Forestry, Faculty of
Non UBC
DSpace
Forests 9 (9): 529 (2018)
Vergara, Francisco P.
Palma, Cristian D.
Nelson, John
In the forest supply chain of the coast of British Columbia, the material flows are directed toward the push production of commodity products. This industry has not adopted lean and agile principles due to unclear economic impacts on the supply chain in changing market conditions. We tested the ability of lean and agile principles to improve performance in the coastal integrated forest industry. Mixed integer programming formulations were subject to over–under production capacity, and over–under demand fulfillment penalties to emulate agile, lean, and hybrid manufacturing environments, when solving the planning problem. Assuming that the coastal integrated forest industry performs as a hybrid environment, the profit results of each manufacturing environment were judged. The results show that, opportunities for profit improvement were 11% for adopting an agile environment when demand was stable with low variation and large batches of production. However, profit improvement was non-existent when the same demand attributes apply but with high variation. The opportunities for profit improvement were 12% when an agile environment or lean environment was adopted when demand was stable with low variation and small batches of production. However, opportunities for profit improvements of 15% existed for adopting an agile environment when demand was unstable with high variation and small batches of production.
ArticleModeling Lean and Agile Approaches: A WesternCanadian Forest Company Case StudyFrancisco P. Vergara 1,*, Cristian D. Palma 2 ID and John Nelson 31 Faculty of Engineering, Department of Wood Engineering, Universidad del Bío-Bío,Concepcion 4030000, Chile2 Facultad de Ingeniería, Centro de Investigación en Sustentabilidad y Gestión Estratégica de Recursos,Universidad del Desarrollo, Concepcion 4030000, Chile; cristianpalma@ingenieros.udd.cl3 Forestry Faculty, The University of British Columbia, Vancouver, BC V6T1Z4, Canada; john.nelson@ubc.ca* Correspondence: fvergara@ubiobio.cl; Tel.: +56-41-311-1370Received: 17 August 2018; Accepted: 24 August 2018; Published: 31 August 2018Abstract: In the forest supply chain of the coast of British Columbia, the material flows aredirected toward the push production of commodity products. This industry has not adopted leanand agile principles due to unclear economic impacts on the supply chain in changing marketconditions. We tested the ability of lean and agile principles to improve performance in the coastalintegrated forest industry. Mixed integer programming formulations were subject to over–underproduction capacity, and over–under demand fulfillment penalties to emulate agile, lean, and hybridmanufacturing environments, when solving the planning problem. Assuming that the coastalintegrated forest industry performs as a hybrid environment, the profit results of each manufacturingenvironment were judged. The results show that, opportunities for profit improvement were 11%for adopting an agile environment when demand was stable with low variation and large batchesof production. However, profit improvement was non-existent when the same demand attributesapply but with high variation. The opportunities for profit improvement were 12% when an agileenvironment or lean environment was adopted when demand was stable with low variation and smallbatches of production. However, opportunities for profit improvements of 15% existed for adopting anagile environment when demand was unstable with high variation and small batches of production.Keywords: forest-to-lumber; supply chain; planning; lean; agile; hybrid; mathematical programming1. IntroductionA large number of companies are thinking to switch to lean and agile manufacturingsystems [1]. Supply chain managers strongly rely on their ability to reduce costs and waste, increasecustomer service, and provide a competitive advantage. Lean and agile manufacturing systems aremulti-dimensional approaches that contain a variety of management practices. Resources efficiencyand high performance are key stones of lean manufacturing, while the capabilities of addressingcustomer requirements are on the side of agile manufacturing [2].Lean manufacturing can be described as developing a value stream to eliminate all waste includingtime, and ensure a level schedule [3]. A manufacturing process working away from variation anduncertainty can be defined as a level schedule, which ensures high capacity utilization, thus leadingto lower manufacturing costs. Consequently, lean manufacturing is a system mainly that is focusedon increasing the efficiency of operations. Contrarily, [4] agile manufacturing is a system that iscapable of operating profitably in a competitive environment, where customer demands continuouslyand unpredictably change. Agility reacts quickly and effectively to changing customer needs ina volatile marketplace; it is able to handle variety and introduce new products. The ability to introduceForests 2018, 9, 529; doi:10.3390/f9090529 www.mdpi.com/journal/forestsForests 2018, 9, 529 2 of 19highly customized products is a key component of agile systems, which is addressed with capabilitiesto change between products without significant investment. However, such flexibility increasesmanufacturing and transportation costs [5]. Thus, a lean manufacturing approach is predominantin production systems that are focused on products that satisfy basic needs, where the productsdemand is stable with large life cycles. Contrarily, an agile manufacturing approach is predominantin production systems that advocate innovative products that satisfy sophisticated needs, where theproducts demand is almost unpredictable with short life cycles [6].The adoption of emergent manufacturing systems principles should be subject to accurateeconomic analyses. However, there is no substantive economic evidence at the bottom of the economicforest company level to support their implementation. Hence, we reviewed the related literature tosuggest a framework to address manufacturing system evaluation.This type of systems evaluations have been performed using discrete event simulation (DES)models, measuring their advantages in different industries when adopting lean, agile, and hybridprinciples, but only at the shop floor level of the factory [1]. On the other hand, mixed-integer linearprogramming (MIP) models have been used to elucidate the ability of agile principles in order toimprove the economic performance for supply chain network design. Strategic and tactical decisionssuch as opening facilities and their capacities, and selecting transportation modes were considered [7].Although the previous research is novel, it does not address the short-term aggregate planning problemwhere the ability of the manufacturing system must be measured.Lean, agile, and hybrid manufacturing are philosophies that are easy to understand; however,their complexity appears during implementation. Goldsby et al. [1] modeled a supply chain (SC)for lean, agile, and hybrid manufacturing to evaluate their benefits and tradeoffs. A DES modelwas used to simulate the SC. The results showed costs, lead times, and inventory tradeoff betweenmanufacturing environments. However, there was no mention of how product demand patternsshould be assessed in order to better represent the manufacturing philosophies. Another attempt toquantify lean manufacturing benefits was made by Al-Aomar et al. [8]. The manufacturing systemwas modeled with DES, and a tabu search approach (TS) was used to find the model parameters thatoptimized the lean measures (e.g., work in process (WIP) and lead times (LT)). As lean measures withone objective could be contradictory, a multi-objective cost function to rank solutions at each TS stepwas applied. Although this approach considered the effect of lean techniques on profits, it is not clearhow this method balanced lean measures, as the author claimed.Despite efforts to measure the benefits of manufacturing systems with models, most researchhas been conducted for only one facility, regardless of the effect on the SC, and without consideringdemand changes [9]. Until now, researchers have been applying DES, value stream mapping (VSM),experimental design, and TS to find the setting that optimizes the balance between manufacturingmeasures. These approaches have been successful when modeling floor variables, given their stochasticnature. Unfortunately, these efforts fail to explicitly measure the impact of the manufacturing principleson economic performance. On