Lean Remanufacturing: Material Flows at Volvo Parts Flen

The after market is of great significance of a company’s competitiveness and an growing part of its revenues could be derived from it. Remanufacturing, in focus of this dissertation, is a superb business opportunity and the European market has an enormous growth potential. In the united states it’s a key business and the automotive industry, focused in this report, sells approximately 60 million remanufactured automotive products when compared with Fifteen million products in Europe for an equivalent stock of vehicles. When compared with manufacturing, the remanufacturing environment is a more complicated business because of the high degree of skepticism in the production process, primarily because of 2 reasons: the quantity and quality of returned cores. Overall, 7 features that make the remanufacturing material flow harder to manage have been identified. Emerging in the 1990’s the idea of Lean production is a well-known option for increasing the manufacturing capabilities of a business. Lean production, which is believed to boost productivity, reduce lead-time and expenses and improve quality, is widely adopted. In this thesis, the aim is to investigate what characteristics of the remanufacturing environment that may hinder the implementation of Lean production principles of material flows and how Lean principles can be used in a remanufacturing environment. In accordance, the theories of Lean production and Remanufacturing are utilized and the research methodology selected that of a case study…

Contents: Lean Remanufacturing: Material Flows at Volvo Parts Flen

1 Remanufacturing – A Growing Industry With Inherent Instability
1.1 Purpose
1.2 Earlier Research Of Lean Production In Remanufacturing
2 Waste Reduction And Uncertainty In The Production – The Theoretical Framework
2.1 The Remanufacturing System
2.1.1 The Different Steps Of Remanufacturing Operations
2.1.2 The Seven Characteristics Of Remanufacturing
2.1.3 Uncertain Timing And Quantity Of Returns
2.1.4 Need To Balance Returns With Demand
2.1.5 Disassembly Of Returned Products
2.1.6 Uncertainty In Materials Recovered From Returned Items
2.1.7 Requirement For A Reverse Logistics Network
2.1.8 Complication Of Material Matching Restrictions
2.1.9 Stochastic Routings For Materials And Highly Variable Processing Times
2.2 Lean Production
2.3 Material Flow Issues In Lean Production
2.3.1 Production To Customer Orders (Customer Pull)
2.3.2 Create A Levelled Workload
2.3.3 One Piece Flow And Reduced Setup Times
2.3.4 Takt Time
2.3.5 Just-In-Time Deliveries (Jit)
2.3.6 Stable Production Process
3 Method
3.1 Analytical Framework
3.2 Line Of Approach
3.3 The Case Of Volvo Parts Flen Ab
3.4 Theoretical Foundation And Data Collection
3.5 Operationalisation
3.6 Trustworthiness Of The Thesis
3.7 Ethical Issues
4 The Material Flows Of A Car Engine
4.1 Volvo Parts Flen
4.2 The Current Car Engine Flow
4.2.1 Planning Structure
4.3 Presentation Of Results And Analysis Of The Current State
4.3.1 Pre-Disassembly
4.3.2 Disassembly
4.3.3 Cleaning
4.3.4 Reprocessing
4.3.5 Reassembly
4.3.6 Testing
4.4 Hindrance Of Lean Principles On Aggregated Level
4.4.1 Planning Principle
4.4.2 A Parallel Flow And Transportation
4.4.3 Balancing Demand With Returns
4.4.4 Determining Economic Order Quantities
4.4.5 Lead-Time Analysis
5 Proposal Of How To Make The Flow Lean – A Future State
5.1 Pre-Disassembly
5.2 Disassembly
5.3 Cleaning
5.4 Reprocessing….

Source: Uppsala University Library

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