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Waste reduction by linear programing optimizing

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18th International Conference on Aerospace Sciences & Aviation Technology IOP Publishing
IOP Conf. Series: Materials Science and Engineering 610 (2019) 012079 doi:10.1088/1757-899X/610/1/012079

Waste reduction by linear programing optimizing

Sameh A Salah Eldein1 and Nahed Sobhi2

1
Dr., Dpt. of Industrial System Engineering, MSA University, Cairo, Egypt.
2
Professor Dr., Dean of Faculty of Engineering, MSA University, Cairo, Egypt.

1
Email: ssalaheldein@msa.eun.eg. 2 nsobhi@msa.eun.eg

Abstract. The global economic crisis forces many industrial companies to be more concerned
in reducing unnecessary cost, and eliminating all possible wastes inside the production lines.
So that, most of companies focused on adopting the lean production tools [1]. The core idea of
lean manufacturing is actually quite simple; relentlessly work on eliminating wastes from the
manufacturing process. These wastes have a direct impact on costs, and profit [2]. Real-life
problems can be modelled as linear programs. Linear programming is a problem-solving
approach developed for situations involving maximizing or minimizing a linear function
subject to linear constraints that, limit the degree to which the objective can be pursued. The
objectives of this paper are to develop methods to reduce the waste in the different
manufacturing processes in a technical support unit of Airplanes. This paper focuses on
developing a linear programming approach in order to reduce the waste of material used in the
production line. Single Minute Exchange of Die methodology (SMED) was implemented in
order to reduce the changeover time. The achieved results showed that the linear programming
is an effective and cheapest tool in optimizing the waste in the production lines. By using
linear programming, the organization can reduce the wasted materials from 15.1% to 6.6%,
with annual costs saving 288,480 Egyptian pounds (EGP). The achieved results from
implementing a simple lean production tool such as, SMED helps the organization to reduce
the changeover time by 44%, with annual costs saving 29,440 EGP.

Key words: linear programming, lean production tools, SMED methodology.

1. Introduction
Nowadays, due to the national and the global economic crisis industries and companies, especially the
manufacturing organizations, have either downsized or gone bankrupt, which forces industries to be
more concerned in reducing unnecessary cost by eliminating any possible wastes. The basic concepts
of lean production are eliminating all types of wastes from the manufacturing process. These wastes
have a direct impact on costs; which considered a non-value adding operations. Raw material costs
have edged up over the last few years and throughout 2011. Reducing material waste means greater
resource efficiency and more profits. Each pound saved on raw materials costs goes straight to the
bottom line, and that push organizations to adopt the concept of management science. Organizations
are looking for structured, logical evidence-based ways of making decisions rather than relying solely
on personal experience and gut-feel.
Linear programming (LP) is one of the simplest ways to perform optimization. It helps you solve
some very complex optimization problems by making a few simplifying assumptions. As an analyst

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18th International Conference on Aerospace Sciences & Aviation Technology IOP Publishing
IOP Conf. Series: Materials Science and Engineering 610 (2019) 012079 doi:10.1088/1757-899X/610/1/012079

you are bound to come across applications and problems to be solved by Linear Programming. Integer
linear programming is an approach used for problems that can be set up as linear programs, with the
additional requirement that some or all of the decision variables be integer values. Moreover, the
technical support unit of Airplanes feeding industry with different manufacturing parts with minimal
costs, and time consumption. Then, the technical support unit try to use the application of linear
programming to reduce the percentage of waste in the used materials, also try to reduce the
changeover time by implementing the SMED methodology. These very strict requirements are
creating a lot of problems, as it means additional time is needed for setup. Changeover means
machines are down which means the organization is wasting resources.
In 1985 Dr. Shigeo Shingo introduced his methodology called Single Minute Exchange of Die
(SMED) [1]. SMED is a scientific approach to setup time reduction that can be applied in any factory
and also to any machine [1]. The ultimate goal of SMED is to perform machine setup and changeover
operations in less than ten minutes. Implementing SMED system leads to key improvement as Shingo
mentioned [2]. This paper started with define and assessing all types of waste in technical support unit
of Airplanes which summarized in material waste in the sheet metals, and waiting time waste due to
changeover in the press station. Linear programing software is used to minimize the wasted materials,
and SMED methodology is used to minimize the waiting time waste. The achieved results showed that
the wasted materials is reduced from (15.1 to 6.6)%, and , the changeover time is reduced by 44%.