the other hand, MIP have been used to optimize short-term productionplanning [10], where policies to manage inventory, production capacity, customer service, and leadtimes can be easily tested. Thus, the mid and short-term production planning problem representsa suitable scenario for testing lean, agile, and hybrid manufacturing environments.The SC uses raw materials, which are resources with limited capacities to produce products thatsatisfy customer demand, optimizing the tradeoff between setup and inventory holding costs [11].The problem has been solved with MIP formulations. Furthermore, Billington et al. [12] suggest that theproblem begins when material requirement planning (MRP) systems assume no constraints for facilities;hence, any amount of production is presumed to be possible in each facility. However, lead times(setup and production time) can increase due to bottleneck operations, triggering unpredictable leadtimes. This problem has been called a capacity-constrained production scheduling problem.Depending on the manufacturing system, different modeling approaches can be applied.A tradeoff analysis between setup and holding inventory costs should be conducted [10]. MultipleForests 2018, 9, 529 3 of 19products and capacity constraints increase the complexity of the problem. The MIP formulationsusually focus on minimizing the setup and holding inventory costs, which are subject to materialbalance constraints, plus capacity and market constraints. However, in practice, the number of binaryand continuous variables (i.e., production quantities by product and setup cost) makes the problemintractable with exact algorithms.MRP calculates the requirements for all items, including raw materials, parts, components,and subassemblies. MRP determination is based on master planning scheduling, capacity requirementplanning, and lot-sizing determinations. Lot-sizing decisions may be made based on previousrequirements, and always consider materials, machines, and labor constraints. If there are capacityconstraints, this problem could become a single or multiple-level capacitated lot-sizing problem [13].In this context, the well-defined and rich literature on lean tools and methods is contradicted bya few documented quantitative implementations [14] in which the value of lean manufacturing usingDES and VSM was tested. A pull strategy to reduce WIP and LT in relation to a push strategy (i.e., largeWIP and LT) was assessed, but there are no details on how the pull future state was developed.Although there is evidence that lean manufacturing techniques (i.e., Just In Time (JIT), totalpreventive maintenance (TPM), and cellular manufacturing) improve performance in discretemanufacturing, evidence on continuous production is scarce. Aldulmalek et al. [15] performedan analysis of a continuous manufacturing process based on DES, VSM, and historical data.They introduced buffers and scheduling around the bottleneck work station. Later, a DES wasrun and set up with two levels of TPM, two setup times, and push and hybrid pull manufacturing.Their results showed that pull hybrid manufacturing and TPM trigger significant lead-time reductions,as well as strong reductions in WIP.Consequently, we sorted a hierarchically and translated lean, agile, and hybrid principles intoplanning drivers. As a matter of fact, the literature on manufacturing systems is extensive, yet fewquantitative implementations can be found, and almost no publications are available for forestindustry applications. Meanwhile, not all of the drivers that were mentioned in the literature canbe translated and used in a mathematical formulation. We summarized the key drivers based ona large but not extensive literature review, as shown in Table 1 (detailed information can be found atHallgren et al. [2,3,6,16–21]. Translation of the drivers was applied later on the model formulation ofeach manufacturing environment (ME).Table 1. Attributes of lean, agile, and hybrid manufacturing supply chain (SC) drivers.Driver Lean Agile HybridSC strategyCosts leadership, zero waste,flexibility and incrementalimprovements for existingproduct production.Differentiation responsiveness,site of inventory capacity:responsiveness. Providescustomized products with shortlead times by reducing thecosts of variety.Mass customization bypostponing productdifferentiation untilfinal assembly.Product attributesFunctional commodity: Highlypredictable, long life cycles(e.g., a staple).Innovative: uncertain demand,short life cycles(e.g., a customized laptop).Mixed portfolio: functional andinnovative components.Long–short life cycles(e.g., a car).Volume-variety Large volumes of low variety. Small volumes of high variety. Both.Demand Stable and predictable. Unstable and unpredictable. Both.Manufacturing focus Maintains high average utilizationrate. Level strategy.Deploys excess buffer capacity toensure that raw materials areavailable to manufacture.Chase strategy.Part chase strategy and partlevel strategy.Back orders Allowed but penalized. Not allowed or highly penalized. Both mixed.Inventory policy Generates high turnover andminimize inventory.Deploys significant stocks of partsto tide over unpredictablemarket needs.Minimizes functionalcomponent inventories.Lead time focus Shorten lead times as long as it doesnot increase cost.Invests aggressively in ways toreduce lead times.Lean at component level.However, at the product level,follows agile focus.Decoupling Point (DP) At warehouse site At manufacturing site At manufacturing siteForests 2018, 9, 529 4 of 19The current manufacturing system of the British Columbia forest industry lacks a differentiationof manufacturing systems by product demand, assuming that a high rate of utilization and increasingthroughput are good enough to keep the competitiveness [22]. This industry does not recognizethe ability of an agile system to capture higher value when producing highly customized lumberproducts. However, due to the changeable lumber market conditions, it is necessary to test emergingmanufacturing systems to explore the benefits for this industry.The objective of this research was to determine the impact on profits due to the decision ofchanging the manufacturing system. We first translated manufacturing system soft drivers into hardmathematical constraints. Second, we formulated three MIP optimization models that represent lean,agile, and hybrid manufacturing systems to solve the forest-to-lumber planning problem. Third,these models were applied under different lumber demand scenarios to represent the variability facedby the forest industry [1,6]. A Coastal British Columbia integrated forest company was chosen as thecase study. The aim of this study was to explore the relationships between lean–agile–hybrid driversand decision outcomes, highlighting their benefits and tradeoffs. To our knowledge, this is the firstinitiative in which lean, agile, and hybrid manufacturing systems have been evaluated and comparedbased on soft drivers translated into hard constraints to be modeled with mathematical programming.This study first provides descriptions of the essential drivers of the manufacturing systems, previousresearch, and a detailed case study. Then, a methodology to model the manufacturing principlesis explained, followed by the results of the assessment of the performance of the manufacturingenvironment. The final sections contain discussion and conclusions, where highlights and conclusionson selecting manufacturing principles are explained.2. Materials and MethodsFor better understanding, this section was divided into three sections. First is the casestudy, where we explain its singularities and sources of data. Second, the formulation of modelswas conceptually addressed, where we translate the manufacturing drivers into mathematicalprogramming models. Third, we explain how the lumber demand scenarios were developed, whichhelped to recreate lumber demand behaviors based on order sizes and variability inside the order.2.1. The Case StudyThe forest-to-lumber SC planning problem was formulated keeping in mind an integratedBC Coastal forest SC, where harvesting, sort-yarding, and sawmilling operations do not alwayshappen simultaneously [22]. A year-based forest operation begins with logging, and then thelogs for sawmilling are sorted by species, grade, and hauled by ground or water directly to forestindustries. Downstream, sawmills extract the highest lumber grades possible from logs to producecommodities and customized lumber products [23]. In terms of sales, when construction lumbergrades are traded, wholesalers tend to be tolerant of an over/under fulfillment of orders. However,when trading high-grade lumber, industrial and wholesaler customers are less tolerant (i.e., there arehigh penalizations for missing targets). The focus in coastal BC is to create value while maintaininghigh volume and value recoveries and capacity utilization. Consequently, for the purpose of this study,a year of operation was considered as the time window. Accordingly, a planning horizon of one yeardivided into four periods was chosen (four quarters). The problem can be divided into procurementplanning and lumber planning, where loggers carry out harvesting plans in advance and push stemsand logs to sort yards. Then, sawmills buy log sorts depending on lumber sales orders, which is whythe decoupling point of this SC is located at the sort yards (Figure 1).Forests 2018, 9, 529 5 of 19Forests 2018, 9, x FOR PEER REVIEW 5 of 20 Figure 1. Forest to lumber British Columbia (BC) coastal supply chain case study. A case study provides the data for forest inventory yields, harvesting costs, log-to-lumber yields, manufacturing costs, lumber prices, and sales orders, and such information was extracted from publicly available annual financial reports from a British Columbia (BC) coastal forest integrated company [24]. 