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| dc.contributor.supervisor | Gwangwava, Norman | |
| dc.contributor.author | Kufigwa, Babedi | |
| dc.date.accessioned | 2021-08-14T16:15:06Z | |
| dc.date.available | 2021-08-14T16:15:06Z | |
| dc.date.issued | 2020-08 | |
| dc.identifier.citation | Kufigwa, B. (2020) Implementation of lean manufacturing tools in an abattoir: a case study of a Botswana Private Beef Abattoir, Master's Thesis, Botswana International University of Science and Technology: Palapye. | en_US |
| dc.identifier.uri | http://repository.biust.ac.bw/handle/123456789/317 | |
| dc.description | Thesis (MEng Industrial and Manufacturing Engineering )--Botswana International University of Science and Technology, 2020 | en_US |
| dc.description.abstract | Successful implementation of lean manufacturing tools and methodologies can help improve production targets, productivity and strengthen process improvements. The abattoir was experiencing long manufacturing lead time, inconsistency and unclear flow of work, a cluttered workplace that is hazardous to employees’ safety and undocumented process which makes it difficult to have a standardized way of doing work. The aim of carrying out the study is to support local abattoirs and help them strengthen their processes through implementation of lean tools. Interviews, questionnaires, and review of company documents were research instruments that were used to investigate issues or problems that the company was facing. Plan, Do, Check and Act phase was chosen over DMAIC (Define-Measure-Analyze-Improve-Control framework) because it supports lean implementation projects for continual improvement, provides a scientific, systematic approach for addressing process improvement and continuous operations improvement. Another reason the author used Plan, Do, Check and Act methodology was because there was no current data or metrics that the abattoir was using as baseline to measure current status. Work-study (i.e. time and motion study), 5S, process flow mapping, value stream mapping and root cause analysis were tools that were implemented. Results before implementing lean techniques, tools and practices indicated that employees spend most of the time idle without doing anything, due to unclear flow of work and improper work allocation. Employees also carry skinned head using their backs hence leading to more back pains and more sick leave. It was also noticed within the abattoir’s process that there is more delay time spent for inspection to take place and high transporting time for skinned heads due to the holding tray placed far away (about 30 meters away from the production line). There wasn’t a specific time frame for detaining carcass that is found with measles after inspection, i.e. some employees preferred to detain three days, some five and some seven and this affected flow of work within the abattoir. During lean implementation, time study was conducted to determine standard times in the production line, to eliminate non-valueadding activities consumed within the value chain and in the process flow. 5S principle was implemented for workplace organization. Value stream was implemented to identify bottlenecks and to understand the abattoirs value proposition. Process mapping was implemented to help operators to deliver carcass efficiently and consistently to reduce non-value adding activities. Recommendations such as introduction of carcass tagging, proper arrangement of trays, process flow mapping initiative and worker balance were made to the abattoir. Implementation of lean in abattoirs is not common since it was only implemented in various farms (United Kingdom) and meat processing industry (United Kingdom Red Meat) and these industries were implementing five principles of lean and value stream mapping respectively. For lean implementation to be sustainable there should be a good organizational culture and readiness. Organizational culture is important as it seeks to address areas for improvement in terms of organizational processes, products, customer requirements/ value, types of demand and leadership styles. Most abattoirs should view lean implementation as a strategy tool which can achieve impacts in improved time, cost savings, service quality as well as employee morale and satisfaction. | en_US |
| dc.language.iso | en | en_US |
| dc.publisher | Botswana International University of Science and Technology (BIUST) | en_US |
| dc.subject | Business process improvement | en_US |
| dc.subject | Lean manufacturing | en_US |
| dc.subject | Beef abattoir | en_US |
| dc.subject | Lean tools | en_US |
| dc.subject | Beef industry | en_US |
| dc.subject | Botswana | en_US |
| dc.title | Implementation of lean manufacturing tools in an abattoir: a case study of a Botswana Private Beef Abattoir | en_US |
| dc.description.level | meng | en_US |
| dc.description.accessibility | unrestricted | en_US |
| dc.description.department | mie | en_US |
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