2. Describing the methodology

This part will propose the solution methodology to achieve the significant minimizing the waste in the
production line.

2.1. Lean production

The main objectives of lean production system are continuous improvement of processes and cost
reduction through the elimination of waste. The concept of waste (Muda in Japanese) is defined as any
activity that does not add value to the product in the customer's perspective. [3] Considers seven types
of waste: overproduction, inventory, waiting, defects, over-processing, motion and transportation.
Lean Production provides a set of tools and techniques that can be applied to reduce those wastes,
namely SMED, 5S, visual control, standard work. According to concept of LP, implementing its tools
and techniques help minimize such wasted effort [4].

2.2. Kinds of waste

The main objective of the lean philosophy is eliminating all kinds of waste within a company's process
[5]. The eliminated wastes will further expose other wastes and quality issues within the system. The
seven types of wastes in lean manufacturing are considered as the following [6]:
A. Overproduction: producing too much or too soon which results in poor flow of goods and
increased inventory.
B. Defects: problems in the product quality, poor delivery of products, or paperwork errors.
C. Inventory: storing finished products or raw materials may incur unnecessary expenses.
D. Over processing: using complex tools, or procedures, when simpler ones could produce the
same output with the same efficiency or more.
E. Transportation: excessive movement of people, goods, and information.
F. Waiting: inactivity causes poor flow and increases the lead time (the time between the initiation
and the completion of a process).
G. Unnecessary motion: bending, reaching, or walking long distances to perform a task, caused by
poor ergonomics.

2.3. Single Minute Exchange of Die (SMED)

Reducing Changeover Time is defined as the period between the last good product from previous
production order leaving the machine and the first good product coming out from the following

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18th International Conference on Aerospace Sciences & Aviation Technology IOP Publishing
IOP Conf. Series: Materials Science and Engineering 610 (2019) 012079 doi:10.1088/1757-899X/610/1/012079

production order [7, 8]. An experimental implementation of SMED can save about 2% of the
company’s sales volume (360,000 €) [9]. The safety of workers can be enhanced by applying SMED
[10]. Implementation of SMED method in an automotive battery assembly line achieved reduction in
setup time by 35% [11]. Another suggestion for conventional SMED method can bring about a great
reduction in setup time of the bottleneck machine to the stamping production line [12].
Implementation of conventional SMED achieved more than 35% reduction in the setup time in an
automotive battery assembly line [13]. Single Minute Exchange of Die or SMED system was
developed by Shigeo Shingo, who was an industrial engineer consulting with Toyota. The
methodology was about examining all setup operations and modifying the setup process to reduce the
overall time and built on four main concepts [14]:
A. Identify external tasks and internal tasks. External setup is the changeover operations that can
be done while the machine is running; such as; getting all of the tools and equipment ready
before shutting down the machine. Internal setup are operations that are internal to the
machine, which means that the machine has to be off so that the tasks can be made, and that are
mainly for the safety of the operator, machine and the product .
B. Determine if any of the remaining internal tasks can be improved, so they are done as external
tasks, such as pre-assembly elements or tooling, and reduce the required time to do those tasks .
C. Simplify the remaining internal tasks. Use fixtures, locating pins or visual marks to speed up
the required time to get the new parts .
D. If possible, perform the internal tasks in parallel. If two operators can perform tasks at the same
time, the time can be reduced without increasing the number of workers required for the setup
process .

SMED includes the following procedures:

A. Data collection and current state documentation. Developing a detailed process map and timing
diagram is a good way to start the SMED analysis. Video recording also provides a valuable
view of what actually happens during the changeover. Spaghetti charts can be used further to
highlight opportunities to reduce the time operators spend walking, and relocating tools and
parts. A value stream map provides insight into where SMED can have the biggest benefit.
B. Activity classification; In this step activities are divided into two groups: the internal and
external ones. External activities are all the set up activities that can be performed while
machine is in operation. Internal setup activities are the ones that can be performed only if the
machine is not in operation.
C. Converting internal setup to external setup; Transforming internal into external activities as
much is possible. It is the most efficient procedure ever for decreasing machine idle time.
D. Standardization of the SMED procedures.