2.2. Formulation of Models The soft drivers of manufacturing principles were translated into hard drivers to model the problem. The SC strategy driver of the ME was considered as the central driver and used as the objective function. The manufacturing focus and inventory policy were translated into capacity usage penalty policies. The backorder and lead time focus were translated into demand satisfaction penalty policies. Product attributes, volume, and variety were considered as lumber demand scenarios. The agile, lean and BC-SC formulations included the possibility of lumber interchanges between sawmills and sawmilling outsourcing. The lean approach used a level manufacturing strategy, which was applied as a capacity constraint to ensure that at least a minimum level of capacity must be utilized. The agile approach used a chase manufacturing strategy, which was applied as a capacity constraint to ensure a higher flexibility of capacity usage [5]. The BC-SC used mixed capacity constraints, which was a level strategy for the timber supply problem, and a chase strategy for the lumber manufacturing problem (Table 2). Two additional features were added: (1) applied penalties when lumber production was below or exceeded demand, and (2) applied penalties when capacity (i.e., time availability) was exceeded or was not completely used over a period by loggers, sort yards, and sawmills. In terms of demand satisfaction, over and under demand were heavily penalized under the agile approach, moderately penalized under the BC-SC approach, and lightly penalized under the lean approach. In terms of capacity, over and underproduction capacity was heavily penalized under the lean approach, moderately penalized under the BC-SC approach, and lightly penalized under the agile approach. Figure 1. Forest to lumber British Columbia (BC) coastal supply chain case study.case st y rovides t e t f t t l , ti , l r i l ,anufacturing cost , lumber prices, and sale orders, and such informati n was extracted from publiclyavailable nnu l fin cial reports from a B itish Columbia (B ) coastal forest integrated company [24].2.2. Formulation of ModelsThe soft drivers of manufacturing principles were translated into hard drivers to model theproblem. The SC strategy driver of the ME was considered as the central driver and used as theobjective function. The manufacturing focus and inventory policy were translated into capacityusage penalty policies. The backorder and lead time focus were translated into demand satisfactionpenalty policies. Product attributes, volume, and variety were considered as lumber demand scenarios.The agile, lean and BC-SC formulations included the possibility of lu ber interchanges betweensawmills and sawmilling outsourcing. The lean approach used a level manufacturing strategy,which as applied as a capacity constraint to ensure that at least a minimum level of capacitymust be utilized. The agile approach used a chase manufacturing strategy, which was applied asa capacity constraint to ensure a higher flexibility of capacity usage [5]. The BC-SC used mixed capacityconstraints, which was a level strategy for the timber supply problem, and a chase strategy for thelumber manufacturing problem (Table 2). Two additional features were added: (1) applied penaltieswhen lumber production was below or exceeded demand, and (2) applied penalties when capacity(i.e., time availability) was exceeded or was not completely used over a period by loggers, sort yards,and sawmills. In terms of demand satisfaction, over and under demand were heavily penalized underthe agile approach, moderately penalized under the BC-SC approach, and lightly penalized under thelean approach. In terms of capacity, over and underproduction capacity was heavily penalized underthe lean approach, moderately penalized under the BC-SC approach, and lightly penalized under theagile approach.Forests 2018, 9, 529 6 of 19Table 2. Summary of manufacturing environment model formulations. ME: manufacturing environment.ME FormulationCentralManufacturingPrinciple AppliedDemandSatisfactionPenalty PolicyCapacity UsagePenalty Policy Objective FunctionAgileReduces the cost ofvariety to create thehighest possible value.Allows a tiny % oflumber demand tobe over orunder demand.Emulates a time flexibilitypolicy and production is setto match the demand anddoes not carry any leftoverproducts (CHASE strategy).Creating maximum value.Thus, we applied a profitmax. objective function.Hybrid: BC-SCProfit max byharvesting the highestvalue forest resourcesand satisfyinglumber demand.BC-SC assumed tobe middle ground,because it producesa mixed portfolioof lumber.LEVEL Production is astrategy that produces thesame number of unitsequally.LEVEL for procurement,and CHASE for sawmilling.DP at sort-yards;thus, harvesting andsort-yards minimize costs,satisfying log demand.Sawmills max. Profit,satisfying lumber demand.LeanSC cost minimizationreduces all forms ofwaste (i.e., Muda)through the SC.Allows the highest% of lumberdemand, which canbe over orunder demand.The penalization emulatesa LEVEL strategy.Focused on cost min.;thus, a cost minimizationobjective functionwas applied.The objective function for agile maximizes profit (1A). Its components are: lumber andchip incomes, penalized incomes for overproduction, less operational costs, and cost penalties forbelow-demand lumber production, and cost penalties for over/under capacity usage. The objectivefunction for lean minimizes cost (1L) and contains the same components as the objective function forthe agile approach. The BC-SC was divided into two problems: (1) timber supply and (2) lumbermanufacturing. In order to compare this formulation with the other two, it was assumed thatprocurement areas transfer logs to the lumber production area with no profits. The timber supplyproblem satisfies a forecasted log demand; the log production solution was used to solve the lumbermanufacturing problem. The objective function of the timber supply problem minimized cost (1T).Its components were: operational costs and cost penalties for over/under capacity usage in loggingand sort yard operations. The lumber manufacturing problem had a profit maximization objectivefunction (1W), and solved the lumber planning problem. The components of the objective functionwere: lumber and chip incomes, penalized incomes for overproduction, log costs, operational costs,cost penalties for under-demand lumber production, and cost penalties for over/under capacity insawmilling operations (please see Tables A1–A7 in Appendix A for full formulations).2.3. Lumber Demand ScenariosWe considered that demand variation is a key factor in manufacturing principles selection [25];accordingly, we used publicly available information to guide the rate of variation introduced to all ofthe families of lumber products demand. Only one period of lumber demand was forecast. Demandvariations were made to simulate demand changes through time. Random variations were made tolumber product demand volume forecasts. Four lumber demand scenarios (LDS) plus a base case werecreated, representing combinations of production batch sizes and varieties of products. The scenariosare: (1) Base_LD: demand by grades and species, based on BC companies’ public annual reports;(2) LB_LV: large batch and low variety of products demanded; (3) LB_HV: large batch and high varietyof