Lean planning in the semi‐process industry, a case study

The lean approach is an idealizing improvement approach that has an enormous impact in the field of operations management. It started in the automotive industry and has since been widely applied in discrete manufacturing. However, extensions to the (semi‐) process industry have been much slower. Resource characteristics of the (semi‐) process industry obstruct a straightforward application. The notion of the point of discretization for the (semi‐) process industry is helpful here. This notion builds on the fact that in most (semi‐) process industries there is a point in production where process production turns into discrete production. Downstream of this point lean principles are applicable in a straightforward manner, while upstream lean needs to be interpreted in a more liberal way. In this article we address this issue by a case study. The study considers how the principles of ‘flow’ and ‘pull’ production – suggesting a regular, demand‐driven product flow – may be implemented for the (semi‐) process industry by introducing cyclic schedules. The conjectures guiding the case study are: (i) Cyclic schedules fit in a lean improvement approach for the semi‐process industry, (ii) Cyclic schedules help to improve production quality and supply‐chain coordination and (iii) Discrete event simulation is a useful tool in facilitating a participative design of a cyclic schedule. The case study is extensively described to be able to judge how the context of the changes and the intervention process contribute to the results of the intervention.