2.4. Linear programming

Linear programming was developed during World War II, when a system with which to maximize the
efficiency of resources was of utmost importance. New war-related projects demanded attention and
spread resources thin. According to [15] linear programming models are always used in to solve
industrial problems include the use of scare resources, and maximizing the profit. Two linear
programming models are formulated by [16] where one of them maximizes the revenue of a company
and the other minimizes the cost of operation respectively. An application of linear programming
model is achieved to maximize profit in a local production company [17]. Linear programming plays
an important role in improving management decision; it has proven to be capable in solving problems
such as production planning, allocation of resources, inventory control [18]. Linear programming has
given mankind the ability to generate goals and to lay out path of detailed decision to take in order to
achieve its goals when faced with practical problem of great complexity.

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18th International Conference on Aerospace Sciences & Aviation Technology IOP Publishing
IOP Conf. Series: Materials Science and Engineering 610 (2019) 012079 doi:10.1088/1757-899X/610/1/012079

The LINGO software is a comprehensive tool designed to make building and solving linear
optimization models faster, easier and more efficient. LINGO provides a completely integrated
package that includes a powerful language for expressing optimization models, full featured
environment for building and editing problems, and a set of fast built-in solvers [19].

3. Implementing the methodology

This work start with assessing the waste in all stations inside the production line and categorize them
into two categories material waste and time waste. This methodology used linear programing for
minimizing the waste in metal sheets, and also, used SMED to minimizing the wasted waiting time.

3.1. Waste assessment

In manufacturing, the types of waste that can be identified at each workstation vary, depending on the
layout and the operation conducted at each station. In technical support unit of Airplanes , the stations
are the sheet cutting station, where the sheet metal is cut into slide that, then, moves to the press
station, where press machines either cut or form a component from the slides. When the needed
components are done, they are joined in the welding station. Finally, the last station is the painting
station before moving the final product to the stores. The production line layout is shown in figure 1.
Pareto chart is one of the seven quality tools was used to estimate the priority of each wasted area.
The six areas and their total frequencies were collected in table 1. The obtained results from the Pareto
chart showed that there are two important types of waste affecting the system with 80%, which
represents 20% of the total number of wastes, as shown in figure 2. The two types of wastes that affect
the production line are defects and waiting time.

Figure 1 Kinds of wastes in the production line

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18th International Conference on Aerospace Sciences & Aviation Technology IOP Publishing
IOP Conf. Series: Materials Science and Engineering 610 (2019) 012079 doi:10.1088/1757-899X/610/1/012079

Table 1 The six areas of wastes and their total frequencies

Waste Frequencies Percent % Cumulative
Defects 150 34.88 34.88
Waiting 140 32.56 67.44
Non-utilizing workers 40 9.30 76.74
Transportation 26 6.05 82.79
Over processing 24 5.58 88.37
Motion 20 4.65 93.02
Inventory 18 4.19 97.21
Over production 13 2.79 100.00
Total 430

Pareto Chart
160
140
120
Frequency

100
80
60
40
20
0
Non-
utilizi Trans Over Over
Defec Waiti Motio Invent
ng portat proce produ
ts ng n ory
worke ion ssing ction
rs
Frequency 150 140 40 26 24 20 18 12
Cumulative 34.88 67.44 76.74 82.79 88.37 93.02 97.21 100.00

Figure 2. Wastes areas in the production

The collected data about the wasted areas are achieved by using the mind mapping as a visual tool of
thinking to give a clear image about the waste, then trying to reduce or eliminate them as possible.
Waste can be material waste, time waste, motion waste or any non-value-added activities. Figure 3 and
figure 4 summarize the six effective wasted areas in the organization and their sources that can be
found in the production line. The achieved results from analyzing all types of waste showed that, two
types of wastes are significant such that, material waste during cutting the sheet metal and the waiting
time due changeover procedures in press station.

3.2. Material waste

Mind mapping defined that the material waste is been located in the cutting station which developed to
cut the sheet metal into slides to be inserted on the manual control hydraulic press to produce different
products. Each family of products is manufactured from a sheet metal with a specific sheet dimension.
The plant is supplied with 27 different sheet metal dimensions to produce around 90 products and their
subcomponents. The station capacity is 8 hours per shift, operated by two workers and a hydraulic
cutting machine. The cutting processes achieved by cutting every specific sheet for one product only
according to its dimension. That’s mean, every sheet will cut in slides with fixed dimension and the
reminder part length will be wasted material as shown in figure 5. Therefore, waste occurs in each
sheet due to the sheet length can’t be divided equally over the products slides length.