products demanded; (4) SB_LV: small batch and low variety of products demanded, and (5) SB_HV:small batch and high variety of products demanded (Table 3). Scenarios were processed producing30 sets of values per scenario, except for the Base_LD, which contained only one set. All of the scenarioswere fed to four optimization models representing each of the ME, which were run in ILOG CPLEXStudio 12.0.Forests 2018, 9, 529 7 of 19Table 3. Lumber demand scenarios explanation.Lumber Demand Scenarios Description of the Scenarioi. Base_LD: Base lumberproducts demand.Lumber demand by grades and species, based on BCcompanies’ public annual reports.ii. LB_LV: Large batches and lowvariation of lumberproducts demanded.Large batch and low variety of lumber products demanded,obtained by multiplying the original lumber demand data bya random binary number. This arrangement ensures largevalues similar to Base_LD, but when multiplied by a randombinary number, the variation was reduced, because when thebinary random number takes a zero value, it makes demandzero as well.iii. LB_HV: Large batches and highvariation of lumberproducts demanded.Large batch and high variety of lumber products demanded,obtained by multiplying the original lumber demand data bya continuous random number generated between 0 and 1 plus0.25. This arrangement ensured large values similar toBase_LD, or even bigger, but all are non-zero values,because continuous random numbers were used. This meansthat all of the values exist, thus ensuring high variation.iv. SB_LV: Small batches and lowvariation of lumberproducts demandedSmall batch and low variety of lumber products demanded,obtained by multiplying the original lumber demand data bya random binary number, and by a continuous randomnumber generated between 0 and 1. This arrangement ensuredlower values in comparison with Base_LD, or at most the same,but the variation was reduced.v. SB_HV: Small batches and highvariation of lumberproducts demanded.Small batch and high variety of lumber product demanded,obtained by multiplying the original lumber demand data bya continuous random number generated between 0 and 1.This arrangement ensured lower values in comparison withBase_LD, or at most the same, but all are non-zero valuesensuring high variety3. ResultsFor the sake of simplicity, the averages of the optimization models’ economic outcomes wereaggregated by: manufacturing environment, batch sizes, and demand variation inside the batch.Incomes for the lumber demand scenarios were similar; however, operation costs guided bymanufacturing drivers determined different profit and performances (see Table A8, and Figure 2).A descriptive results analysis per ME and LDS follows.Results for MEsOn average, the agile approach was the most profitable approach, followed by lean (3.9% belowagile) and BC-SC (6.4% below agile). Regardless of the variation, for large batches, agile was stillthe most profitable, followed by lean (1.6% below agile) and BC-SC (6.3% below agile). For largebatches with low variation, the agile and lean approaches obtained almost equal profits, followedby BC-SC (11.1% below agile and lean). For high variation, agile and lean profits were almost equal,followed closely by BC-SC (2.6% below lean and agile). Regardless of the variation, the differenceswere larger for small batches than for large batches, where the agile approach remained the mostprofitable, followed by the lean (7.1% below) and BC-SC (13.8% below) approaches. For small batcheswith low variation, agile still produced the highest profits, followed by the lean (6.1% below) approachand then the BC-SC (12.1% below) approach. For high variation, the differences were larger, with agilebeing the most profitable, followed by lean (8.0% below) and then BC-SC (15.5% below).Forests 2018, 9, 529 8 of 19The agile approach led to lower harvest levels, followed by the lean and BC-SC approaches.The timber volume supplied to the sawmill followed the same trend. As a consequence, procurementand manufacturing costs followed the same order, and because the lumber demand data were thesame in each LDS, incomes were similar for the agile, lean, and BC-SC approaches, although the BC-SCand lean approaches had higher costs. Over and under-capacity costs were not significant due to thelow allowable capacity deviation between periods.Forests 2018, 9, x FOR PEER REVIEW 8 of 20 Figure 2. Profits variation between MEs and lumber demand scenarios (LDSs). In our formulations, overproduction was paid for with lower prices, while underproduction was penalized by charging a cost for the underproduction, which was determined by multiplying the volume of underproduction by a fraction of the lumber price. This mechanism was efficient at controlling production, and brought flexibility that was translated to a customer service emphasis in all of the approaches. The agile approach had the smallest magnitude of lumber over and underproduction, with the exception of large batches with low variation. Lumber production was mostly below lumber demand. The lean approach produced large volumes over and under the demand for most of the small and large batches. The BC-SC approach produced large over-demand volumes for most of the small and large batches, with the exception of large batches with low variation. In terms of order fulfillment, the agile approach led to production levels being as close as possible to demand, with 89%, 99%, 99%, and 98% of demand met by production for large batches with low and high variation and small batches with low and high variation, respectively. For the lean approach, order fulfillment was less stable, with 91% and 92% of demand met by production for large batches with low and high variation, respectively, and 107% and 111% of demand met by production for small batches with low and high variation, respectively. The BC-SC approach produced over the demand most of the time, with 96% and 108% of demand met by production for large batches with low and high variation, respectively, and 114% and 115% of demand met by production for small batches with low and high variation, respectively. Consequently, BC-SC was the worst at controlling lumber production. The flow time indicates the degree of responsiveness; thus, on average, the agile approach showed 10.4 periods; the BC-SC approach showed 11.7 periods, and the lean approach showed 12.2 periods of flow time. These results agree with Narasimhan et al. [26], who found higher delivery speeds and reliability for the agile approach compared with the lean approach (Figure 3, Tables A8 and A9 in the Appendix B). AgileLeanBC-SC101214161820LargebatcheslowvariationLargebatcheshighvariationSmallbatcheslowvariationSmallbatcheshighvariationProfit[millions of CAD]Figure 2. Profits variation between MEs and lumber demand scenarios (LDSs).In o r for latio s, overproduction was paid for with lower prices, while underproductionwas penalized by charging a cost for the underproduction, which was determined by multiplyingthe volume of underproduction by a fraction of the lumber price. This ec a is as efficie t atcontrolling ro ctio , a bro g t flexibility that as translated to a customer service emphasisin all of the a proaches. The agile a proach had the s allest agnitude of l ber o er andunderprod ctio , it the exception of large batches with low variation. Lu ber production wasostly below lumber demand. The lean approach produced large volumes over and under the demandfor ost of the small and large batches. The BC-SC approach produced large over-demand volumesfor most of the small and large batches, with the exception of large batches with low variation.In terms of order fulfillment, the agile approach led to production levels being as close as possibleto demand, with 89%, 99%, 99%, and 98% of demand met by production for large atches with lowand high variation and small batches with low and high variation, respectively. For the lean approach,order fulfillment was less stable, with 91% and 92% f demand met by production for large batcheswith l w and high variation, respectively, and 107% and 111% of demand met by production for smallbatches it l a i ariati , res ecti el . The BC-SC approach produced over the demandmost of the time, with 96% and 108% of demand met by production for large batches with low and highvariation, respectively, and 114% and 115% of demand met by production for small batches with lowand high variation, respectively. Consequently, BC-SC was the worst at controlling lumber production.The flow time indicates the degree of responsiveness; thus, on average, the agile approach showed10.4 periods; the BC-SC