An Elimination of Non-Value Added Movement by Organizing Production Process Layout : A Case Study of Fresh Coffee Shop Business in Khon Kaen Province
Article Sidebar
Main Article Content
Abstract
An elimination of non-value added movement helps to reduce the distance and the duration time of operations. The objectives of this research are to study non-value added movement including analyzing such causes and suggest ways to eliminating non-value added movement by organizing production process layout based on the Agile Manifesto thinking process by applied a Lean thinking process in terms of wastes elimination. Data collection is conducted by participant observation, mini focus group discussion, and analysis of service blueprint. This includes the flow process chart, the calculate of the suitable time of each moving round, activity value analysis, and an operations chart, tree diagrams with 5 Whys analysis. The research analyses the waste that occurs in the activity concerning the movement of various instruments in the production process. Such waste results from the unsuitable production process layout design. The researcher suggested the ways to eliminate non-value added movement by organizing production process layout. I was found that the distance of movement was reduced from 23.2 meters to 12.06 meters and the processing time also dropped from 3.01 minutes to 2.15 minutes. It was also found that the entrepreneur should focus on eliminating non-value added movement by organizing production process layout which will benefit the production process of the fresh coffee shop business.
Downloads
Article Details
References
กรมพัฒนาธุรกิจการค้า. (2562). ธุรกิจผลิตกาแฟ บทวิเคราะห์ธุรกิจ ประจำเดือน มกราคม 2562. สืบค้นเมื่อ 22 พฤษภาคม 2563. จาก https://www.dbd.go.th/download/document_file/Statisic/2562/
T26/T26_201901.pdf
ฝ่ายบริหารห้างหุ้นส่วนจำกัดไดมอนด์กรุ๊ป999. (2563). บันทึกการตรวจสอบมาตรฐานสาขาร้านกาแฟสดของห้างหุ้นส่วนจำกัดไดมอนด์กรุ๊ป999 ประจำปี พ.ศ. 2562 ถึง พ.ศ. 2563
รัชต์วรรณ กาญจนปัญญาคม. (2552). การศึกษางานอุตสาหกรรม (พิมพ์ครั้งที่1). กรุงเทพฯ: สำนักพิมพ์ท้อป.
ศูนย์วิจัยกสิกรไทย. (2561). ธุรกิจร้านกาแฟบริหารอย่างไรให้รุ่ง. สืบค้นเมื่อ 22 พฤษภาคม พ.ศ.2563. จาก https://kasikornbank.com/th/business/sme/KSMEKnowledge/article/KSMEAnalysis/Documents/Coffee-Shop-Management.pdf
สุภัทรพงษ์ สนอุทา และปณัทพร เรืองเชิงชุม . (2563). การลดความสูญเปล่าที่เกิดจากความล่าช้าในกระบวนการติดตามเอกสารทางการเงินด้วยการประยุกต์ใช้แนวคิดห่วงโซ่อุปทาน 4.0. วารสารบริหารศาสตร์ มหาวิทยาลัยอุบลราชธานี, 9(1), 38-54.
Åberg, H. (2019). Layout Redesign and Automation for a Lean Packing Process in a Distribution Center. (Master’s thesis). Lund University, M.Sc. in Industrial Engineering and Management, Department of Industrial Management and Logistics,
Andrea, C. (2012). Lean organization: from the tools of the Toyota Production System to lean office. Springer Science & Business Media: Springer-verlag italia.
Carlo, F. D., Arleo, M. A., Borgia, O., & Tucci, M. (2013). Layout design for a low capacity manufacturing line: A case study. International Journal of Engineering Business Management, 5(special issue), 1-10.
Dinulescu, R. (2016). Analyzing the Romanian healthcare bureaucracy using a tree diagram. Ovidius University Annals, Economic Sciences Series, 16(1), 158-162.
Goel, P. & Kleiner, B. (2015). Achieving excellence in lean manufacturing. Franklin Business & Law Journal, 2015(1), 110-118.
Heizer, J., Render, B. & Munson, C. (2017). Principles of Operations management: Sustainability and Supply Chain Management, 10th ed. New York: Pearson.
Kitriastika, V., Tanaya, P. I., & Indrayadi, Y. (2013). A redesign layout to increase productivity of a company. Jurnal Ilmiah Teknik Industri, 12(1), 83-95.
Kovács, G. (2019). Layout design for efficiency improvement and cost reduction. Bulletin of the Polish Academy of Sciences Technical Sciences, 67(3), 547-555.
Murugaiah, U., Benjamin, S. J., Marathamuthu, M. S., & Muthaiyah, S. (2010). Scrap loss reduction using the 5 whys analysis. International Journal of Quality & Reliability Management, 27(5), 527-540.
Nittaya Ngampak & Busaba Phruksaphanrat (2010). Cellular manufacturing layout design and selection: A case study of electronic manufacturing service plant. In World Congress on Engineering 2012. July 4-6, 2012. London, UK. (Vol. 2189, pp. 1182-1187). International Association of Engineers.
Patel, D., Ranpuria, H., Shah, J. & Fournier, J. (2013). The Book of Value Stream Maps I. Mason: The Evsm Group.
Putri, N.T., & Dona, L.S. (2019). Application of lean manufacturing concept for redesigning facilities layout in Indonesian home-food industry: A case study. The TQM Journal, 31(5), 815-830.
Sabet, E., Adams, E., & Yazdani, B. (2016). Quality management in heavy duty manufacturing industry: TQM vs. Six Sigma. Total Quality Management & Business Excellence, 27(1-2), 215-225.
Sobrino, D. R. D., Holubek, R., Kostal, P., & Ruzarovsky R. (2014). Layout redesign and material flow analysis Fat a flexible assembly cell supported by the use of simulation. Applied Mechanics and Materials, 693, 22-29.
Stellman, A. & Greene, J. (2013), Learning Agile: Understanding Scrum, XP, Lean, and Kanban, 1st ed. California: O'Reilly Media, Inc.
Sundin, E., Björkman, M., Eklund, M., Eklund, J., & Engkvist, I. L. (2011). Improving the layout of recycling centres by use of lean production principles. Waste Management, 31(6), 1121-1132.
Wang, L. (2011). Combining facility layout redesign and dynamic routing for job-shop assembly operations. In IEEE International Symposium on Assembly and Manufacturing (ISAM), (pp. 1-6).Tampere, Finland.
