Faculty of Engineering and Built Environment
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Item Comparative analysis of the implementation of Toyota Production System between a tier-one and tier-two supplier(2024-05) Govender, Prenisha; Dewa, MendonThe Toyota Production systems (TPS) is a methodology that is widely used in the manufacturing automotive industry. The Toyota pyramid model consists of four levels which can be dissected into the first level of philosophy, the second level named process, the third pillar of people and partners, and lastly the problem-solving level. These are also characterised by 14 principles of the model. However, many suppliers face challenges in implementing these principles from the Toyota pyramid model due to lack of knowledge, understanding or available framework for easy implementation and guidance. This study aims to conduct a comparative analysis of the level of implementation of the 14 principles of the Toyota pyramid model by a tier-one and tiertwo supplier. This study also identified areas of strengths and weakness and made provisions for continuous improvement initiatives at each supplier for future work. A quantitative research methodology with a questionnaire as the research instrument, was adopted for this study. A 5-point Likert type scale was used to elicit responses from 25 research participants from the tier-one and tier-two suppliers. Data analysis was conducted through descriptive values of the means, skewness and kurtosis, and an independent sample t-test was used as an inferential tool to establish the relationship between the tier-one and tier-two supplier. Value stream mapping was also deployed to identify the current production processes and kaizen bursts that characterized the two organisations. The results from the comparative analysis of the level of implementation of the Toyota pyramid model revealed that tier-one supplier was demonstrating better performance than tier-two supplier in the implementation of the 14 principles. In addition, the results demonstrated that principle 1, from the philosophy level had a higher mean or was stronger for each supplier. On the hand, principle 8 and principle 12 were found to be weaker in each supplier respectively. The areas of improvement which were highlighted in the kaizen bursts on the value stream map were addressed and kaizen implementation was undertaken. These improvement initiatives included rebalancing a seat-cover assembly line and deployment of an andon management system at the tier-one supplier to improve line efficiency and line management. A framework was also proposed for the tier-two supplier to bridge the gap in its practice for implementation of the Toyota pyramid model principles. Additional principles were added to this framework to ensure an easier and understandable methodology and framework to be referred to for suppliers and companies to improve.Item The implementation of an andon production management system to improve the efficiency of tracking of output scores(Southern African Institute for Industrial Engineering, 2023-10-31) Dewa, Mendon; Govender, PrenishaWith the rapid ever changing technological advances, simple processes are easily changed from manual to automated. An automotive company struggled to keep track of their hourly target as well as the shift production scores. This was crucial to the production line management as this posed as a difficulty to determine the line overall efficiency as well as the possible factors of downtime. This paper is aimed to improve the tracking of hourly scores on a moving conveyor using an automated production management Andon system. Using the PDSA cycle, this automated system was implemented which made capturing of scores easier and more efficient. Once implemented, the daily downtime analysis report could be analyzed and factors affecting the production score were further investigated by the production line management. These contributors were then addressed with implemented countermeasures resulting in a high efficiency line as well as correctly tracked hourly scores.Item Use of kaizen principle and line balancing technique for process improvement in the assembly of automotive components(SAJIE, 2022-11-11) Govender, Prenisha; Dewa, MendonContinuous process improvement is critical for organisations to stay in business. An automotive component manufacturer faced productivity challenges after the launch of a new hybrid C-SUV automobile in South Africa. This paper aims to improve the seat cover sewing process line through a line balancing technique. The use of process standard times to balance the production process initially led to bottlenecks, and the cycle time was above the takt time of the assembly line. Through the use of work-study analysis and time studies, the bottleneck processes were identified. Elements were then categorized, and kaizen implementation occurred at the processes. The processes were then rebalanced to meet the calculated cycle time. A root cause analysis was also conducted to investigate the sources of muda and the factors affecting the rate of working. The assembly line was then rebalanced, and the balance delay decreased by 33%.