approach showed 11.7 periods, and the lean approach showed 12.2 periodsof flow time. Th se results agree with Narasimhan et al. [26], who found higher elivery speeds andreliability for the agile approach compared with the l an approach (Figur 3, Tables A8 and A9 in tAppendix B).Forests 2018, 9, 529 9 of 19Forests 2018, 9, x FOR PEER REVIEW 9 of 20 (a) (b) (c) Figure 3. Flexibility parameters by ME and LDS, which should be listed as: (a) Flow time (periods), (b) Orders fulfillment (%), and (c) Over–under lumber production × 1000 m3). AgileBC-SCLean048121620Large batches low variationLarge batches high variationSmall batches low variationSmall batches high variationPeriodAgileBC-SCLean0%25%50%75%100%125%Large batcheslow variation Large batcheshigh variation Small batcheslow variation Small batcheshigh variationAgileBC-SCLean-25-20-15-10-50510Large batcheshigh variationSmall batcheslow variation Small batcheshigh variation Base LumberDemandBase_LD× 1000 m3Figure 3. Flexibility parameters by ME and LDS, which should be listed as: (a) Flow time (periods),(b) Orders fulfillment (%), and (c) Over–under lumber production × 1000 m3).Forests 2018, 9, 529 10 of 194. DiscussionThe industrial relevance of lean, agile, and hybrid manufacturing systems is clear, but there isa need to unpack these ambiguous terms, if integration of these conflicting paradigms is to be logicallydeveloped to meet specific business needs [27]. An analysis and discussion of tradeoffs based onvariation, inventory, and capacity follows.Our results can be compared with Goldsby et al. [1] with respect to the economic performanceof MEs, although they used DES and we used MIP to model the SC. Nevertheless, both analysesdetermined the operational costs. The lowest costs were produced by the agile approach, followed bythe lean approach (5% over) and the BC-SC approach (14% over). However, Goldsby et al. [1] showedonly a small difference between the lean and agile costs (e.g., only 2%) and a hybrid with 15% highercosts. Although the differences in percentages between our costs were larger, both results are closein terms of magnitudes and trends. Furthermore, we found that the operational costs agree with theresults of [Narasimhan et al. [26], in which lean costs were the lowest, closely followed by agile costs.Goldsby et al. [1] analyzed the concept of the “order-to-ship time” as a customer service parameter.Also, Qrunfleh et al. [28] explored the ability of lean and agile systems to increase responsivenessand waste elimination. They found that an agile SC strategy contributes significantly to buildingSC responsiveness. Contrarily, no significant relationship between a lean SC strategy and SC chainresponsiveness was found. However, a lean SC strategy has a significant relationship with wasteelimination. In our study, we did not explicitly model delivery time, although order fulfillment orover/under production attempts to capture this. They stated that lean exhibits three times lowerorder-to-ship times than the hybrid (i.e., BC-SC) approach and eight times slower order-to-ship timescompared to the agile approach, without mentioning backorder numbers. We considered customerservice parameters as order fulfillments, as did Babazadeh et al. [7]. Nevertheless, our results showthat the lean approach produced double the number of backorders of agile, which agrees with theresults of Narasimhan et al. [26] and Enriquez et al. [29], which showed higher delivery speeds anddelivery reliability for the agile approach over the lean approach. These experimental results are ingreat tuning with manager perceptions, which strongly believes that lean SC strategy is mostly focusedon waste elimination rather that responsiveness improvement; this is the capital emphasis of agileSC strategy [28].The lean supply paradigms perform better with a low variation of products enabling flow,and reducing the need for buffer or protective inventory and capacity. However, with the growth inproducts innovation and demand uncertainty, supply chains need to strategically locate inventory andcapacity to enable the flow of production [27]. However, our results indicate that lean accumulatesmore inventories than agile. Also, Goldsby et al. [1] found more inventory in agile than in hybrid,but we found the opposite. The differences in inventory can be related to our over and under-demandlumber production constraints, which cannot be stated in a DES model as explicitly as in an MIP model.There are also ship-to-order and order fulfillment conceptual differences between the studies. However,our results for the order fulfillment, overproduction, and underproduction of lumber and inventoryare in agreement with the results of Hallgren et al. [2], which showed that the lean approach hada significant impact on cost efficiency, while the agile approach did not. However, the agile approachhad a higher delivery performance (e.g., order fulfillment).In an effort to measure the impacts of demand variation and batch size, we tested the impactof lumber demand scenarios on MEs. Unfortunately, we found a few quantitative and theoreticalresearch to compare with, so we can only benchmark our results with them. Our results showthat the agile approach has the highest profit, closely followed by the lean and BC-SC approaches.Goldsby et al. [1] showed that the agile and lean approaches were equally cost-efficient, while thehybrid approach was by far the most expensive (the most cost-efficient ME was assumed to be the onewith highest profits). Enriquez et al. [29] found that the agile system is more attractive when one of thedemands is low and there is a high variation of demands, which is equivalent to small batches withhigh variation in our study. Our results showed that the agile and lean approaches continued to haveForests 2018, 9, 529 11 of 19higher profits than the BC-SC approach for large batches without considering the effect of demandvariation. When lumber demand showed low variation, no change was observed between the agileand lean profits, while the profits of BC-SC decreased by half. These profits are comparable to thoseidentified by Christopher et al. [6]. While the lean approach was expected to have higher profitabilitythan the agile approach for this type of lumber demand, instead it showed the same costs as theagile approach. However, when lumber demand shows high variation, differences in profits weretiny, with the agile and BC-SC approach were leading profits, followed closely by the lean approach.These profits are in agreement with those of Christopher et al. [6]. The BC-SC approach had the highestprofits for product demands characterized by high variation and high volumes.For small batches, the agile approach had higher profits than the lean and BC-SC approaches,but with larger profit differences. Our results for high variation again agreed with those ofChristopher et al. [6], who stated that “agile profitably responds to high variety and low volumes”.However, for low variation, my results did not show that the BC-SC approach had a higher profit asChristopher et al. [6] suggested, probably because we did not explicitly work with mixed portfolios ofdemands, where the hybrid approach is supposed to perform better.In compliance with the economic penalties used for over and under-demand and capacity usagedeviations, the agile approach always showed lower costs than the lean approach, which was able touse more capacity and deviate farther from demand, while compromising costs. The BC-SC approachshowed the highest costs because log demand was a forecasted average per period and was not exactlythe required log demand. As a consequence, order fulfillment (%) and lumber production deviationswere higher than they were in the lean and agile approaches, where timber was pulled directly fromsawmills every period.The models determined the expected result patterns with an objective function as a central driverplus constraints as second order drivers. Although Al-Aomar et al. [8] claimed that lean objectives are inconflict and a multi-objective formulation is required, we showed that ME attributes, such as customerservice, chase and level manufacturing strategies, can be modeled with MIP, as Babazadeh et al. [7] didwhen modeling the design of an agile SC. Alternatively, if agile, lean, and hybrid approaches arerequired to be measured in the short term, their stochastic shop floor techniques could be modeledwith DES and VSM, and multi-objective techniques.Lumber production outsourcing, interchanges of lumber between sawmills, over/under capacityusage, and over/under demand features increase the ability of