIncludes bibliographical references.en_ZA
dc.description.abstractThe principles of lean thinking have been widely applied but lean implementing is notoriously complex and challenging. This case study takes place at Unique Hydra (Pty) ltd (Hydra), a high mix, low volume (HMlV) manufacturer specialising in marine diving engineering. lean implementation at Hydra attempted to transform the silo production system to a product focused system defined end-to-end. This case study is performed within the framework of action science. The functional heads of department are recognised as the existing change agents within the organisation and implementation is channelled through this leadership structure. A principled approach to lean implementation is adopted in order to ensure long term sustainability and drive the appropriate lean culture. lean implementation at Hydra is directed at the manufacture containerised dive systems (CDS) products. Cross functional office and factory teams are proposed to replace the existing functional silo system as a means of organising the value adding people and processes around products. All information related to production of CDS is stored and exchanged through a dedicated CDS information database. A combined push/pull scheduling system with limited work-in-progress and a supermarket supply stock management tool are used to schedule production. Visual management, A3 problem solving and 5S tools are proposed to continuously improve processes inside cross functional teams. As the challenges mounted it become clear that this attempt at lean implementation would be unsuccessful. The main objective of this research changed to describing the barriers preventing implementation. The barriers preventing the lean implementation include: the silo organisational structure, a problematic current state definition, the view of lean as a toolkit and concurrent organisational change initiatives.en_ZA
dc.identifier.apacitationIsaacs, D. (2012). <i>The barriers to lean implementation in high mix, low volume manufacturing - a marine diving engineering case study</i>. (Thesis). University of Cape Town ,Faculty of Engineering & the Built Environment ,Department of Mechanical Engineering. Retrieved from http://hdl.handle.net/11427/10856en_ZA
dc.identifier.chicagocitationIsaacs, Devin. <i>"The barriers to lean implementation in high mix, low volume manufacturing - a marine diving engineering case study."</i> Thesis., University of Cape Town ,Faculty of Engineering & the Built Environment ,Department of Mechanical Engineering, 2012. http://hdl.handle.net/11427/10856en_ZA
dc.identifier.citationIsaacs, D. 2012. The barriers to lean implementation in high mix, low volume manufacturing - a marine diving engineering case study. University of Cape Town.en_ZA
dc.identifier.ris TY - Thesis / Dissertation AU - Isaacs, Devin AB - The principles of lean thinking have been widely applied but lean implementing is notoriously complex and challenging. This case study takes place at Unique Hydra (Pty) ltd (Hydra), a high mix, low volume (HMlV) manufacturer specialising in marine diving engineering. lean implementation at Hydra attempted to transform the silo production system to a product focused system defined end-to-end. This case study is performed within the framework of action science. The functional heads of department are recognised as the existing change agents within the organisation and implementation is channelled through this leadership structure. A principled approach to lean implementation is adopted in order to ensure long term sustainability and drive the appropriate lean culture. lean implementation at Hydra is directed at the manufacture containerised dive systems (CDS) products. Cross functional office and factory teams are proposed to replace the existing functional silo system as a means of organising the value adding people and processes around products. All information related to production of CDS is stored and exchanged through a dedicated CDS information database. A combined push/pull scheduling system with limited work-in-progress and a supermarket supply stock management tool are used to schedule production. Visual management, A3 problem solving and 5S tools are proposed to continuously improve processes inside cross functional teams. As the challenges mounted it become clear that this attempt at lean implementation would be unsuccessful. The main objective of this research changed to describing the barriers preventing implementation. The barriers preventing the lean implementation include: the silo organisational structure, a problematic current state definition, the view of lean as a toolkit and concurrent organisational change initiatives. DA - 2012 DB - OpenUCT DP - University of Cape Town LK - https://open.uct.ac.za PB - University of Cape Town PY - 2012 T1 - The barriers to lean implementation in high mix, low volume manufacturing - a marine diving engineering case study TI - The barriers to lean implementation in high mix, low volume manufacturing - a marine diving engineering case study UR - http://hdl.handle.net/11427/10856 ER - en_ZA
dc.identifier.urihttp://hdl.handle.net/11427/10856
dc.identifier.vancouvercitationIsaacs D. The barriers to lean implementation in high mix, low volume manufacturing - a marine diving engineering case study. [Thesis]. University of Cape Town ,Faculty of Engineering & the Built Environment ,Department of Mechanical Engineering, 2012 [cited yyyy month dd]. Available from: http://hdl.handle.net/11427/10856en_ZA
dc.language.isoengen_ZA
dc.publisher.departmentDepartment of Mechanical Engineeringen_ZA
dc.publisher.facultyFaculty of Engineering and the Built Environment
dc.publisher.institutionUniversity of Cape Town
dc.subject.otherMechanical Engineeringen_ZA
dc.titleThe barriers to lean implementation in high mix, low volume manufacturing - a marine diving engineering case studyen_ZA
dc.typeMaster Thesis
dc.type.qualificationlevelMasters
dc.type.qualificationnameMScen_ZA
uct.type.filetypeText
uct.type.filetypeImage
uct.type.publicationResearchen_ZA
uct.type.resourceThesisen_ZA
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