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18th International Conference on Aerospace Sciences & Aviation Technology IOP Publishing
IOP Conf. Series: Materials Science and Engineering 610 (2019) 012079 doi:10.1088/1757-899X/610/1/012079

Figure 3. Defect Waste Mind Map

Figure 4. Waiting Time Waste Mind Map

Figure 5 shows a cutting pattern for product P50 and the waste produced. The collected data
showed that the total material wastes in the sheets for cutting station are about 15.1 % from all kinds
of used sheets. Figure 6 present the average monthly waste for different types of sheets. For example
when use the 0.8 thickness cold iron sheet, then the resultant waste in the sheet will be 3.1 %. By
proper utilization of cutting the sheet metal, the wasted material in the cutting station can significantly
improve the station efficiency and save capital investment.

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18th International Conference on Aerospace Sciences & Aviation Technology IOP Publishing
IOP Conf. Series: Materials Science and Engineering 610 (2019) 012079 doi:10.1088/1757-899X/610/1/012079

P50

P50

P50

P50

P50
Wasted material

Figure 5. Cutting Pattern for product P50

Figure 6. Percentage of waste for different types of sheets per month

3.3. Minimizing the waste by linear programming

Linear Programming is used in the cutting sheet stations to minimizing the wasted area during the
cutting process in every sheet by changing the cutting pattern. It can be defined as the problem of
finding the best way of cutting ordered items from stock rolls of length "L" such that, trim waste is
minimized and the total demand is satisfied. The main advantage of linear programming methodology
isn't, require any investment to implement it, the unit cost will be reduced.

3.3.1. The five steps of the integer Linear Programing. Integer linear programming is a problem-
solving approach developed for situations for maximizing or minimizing a linear function subject to
linear constraints that, limit the degree to which the objective can be pursued, with assumption that all
of the decision variables be integer values. There are five main phases for the integer linear
programing methodology which are:

Phase 1: Defining the problem

It usually takes imagination, teamwork, and considerable effort to transform a rather general problem
description into a well-defined problem. The problem was defined as due to the variety of the product

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18th International Conference on Aerospace Sciences & Aviation Technology IOP Publishing
IOP Conf. Series: Materials Science and Engineering 610 (2019) 012079 doi:10.1088/1757-899X/610/1/012079

that can be cut on the same sheet type; the factory gets a standard one sheet dimension. Therefore,
cutting one type of product causes a waste in the sheet, combining different types of products on the
same sheet will reduce the waste.

Phase 2: Model development

This is the most important step in the integer linear programing model, as it represents the problem
mathematically, describing the objectives, constraints, and other relationships that exist in the
problem. The Standard Cutting Stock Problem is modeled by cutting stock rolls of length L into slide
of length Li, aiming at satisfying the demand Di for each one of these N items. The mathematical
model for minimizing trim-waste can be stated as follows:
𝑂𝑏𝑗𝑒𝑐𝑡𝑖𝑣𝑒: 𝑀𝑖𝑛𝑖𝑚𝑖𝑧𝑒 𝑊𝑎𝑠𝑡𝑒(𝑗) = 𝐿 − ∑𝑁
𝑖−1 𝐿𝑖 × 𝐷𝑖𝑗 (1)
𝑠𝑢𝑏𝑗𝑒𝑐𝑡𝑒𝑑 𝑡𝑜: ∑𝑁 𝑆
𝑖=1 ∑𝑗=1 𝐷𝑖𝑗 ≥ 𝐷𝑖 (2)
∑𝑁 𝑆
𝑖=1 ∑𝑗=1 𝐷𝑖𝑗 ≥ 0 (3)
265 − Δmin < 𝐿𝑆ℎ𝑒𝑒𝑡 < 265 + Δmax ; (4)
i ……. The product number.
j ……. The sheet number.
L ……. The standard length equal to 265 cm.

The objective function (1) minimizes the sum of trim waste for each blank. The optimal cutting
pattern for each of the blanks is defined by decision variables Dij in (2). Depending on the given
particular project, the decision variables (3) is an integer variable. The deviation of optimal length of
blanks from the standard length is given by the relation Δmin, and Δmax in equation (4). The
formulated in this way combinatorial optimization task can be solved by means of any optimization
solver, which will be the lingo solver in this paper.

Phase 3: Data preparation

The sheet metals are supplied with a predetermined length; these sheets are used to cut out elements
that differ in size and number that are specific for each particular project. The model is believed to be
used on ten supplied sheets. The supplied sheets and the components being cut from 27 sheet, ten
sheets are cuts for more than two products .

Phase 4: Running the model

Using the LINGO, the model was solved to obtain the optimal cutting patterns to minimize the waste
in the sheets. This model results were used for two months to verify that the model is reducing the
waste and the needed sheets for production.