our formulations to representMEs. Although over/underproduction capacity usage penalties did not play a large role in costs,because their related constraints were too tight, these constraints actively helped to model chase andlevel manufacturing strategies. However, over/under demand lumber production constraints playeda large role in relaxing and controlling order fulfillment and in controlling lumber production, which isanother central feature of MEs [16].For SC practitioners, the results of this research highlight the benefits that forest firms cancapitalize if they consider the introduction of lean, agile, and hybrid SC strategies. However,SC managers should be aware of the nature of the lumber products demand before choosing any ofthem. Another aspect that should be kept in mind is that the type of SC can capitalize the benefits ofthe lean agile appraoch, and hybrid (leagile) manufacturing [30]. The ability of these managerial toolsto improve SC performance has been identified. Business units containing corporate headquarters,sales and services groups, inventory and management groups, and production units are the SCs withhigher advantages. Furthermore, there are other SC concepts that were not included in this research aspostponement or supplier partnerships [28], which could add extra criteria for SC strategy selection.5. ConclusionsOur research shows that MEs for the case studies can be modeled with a reasonable level ofdetail with MIP, and that these formulations react to the lumber demand scenarios, as stated in ourForests 2018, 9, 529 12 of 19objectives. Indeed, our results highlight how manufacturing drivers and demand attributes influencethe economic performance of lean, hybrid, and agile approaches for the forest-to-lumber SC.When suggesting that ME should be adopted for the particular case of integrated BC coastalforest-to-lumber SCs, the attributes of demand should be considered. When lumber demand isstable with low variation and large volumes, agile or lean principles should be adopted. However,when lumber demand is unstable with high variation and large volumes, hybrid or agile principlesshould be maintained. When lumber demand is unstable with high variation and small volumes,an agile approach clearly provides higher profits than any other ME. For the same conditions of lumberdemand, but with low variation, the agile approach is recommended; however, further analysis isrequired, because a hybrid (i.e., BC-SC) approach is in theory supposed to be the most appropriateunder these circumstances.There is an opportunity to increase profits by 11.1% by adopting an agile approach when lumberdemand is stable with low variation and large volumes. However, the opportunity for increased profitsis zero under the same demand attributes, but with high variation. Contrarily, there is an opportunityto increase profits by 12.1% by adopting agile or lean approaches when lumber demand is stablewith low variation and small volumes, and there is an opportunity to increase profits by 15.5% whenlumber demand is unstable with high variation and small volumes. However, these profit incrementsare subject to over/under capacity and demand penalties, the lumber demand scenarios, and theexploratory nature of this work. These results are specific to our case studies and the over/underdemand and production penalties we used.Author Contributions: In following, the contribution of each author was described. First, C.D.P. helped inMethodology, in particular: models formulation discussion, and models implementation. Second, J.N. contributionwas in Writing-Review and Editing. And third, F.P.V. was in charge of Conceptualization, Methodology,Validation, Data Curation, Investigation, Writing-Original Draft Preparation and Resources. In particular Vergaramade: the mathematical programming formulation, the state of art elaboration, the case study data collection,the model implementation, results production, and model improvement. Vergara was also responsible of projectfunding management.Funding: This research was funded by the Chilean Ministry of Education MECESUP program, grant numberMeta 28.Acknowledgments: The authors of this research would like to express our deep gratitude to: the Chilean Ministryof Education; the Forest Products Innovation FP Innovation, Lumber Manufacturing Department; the Universityof British Columbia, Forest Resources Department; and the University of Bio-Bio, Wood Engineering Department.Conflicts of Interest: The author declare no conflict of interest.Appendix AThe mathematical formulations aim to solve the lumber planning problem emulating our MEs,keeping in mind that the BC Coastal forest SC has 3 nodes: forest cut-block, sort-yards, and sawmills.First, the objective functions were stated: for lean (1L), for agile (1A), and for BC-SC, the problem wasdivided in timber procurement (1T), and lumber production (1W). Second, a set of common constraintsfor all problems were stated, with the full formulation as follows:Table A1. Model’s sub-index.I Cut-blockJ GrowthK SpeciesL Sort-yardM Bucking policyN Log gradeO SawmillP Sawing policyQ Sawn-woods productsR PeriodsForests 2018, 9, 529 13 of 19Table A2. Operational and inventory costs.C Hi, C Stu kj Harvesting cost ($/m3) at stand i, and stumpage cost ($/m3) for species k, growth j.C SCBi, Ci SYSl Cost of keeping 1 m3 of stem at cut-block i, and cost of keeping 1 m3 of stem at sort-yard l.Ci Sly, Ci SALo Cost of keeping 1 m3 of logs at sort-yard l, and sawmill o.Ci SAPo Cost of keeping 1 m3 of sawn wood products at sawmill o.C T1 il, C T2 lo Transportation cost ($/m3) from stand i to sort yard l, and from sort yard l to sawmill o.CT3 o oo Transportation cost in $/m3 of lumber from sawmill o to sawmill oo.C SYl, C SWo Sort-yard production cost ($/m3) in sort-yard l, and sawmilling cost ($/m3) in sawmill o.C Setup kno Sawmill setup cost in $, charged when a sawmill changes species and log grade.C SWOUTo Outsourced sawmilling cost in $/m3, for sawmill o.L_Pkqor, C_Pkr Lumber and chips price ($/m3) of species k, product q, sold by sawmill o, in period r.l_p knlr Log price ($/m3) of species k, grade n, sort-yard l, in period r.Table A3. Yields, capacities and productivities.Y_fIjk Forest yield (m3/ha) in stand i, of growth j, and species k.Y_syjkmn Bucking yield (%) of product n by stem growth j, species k, by applying bucking policy m.Y_swknpq Sawing yield (%) of product q by log grade n, species k, by applying sawing policy p.Y_chk Chipping yield (%) of sawing sub-products species k.C_fr,C_syr, C_swr Harvesting, sort-yarding and sawmilling capacity (hours) on period r.P_fj Logging productivity (hour/m3) in a stand predominantly of growth j.P_syjkl Bucking-sorting productivity (hour/m3) for stems of growth j, species k, at sort-yard l.P_swjkl Sawing productivity (in hour/m3) when sawing species k, log grade n, at sawmill o.io_sysjkl Zero inventory of stems of growth j, species k at sort-yard lio_syl knl Zero inventory of logs of species k, log grade n, at sort-yard l.io_salkno Zero inventory of logs of species k, log grade n, at sawmill o.io_sapkqo Zero inventory of sawn-wood of species k, product q, at sawmill o.Dkqor Lumber demand (m3) of species k, product q, in sawmill o, for period r.Log_Dknlr Logs demand (m3) of species k, log grade n, in sort-yard l, for period r.Table A4. Allowable quantities to penalize lumber production, capacity usage, and economic penalties.%O_1kqor, %B_1kqorMax. % for over/below production defined in function of the demand of lumberproduct species k, product q, produced/sold by sawmill o, period r.%O_LOr, %B_LOrMax. over/below hours usage for logging in period r, defined as percentage of thehours available in period r.%O_SYlr, %B_SYlrMax. over/below hours usage for sort-yarding in sort-yard l, period r, defined aspercentage of the hours available in period r.%O_SWor, %B_SWorMax. over/below hours usage for sawmilling in sawmill o, period r, defined aspercentage of the hours available in period r.PO_1kqor, PB_1kqorPct. of the lumber price of lumber product species k, product q, produced-sold bysawmill o, period r, to penalize 1 m3 produced over/below the lumber demand.PB_2knlrPct. of the log price species k, log grade n, produced-sold by sort-yard l, period r,to penalize 1 m3 produced below the log demand.PO_LOr, PB_LOrPct. of the logging cost charged for every over/below hour usage in loggingin period r.PO_SYl r, PB_SYlrPct. of the sort-yarding cost charged for every over/below hour usage insort-yard l period r.PO_SWor, PB_SWorPct. of the sawing cost charged for every over/below hour usage in sawing insawmill o, period r.Forests 2018, 9, 529 14 of 19Table A5. Decision variables.Hir Land harvested (ha.) at stand i, in period r.Tijk r Harvested volume (m3) at stand i, growth type j, species k in period r.ISCBIjkr Inventory of stems (m3) at cub-block i, of growth j, species k, in period r.Uijklr Vol. of stems (m3) of growth j, species k sent from stand i to sort-yard l, in period r.Vjklmr Sort-yard l input of stems (m3) of growth j, species k, bucked with policy m, period r.ISYSjklr Inventory of stems (m3) of growth j, species k, at sort-yard l, in period r.Wknlr Vol. of logs (m3) of species k, grade n, produced in sort-yard l in period r.Yknopr Vol. of logs (m3) of species k, grade n, sawn with sawing policy p, at sawmill o, in period r.YOknoprVol. of logs (m3) of species k, grade n, sawn with sawing policy p, at the outsourcing sawmillof sawmill o, in period r.ISALknor, ISYLknlr Inventory of logs (m3) of species k, grade n at sawmill o and at the sort yard l, in period r.Xknlor Vol. of logs (m3) of species k, grade n, sent from sort-yard l to sawmill o, in period r.Zkqor Vol. of lumber (m3) of species k, product q, produced-sold by sawmill o, in period r.ZOkqorVol. of lumber (m3) of species k, product q, produced-sold by outsourced sawmill ofsawmill o, in r.ZI O_OOkqor Vol. of lumber (m3) of species k, product q, arrived in interchanges to sawmill o, in period r.ZI OO_Okqor Vol. of lumber (m3) of species k, product q, sent in interchanges to sawmill o, in period r.DO_1kqor, DB_1kqorVol. (m3) of over, below demand lumber production of species k, product q, produced-sold bysawmill o, in period r.DB1knlrVol. (m3) of below demand log production of species k, log grade n, produced-sold by sortyard l, in period r.DO_LOr, DB_LOr Quantity of over/below cap. Usage (hours) in logging operation in period r.DO_SYlr, DB_SYlr Quantity of over/below cap. Usage (hours) in sort-yarding operation at sort-yard l in period r.DO_SWor, DB_SWor Quantity of over/below cap. Usage (hours) in sawmilling operation at sawmill o in period r.BAkqor Lumber balance (m3) for species k, product q, produced-sold by sawmill o, in period r.Ckr Produced chips (m3) of species k in period r.ISAPkqor Inventory of sawn-wood products (m3) of species k, sawn-wood products q, in period r.LOTr, SYTlr,SWTor Logging time, Sort yard l processing time, and Sawmill o processing time in hours for period r.BYknor Binary variable, 1 if sawmill o consumes logs species k, grade n, in period r, 0 otherwise.Table A6. Objective functions.Notation DescriptionMinimization of costs (1l)=Logging costs + sort yarding costs + sawmillingcosts + cost to penalize below demand satisfaction +logging penalization cost + sort yarding penalizationcost + sawmilling penalizations costsMaximization of profit (1a)=Lumber and chips incomes-logging costs − sortyarding costs − sawmilling costs − cost to penalizebelow demand satisfaction − logging penalizationcost − sort yarding penalization cost − sawmillingpenalizations costsMinimization of timber procurement costs (1T)=Logging costs + sort yarding costs + cost to penalizebelow log demand satisfaction + logging penalizationcost + sortyarding penalization costMaximization of lumber profits (1W)=Lumber and chips incomes − cost of buying logs −sawmilling costs − cost to penalize below lumberdemand satisfaction − sawmilling penalizations costs∑ijkrTijkrCSTUjk + ∑ijkrTijkrCHi + ∑ijklrUijklrTT1il + ∑ijkrISCBijkr CSCBi=Logging costs: harvesting costs, stumpage costs,primary transportation cost, and stemsinventory costs∑knlrWknlrCSYl + ∑knlorXknlorCT2lo + ∑jklrISYSjklr CSYSl + ∑knlrISYLknlrCSYLlSort yarding costs: sort yard processing cost,transportation cost, and stems and logs costs∑kqorZkqorCoSW + ∑kqo_oorZIkqo_oorCT3o_oor + ∑kqorZOkqorCSWATo+ ∑knorISALknorCSALo + ∑kqorISAPkqorCSAPo+ ∑kqorBYkqorCSETUPknoSawmilling costs, including processing cost atinternal and outsourced sawmill, lumber productionswat, and logs and lumber inventory costsForests 2018, 9, 529 15 of 19Table A6. Cont.Notation Description∑kqorDB_1kqorPBkqorL_Pkqor Cost to penalize below lumber demand satisfaction∑irDO_LOr[PO_LOr]CHi +∑irDB_LOr[PB_LOr]CHi Logging penalization costs∑lrDO_SYlr[PO_SYlr]CSYlr +∑lrDB_SYlr[PB_SYr]CSYlr Sort yarding penalization costs∑orDO_SWor[PO_SWor]CSWor +∑orDB_SWor[PB_SWor]CSWor Sawmilling penalization costs∑kqorZkqorL_Pkqor +∑krCkrC_Pkr + ∑kqorDO_1kqorPOkqorL_Pkqor Lumber and chips incomes: includes lumber incomes,chips incomes, and over demand production incomes∑knlrDB1knlrPB_2knlrl_pknlr Cost to penalize below log demand satisfaction∑kqorDB1kqorPBkqorL_Pkqor Cost to penalize below lumber demand satisfaction∑knlrWknlrlpknlr Costs of buying logsTable A7. Constraints of the models.∑irHir ≤ Ai ∀ i (1)Tijkr = HirY_fijk ∀ i, j, k, r (2)∑ijkTijkrP_fj ≤ C_fr ∀ r (3)LOTr = ∑ijkTijkrP_fj ∀ r (4)LOTr−1 = LOTr−DO_LOTr+DB_LOTr ∀r >1 (5)DO_LOT1r ≤ [%O_LOT1r]C_fr ∀ r (6)DB_LOT1r ≤ [%B_LOT1r]C_fr ∀ r >1 (7)DO_SYT1lr ≤ [%O_SYT 1r]C_sylr ∀ l, r (8)DB_SYT1lr ≤ [%B_SYT 1r]C_sylr ∀ l, r (9)DO_SWT1or ≤ [%O_SWT 1r]C_swor ∀ o, r (10)DB_SWT1or ≤ [%B_SWT 1r]C_swor ∀ o, r (11)Tijkr + ISCBijkr−1 − ISCBijkr = ∑lUijklr ∀ i, j, k, r (12)∑iUijklr + ISYSijklr−1 − ISYSijklr = ∑m Vjklmr ∀ j, k, l, r (13)∑jmVjklmrY_syjkmn =Wknlr ∀ k, n, l, r (14)∑jkmVjkmP_syjkl ≤ C_sylr ∀ l, r (15)SYTlr = ∑jkmVjklmrP_syjkl ∀ l, r (16)SYTlr−1 = SYTlr −DO_SYT1lr +DB_SYT1lr ∀ l, r >1 (17)Wknlr + ISYLknlr−1 − ISYLknlr1 = ∑jmVjklmrY_syjkmn ∀ k, n, l, r (18)∑lXknlor + ISALknor−1−ISALknor = ∑p Yknopr +∑p YOknopr ∀ k, n, o, r (19)∑npYknoprY_swknpq = Zkqor ∀ k, q, o, r (20)∑npYOknoprY_swknpq = ZOkqor ∀ k, q, or (21)∑pYOknopr ≤ BYkqor1, 000, 000 ∀ k, n, o, r (22)∑qoZkqorY_chk = Ckr ∀ k, r (23)∑kqZkqorP_swo ≤ C_swor ∀ o, r (24)∑kqZOkqorP_swo ≤ 20%C_swor ∀ o, r (25)SWTor = ∑kqZkqorP_swo ∀ o, r (26)∑kqorZOkqor ≤ ∑kqorZkqor ∀ r (27)Forests 2018, 9, 529 16 of 19Table A7. Cont.SWTor−1 = SWTor −DO_SWT1or +DB_SWT1or ∀ o, r >1 (28)Zkqor + ZOkqor + ISAPkqor−1 − ISAPkqor −DO_1kqor +DB_1kqor − ∑ooo ZIkqooor+∑oa ZIkqoaor = Dkqor ∀qkor (29)BAkqor = Zkqor + ZOkqor + ISAPkqor−1 − ISAPkqor −∑oo ZIkqo_oor+∑oa ZIkqoa_or ∀ k, q, o, r (30)ZI_O_OOkqor = ∑ooZIkqoo_or ∀ k, q, o, r (31)ZI_OO_Okqor = ∑ooZIkqo_oor ∀ k, q, o, r (32)DO_1kqor ≤ [%O_1kqor]Dkqor ∀ k, q, o, r (33)DB_1kqor ≤ [%B_1kqor]Dkqor ∀ k, q, o, r (34)ISCBijkr ≥ 0, ISYLknlr ≥ 0, ISALknor ≥ 0, ISAPkqor ≥ 0 ∀ i, j, k, n, l, q, o, r = 4 (35)Constraint 1 ensures that all period cut-block harvests do not exceed the cut-block area.Constraint 2 computes the cut-block volume harvested, and constraint 3 limits the time expended inlogging. As I constrained the rate of capacity usage between periods, constraint 4 computes the timeused for logging per period and constraint 5 adds slack variables to track logging time deviationsbetween periods. The same principle was applied for sort-yards and sawmills (constraints 5–11).Several flow balance constraints were applied on the: logging side, sort-yard side, and internaland outsourced sawmills side (12, 13, 18, and 19). Constraint 14 determined log productions at thesort-yards. Constraint 15 limits the time expended in sort-yarding. Constraint 16 calculated the timeused at sort-yards per period, and constraint 17 works in the same fashion as constraint 5. Constraints20-21 determined the lumber production at internal and outsourced sawmills. A setup cost was appliedwhen sawmills changed log species and grades; thus, a binary variable, which is 1 if log species andgrades are changed, and zero otherwise (constraint 22).The chips produced are determined by constraint 23. Constraint 24 limits the time expended insawmilling. Constraint 25 limits the time expended in outsourcing sawmilling to 20% of the availableperiod’s sawmilling capacity, and constraint 27 ensures that internal sawmill production will notbe exceeded by outsourced sawmill production. As I constrained the deviations of capacity usagebetween periods, constraint 26 computes the time used on sawmilling per period. Constraint 28 limitedthe sawmilling time deviations between periods by adding slack variables. A market constraint 29ensured that lumber demand would be satisfied with all sources of lumber production. Balanceconstraint 30 determined the volume of lumber to be considered for order fulfillment parametercalculations. Constraints 31–32 determined the volume of lumber that arrived in interchanges fromother sawmills to sawmill “o” and determined the lumber that is sent to other sawmills from sawmill“o.” Constraint 33 ensured that the amount of lumber produced over demand will not exceed a given[%] of the lumber demand. Constraint 34 ensured that the amount of lumber produced below thedemand