Phase 5: Report generation

By using the linear programming model, the organization can reduce the waste in the different sheets.
The generated output of the program list some important information, such as, the needed sheets, the
overall waste, each sheet’s waste, and the products being cut from the sheets with their quantities. The
waste per sheet for all types of sheet after implemented the model solution.
In the early implementation, a guide report, shown in figure 7, was attached with the numerical
report generated by the Lingo Solver, to lead the worker through the report. The report defines the
sheet length, the slide length, and the slide quantity in each sheet .The other sheet, shown in figure 8,
was used to guide the worker through the cutting procedures. This sheet gives more understanding of
the cutting approach, also the program used to generate a visual report. Those sheets are attached with
the numerical report, and given to the worker to determine his understanding of the given data to cut
sheets correctly according to the data given. Therefore, the worker error will be reduced.

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18th International Conference on Aerospace Sciences & Aviation Technology IOP Publishing
IOP Conf. Series: Materials Science and Engineering 610 (2019) 012079 doi:10.1088/1757-899X/610/1/012079

Figure 7. Guide report I

Figure 8 Guide report II

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18th International Conference on Aerospace Sciences & Aviation Technology IOP Publishing
IOP Conf. Series: Materials Science and Engineering 610 (2019) 012079 doi:10.1088/1757-899X/610/1/012079

3.4. Waiting time Waste

The obtained results from collected data for the waiting time showed that, the waste is the time
consumed during machines setup in pressing machines station. Then by reducing the changeover time
in the press station, it will reduce the manufacturing lead time. The press station is developed when the
sheets are cut into slides. There are three main types of dies that can be clamped on both types of the
press machines. A cutting die that is used to cut shapes on the product, the second die is forming die,
which is used to form the sheet without cutting any material from it, the third type is a drilling die,
which is used to drill holes in the sheet metals. The changeover in this station happens between each
operation, the steps and the times of the changeover are represented in table 2.
The changeover was observed by listing and timing all the elements done by the worker during the
setup process, there were some basic elements that need to be reviewed: planning, working method,
and tooling. There are four main steps for the SMED methodology: the first step to define the
changeover procedure, the second step is identifying the internal and external tasks, the third step is to
convert internal setup to external setup. The final step is streamlines the internal tasks and standardize
the Steps. By analyzing the changeover procedures, it was outlined that there are ten steps that are
made sequentially causing in 45.5 minute to change a die in any of the working press machines.

3.5. Minimizing the Waiting time Waste by using SMED Methodology

The time taken for setup a press machine is around 45 minutes and most of the press machines make
an average of 80 changeovers per month, which reduce the machine availability.
Identify the internal and external tasks are the most important step in the implementation of SMED.
All activities have to be classified as external or internal based on whether they can be performed
while the machine is working or not. Table 3 shows the classification of changeover tasks. All these
tasks are done by two workers. In order to convert internal setup times to external setup times, the
main focus was on the tasks related to material handling, information gathering, cleaning and
adjustments. In the current state, there are only three tasks out of ten tasks can be done while the
machine is working.
These external tasks will be removed out of the changeover window. The achieved results showed
that 70% of the tasks are internal tasks and due to safety issues such as all the activities related to the
press piston have high risk for employee who adjusts them when the machine is running, then, it will
be difficult to convert them into external tasks as shown in table 3. But, other aspects have been
applied, such as the movement of the workers during performing these tasks and worker utilization.
Streamline the tasks means to remove unnecessary activities during the setup time, such as movement
or searching for the tools. In the current state, after the worker finishes the last piece, he orders to
change the die. The operator who tends to make the changeover requests the forklift, which takes
about 20 minutes to respond. It is believed that these 20 minutes can be completely moved out of the
changeover step by providing equipment that will operate only for the changeover task. Also, the
operator will be asked to request the before the changeover by 10 min.

4. Results
The achieved results from implementation of linear programing in the process showed that the total
waste of materials reduced from 15.1% to 6.6%. This reduction means capability of producing more
products from the same number of sheets. The percentages of waste before and after implementing the
linear programing solution are presented in figure 9. Table 4 shows the excess number of product
produced and the average cost saving for each sheet. The changeover time was reduced by 44% after
implementing the SMED methodology, which reduced the worker overtime by 26.6 Hrs. per month; it
takes a minimum of 48 workers to operate the line during overtime shift. The total annual saving from
change over time is 29,400 EGP as shown in table 5.