will not exceed a given [%] of the lumber demand. Constraints 35–38 ensured that the finalinventories are positive.Furthermore, several parameters calculated were not included in the formulations, but briefexplanations follow. Process flow time is the ratio between the inventory and the process throughput.Over/under production is the difference between lumber production and demand. Order fulfillmentis the ratio between lumber production and demand. Procurement cost is the ratio betweenthe summation of all costs prior to the sawmill log yard and the logs produced by sort-yards.Manufacturing cost is the ratio between the summation of all costs after logs are fed to the sawmillsand the lumber produced.The agile objective function (1A) maximizes profit and the lean objective function (1L) minimizescosts. Both objective functions operate on the same feasible region (convex hull defined byEquations (2–35)). Therefore, 1A will always dominate 1L. However, this dominance is minimized bythe use of penalty coefficients for over/under production and order fulfillment. The penalty values areimportant components of the models and strongly influence how they behave. They were discussedfurther when the results were presented.Forests 2018, 9, 529 17 of 19Appendix BTable of ResultsTable A8. Summary of economics by lumber demand scenario (LDS) and manufacturing environment (ME) (in millions of CAD).LDS Base Large Batches LowVariationLarge Batches HighVariationSmall Batches LowVariationSmall Batches HighVariationME Agile Hybrid Lean Agile Hybrid Lean Agile Hybrid Lean Agile Hybrid Lean Agile Hybrid LeanProfit 19,671 20,402 18,869 21,084 18,736 20,921 17,976 17,857 17,505 13,550 11,904 12,721 13,562 11,465 12,471Incomes 34,264 34,443 33,454 42,977 43,155 42,184 29,763 29,949 29,013 18,368 18,635 18,437 17,842 18,074 17,961Procurementcost 10,643 11,821 10,326 14,879 18,993 15,291 8938 8577 7920 3080 5999 4743 2607 5983 4864Manufacturingcost 2226 2574 2187 2899 3205 2902 2035 2357 1826 1299 1717 1340 1181 1573 1323Over-belowcap. Cost 15 14 11 28 21 11 11 15 11 4 8 13 5 11 13Penalizedincomes 121 1068 0 468 798 915 311 1189 70 210 1147 897 182 1186 1090Penalty cost 1830 1034 2061 4555 2903 3975 1114 316 1821 644 0 516 671 0 380All cost 14,714 15,442 14,585 22,361 25,122 22,179 12,098 11,265 11,578 5028 7724 6613 4463 7566 6579Variation (%) 0% −5% 1% 0% −11% −1% 0% −1% −3% 0% −12% −6% 0% −15% −8%Table A9. Supply chain performance metrics by lumber demand scenario (LDS) and manufacturing environment (ME).SC Performance Indicator Flow Time (Periods) Orders Fulfillment (%) Over-Under Lumber Production (m3)ME/LDS Agile Hybrid Lean Agile Hybrid Lean Agile Hybrid LeanLarge batches low variation 5.26 7.19 7.53 89% 96% 91% (18,393) (7184) (15,417)Large batches high variation 6.98 8.28 8.98 99% 108% 92% (1253) 9100 (9073)Small batches low variation 14.28 15.75 15.95 99% 114% 107% (1756) 9744 3515Small batches high variation 15.14 15.45 16.28 98% 115% 111% (1534) 10,258 6222Base lumber demand 5.73 6.19 8.14 94% 103% 91% (7409) 3993 (11,170)Forests 2018, 9, 529 18 of 19References1. Goldsby, T.; Griffis, S.; Roath, A. Modeling lean, agile and leagile supply chain strategies. J. Bus. Logist. 2006,27, 57–80. [CrossRef]2. Hallgren, M.; Olhager, J. Lean and agile manufacturing: External and internal drivers and performanceoutcomes. Int. J. Oper. Prod. Manag. 2009, 29, 976–999. [CrossRef]3. Naylor, B.; Nain, M.; Berry, D. Leagility: Integrating the lean and agile manufacturing paradigms in the totalsupply chain. Int. J. Prod. Econ. 1999, 62, 107–118. [CrossRef]4. Gunasekaran, A. Agile manufacturing: A framework for research and development. Int. J. Prod. Econ. 1999,62, 87–105. [CrossRef]5. Chopra, S.; Meindl, P. Supply Chain Management: Strategy, Planning and Operation, 1st ed.; Prentice HallCollege Division: Englewood, NJ, USA, 2000.6. Christopher, M. The Agile Supply Chain Competing in Volatile Markets. Ind. Mark. Manag. 2000, 29, 37–44.[CrossRef]7. Babazadeh, R.; Razni, J.; Ghodsi, R. Supply chain network design problem for a new market opportunity inan agile manufacturing system. J. Ind. Eng. Int. 2012, 8, 8–19. [CrossRef]8. Al-Aomar, R. Handling multi-lean measures with simulation and simulating annealing. J. Frankl. Int. 2011,348, 1506–1522. [CrossRef]9. Huang, S.; Uppal, M.; Shi, F. A products driven approach to manufacturing supply chain selection.Supply Chain Manag. Int. J. 2002, 7, 189–199. [CrossRef]10. Sipper, D.; Bulfin, R. Production Planning, Control, and Integration; McGraw-Hill: New York, NY, USA, 1997.11. Hege, L.; Gicquel, C.; Minoux, M. Lagrangian Relaxation for Multi-Level Lotsizing Problems; ROADEF:Toulouse, France, 2010.12. Billington, P.J.; McClain, J.O.; Thomas, L.J. Mathematical programming approaches to capacity-constrainedMRP systems: Review, formulation and problem reduction. Manag. Sci. 1983, 29, 1126–1141. [CrossRef]13. Hung, Y.F.; Chien, K.L. A multi-class multi-level capacitated lot sizing model. J. Oper. Res. Soc. 2000, 51, 1309–1318.[CrossRef]14. Yang-Hua, L.; van Landeghem, H. An application of simulations and value stream mapping in leanmanufacturing. Presented at the 14th European Simulation Symposium, Dresden, Germany, 23–26 October 2002.15. Aldulmalek, F.; Rajgopal, J. Analyzing the benefits of lean manufacturing and value stream mapping viasimulation: A process sector case study. Int. J. Prod. Econ. 2007, 107, 223–236. [CrossRef]16. Paine, T.; Peters, M.J. What is the right supply chain for your products? Int. J. Logist. Manag. 2004, 15, 77–92.[CrossRef]17. Mason-Jones, R.; Naim, M.M.; Towill, D.R. The impact of pipeline control on supply chain dynamics. Int. J.Logist. Manag. 1997, 8, 47–62. [CrossRef]18. Mason-Jones, R.; Towill, D.R. Using the information decoupling point to improve supply chain performance.Int. J. Logist. Manag. 1999, 10, 13–26. [CrossRef]19. Bruce, M.; Dayl, L. Lean or agile, a solution for supply chain management in the textiles and clothingindustry? Int. J. Oper. Prod. Manag. 2004, 24, 151–170. [CrossRef]20. Christopher, M.; Towill, D. An integrated model for the design of agile supply chains. Int. J. Phys. Distrib.Logist. Manag. 2001, 31, 235–246. [CrossRef]21. Carvalho, H.; Barroso, A.P.; Machado, V.H.; Azevedo, S.; Cruz-Machado, V. Supply chain redesign forresilence using simulation. Comput. Ind. Eng. 2012, 62, 329–341. [CrossRef]22. Haartveit, E.; Kozak, R.; Maness, T. Supply chain management mapping for the forest products industry:Three cases from western Canada. J. For. Prod. Bus. Res. 2004, 1, 1–30.23. Salehirad, N.; Sowlati, T. Performance of primary wood producers in British Columbia using data envelopmentanalysis. Can. J. For. Res. 2005, 34, 285–294. [CrossRef]24. Western Forest Products Inc. 2010, 2011, and 2012, Annual Information Form. Available online:http://www.westernforest.com/ (accessed on the 8 October 2013).25. Agarwal, A.; Shankar, R.; Tiwari, M.K. Modeling the metrics of lean, agile and leagile supply chain:An ANP-based approach. Eur. J. Oper. Res. 2006, 173, 211–225. [CrossRef]26. Narasimhan, R.; Swink, M.; Kim, S.W. Disentangling leanness and agility: An empirical investigation.J. Oper. Manag. 2006, 24, 440–457. [CrossRef]Forests 2018, 9, 529 19 of 1927. Stratton, R.; Warburton, R.D.H. The strategic integration of agile and lean supply. Int. J. Prod. Econ. 2003,85, 183–198. [CrossRef]28. Qrunfleh, S.; Tarafdar, T. Lean and agile supply chain strategies and supply chain responsiveness: The roleof strategic supplier partnership and postponement. Supply Chain Manag. Int. J. 2013, 18, 571–582. [CrossRef]29. Enriquez, N.S.; Haw, J.I.; Tam, K.E.; Cruz, D.E. A Supply Chain Model for Lean Facilities Considering MilkRound Replenishment, Postponement Production System and One-For-One Base Stock Inventory PolicyDecision. In Proceedings of the 2011 International Conference on Industrial Engineering and OperationsManagement (IEOM), Kuala Lumpur, Malaysia, 22–24 January 2011; pp. 500–504.30. Krishnamurthy, R.; Yauch, C.A. Leagile manufacturing: A proposed corporate infrastructure. Int. J. Oper.Prod. Manag. 2007, 27, 588–604. [CrossRef]© 2018 by the authors. Licensee MDPI, Basel, Switzerland. This article is an open accessarticle distributed under the terms and conditions of the Creative Commons Attribution(CC BY) license (http://creativecommons.org/licenses/by/4.0/).
Article
eng
Reviewed
Vancouver : University of British Columbia Library
Multidisciplinary Digital Publishing Institute
CC BY 4.0
Faculty
Forest-to-lumber
Supply chain
Planning
Lean
Agile
Hybrid
Mathematical programming
Modeling Lean and Agile Approaches: A Western Canadian Forest Company Case Study
Text