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18th International Conference on Aerospace Sciences & Aviation Technology IOP Publishing
IOP Conf. Series: Materials Science and Engineering 610 (2019) 012079 doi:10.1088/1757-899X/610/1/012079

Table 2. Changeover Procedures

Setup Analysis Sheet
Step Activities Time (min)
Adjusting the piston so that the bottom part of the piston head and the upper
1 0.7
part of the die are in thread.
2 Searching for the tools needed to set the new piston path. 2
3 Disassemble the screws which used to fix the die at the top and bottom 4
Raising the head of the piston which is responsible for movement and
4 0.8
formation to the highest point.
5 Requesting the forklift labor to come to carry the die and waiting him. 18
6 Forklift carries the die and put it in the store in the place assigned to it. 2
7 The Clark then brings the needed die to be fixed on the piston body. 4
Adjust the required path and lower the top of the piston so that the top and
8 2
bottom of the die are in thread.
9 Install and adjust the die in the correct place. 4
Turning on the piston, conducting practical experiment, testing the resulting
10 8
product and its conformity to specifications
Total time 45.5

Table 3 the new changeover procedures

Actual time (min)
Step Changeover Element
Internal External
Adjusting the piston so that the bottom part of the piston head and the
1 0. 7
upper part of the die are in thread.
2 Searching for the tools needed to set the new piston path. 2
3 Disassemble the screws which used to fix the die at the top and bottom 4
Raising the head of the piston which is responsible for movement and
4 0.8
formation to the highest point.
5 Requesting the forklift labor to come to carry the die and waiting him. 18
6 Forklift carries the die and put it in the store in the place assigned to it. 2
7 The Clark then brings the needed die to be fixed on the piston body. 4
Adjust the required path and lower the top of the piston so that the top
8 2
and bottom of the die are in thread.
9 Install and adjust the die in the correct place. 4
Turning on the piston, conducting practical experiment, testing the
10 8
resulting product and its conformity to specifications
Total 25.5 20

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18th International Conference on Aerospace Sciences & Aviation Technology IOP Publishing
IOP Conf. Series: Materials Science and Engineering 610 (2019) 012079 doi:10.1088/1757-899X/610/1/012079

Persentage of waste before and after improve

3.5
waste % before
3
Waste % after
2.5

1.5

1 1.2
1.1
0.8 0.9 0.8
0.5 0.7 0.6 0.5
0
0.8 mm C. 1 mm C. I 1.25 mm 1.5 mm C. 2 mm C. I 2 mm H. I 2.5 mm C. 3 mm C. I
I C. I I I

Figure 9 percentage of waste before and after implementing the solution

Table 4 Materials and costs saving

Sheet thickness Excess slides/ Excess slides/ Annual saving
Month Year (EGP)
Sheet 0.8 mm 80 960 24000
Sheet 1 mm 35 420 16800
Sheet 1.25 mm 55 660 44880
Sheet 1.5 mm 60 720 57600
Sheet 2 mm 85 1020 81600
Sheet 3 mm 50 600 63600
Total annual saving 288,480

Table 5 The total annual saving from change over time

Saving time/ Changeover/d Saving time The cost for Annual saving
ay /Month (Hrs.) operating Hr. (EGP)
changeover (Hrs.)
/person (EGP)
0.33 4 26.6 23 29,440

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18th International Conference on Aerospace Sciences & Aviation Technology IOP Publishing
IOP Conf. Series: Materials Science and Engineering 610 (2019) 012079 doi:10.1088/1757-899X/610/1/012079

5. Conclusion
The objective of this paper is to reduce the waste in the different manufacturing processes in a
technical support unit of Airplanes by using lean production tools. One of the wastes is generated from
the sheet cutting process, in which the sheet is cut into specific pattern of one product type, which
leads to a huge waste of material. Also there are more wastes of time in the setup of seven grouped
press machines that used for manufacturing the variety of products, which has a huge impact on the
machine availability. This paper presented a simple and accurate method for minimizing the waste in
the sheet metal during the cutting operation by using linear programing approach, in which the waste
was reduced from 15.1% to 6.6% without any cost, and with total annual saving 288,480 (EGP). This
paper implemented a simple lean production tool for reducing the changeover time by using Single
Minute Exchange of Die to reduce the changeover time by 44%, with annual saving 29,440 (EGP).

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18th International Conference on Aerospace Sciences & Aviation Technology IOP Publishing
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