Final Report By Sidhartha Singhania

8/7/2019 Final Report By Sidhartha Singhania

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SEMINAR REPORT

ON

LEAN MANUFACTURING

By

SIDHARTHA SINGHANIA

GLOBAL INTITUTE OF TECHNOLOGY

ITS-1, IT Park, EPIP SITAPURA JAIPUR


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SEMINAR REPORT

ON

LEAN MANUFACTURING

By

SIDHARTHA SINGHANIA

Guided by

Mr. P. VINCENT BALU

(H.O.D. Deptt. Of MECHANICAL Engg.)

DEPARTMENT OF MECHANICAL ENGINEERING

GLOBAL INSTITUTE OF TECHNOLOGY JAIPUR

ITS-1, IT Park, EPIP SITAPURA JAIPUR


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DEPARTMENT OF MECHANICAL ENGINEERING

CERTIFICATE

This is to certify that the seminar entitled LEAN MANUFACTURING has been carried outby SIDHARTHA SINGHANIA under my guidance in partial fulfillment of the degree of Bachelor of Technology in MECHANICAL Engineering of Rajasthan Technical University,Kota during the academic year 2009-2010.To the best of my knowledge and belief this work hasnot been submitted elsewhere for the award of any other degree.

Guide Examiner Head of the department


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ACKNOWLEDGEMENT

All the work is completed because of nice guidance, without proper guidance every work is

looking like freezing a sea and saying it is still water.

The present analysis report on LEAN MANUFACTURING is a primary data analysis. Aswith any report this report is product of not only my labors but also that of others. I personallyfeel that was an uphill task like doing the market visit. Collecting the information, analysis andpresenting its report would have been impossible without the unflinching support andmotivation, which I got from those very few people who put in their help directly and indirectly.

I wish to express my heart-felt appreciation to many who have contributed to this project, bothexplicitly and implicit. Finally I shall be failing in my duty, if I do not heartily acknowledge thedepth of gratitude to My Friends who encouraged me with their true mission of perception.

SIDHARTHA SINGHANIA


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INDEX

S.No. DETAILS PAGE No.

1. INTRODUCTION OF LEAN MANUFACTURING. 1-8

1.1 What Is Lean? 1

1.2 Objectives of Lean Manufacturing 1-2

1.3 Key Principle Of Lean Manufacturing 3

1.4 Lean Manufacturing Concepts 3

1.4.

1

Value Creation And Waste 3

1.4.

2

Main Kind Of Waste 4

1.5 Lean Manufacturing Principles And Techniques 4-6

1.6 Lean Manufacturing Implementation In Industry. 7-8

2. METHODOLOGIES. 9-18

2.1 Tools Of Lean Manufacturing. 9-17

2.1.

1

The 3 Ms- Muda, Mura, Muri 9-11

2.1.

2

Kaizen. 12

2.1.

3

PDCA Cycle 12-13

2.1. The 5 Ss 13-15


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4

2.1.

5

Poka Yoke 16

2.1.

6

Six Sigma. 16

2.1.

7

Value Stream Mapping. 17

2.2 Implementation Stage Of Lean Manufacturing. 17

2.3 Benefits Of Lean Manufacturing . 18

2.

4

Comparison Of Lean Vs Traditional Manufacturing. 18

3. CONCLUSION AND RESULTS . 19-20

3.

1

Introduction. 19

3.2 Summary Of Work. 19

3.3 Conclusion. 19-20

3.4 Concluding Remarks. 20

ABSTRACT

The technology during the 21 st century offers a great promise to the people all over the

world. The latest advances in Engineering Science and technology have given engineers


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powerful tools for re-assessing and reorganizing the systems.

In the present business scenario, competitiveness of manufacturing companies is

determined by their ability to meet and respond as swiftly as possible to the changing

environment scenario and to produce and supply high-quality products at lower cost as per

demand of the customer.

All the manufacturing companies are striving too hard to achieve their aims,

objectives and their capabilities by proper planning and skillfulness, through application of

automation and innovative concepts, e.g. lean manufacturing, just-in-time (JIT), and total

quality management (TQM). Among these innovative concepts, lean manufacturing is

recognized by the manufacturing companies as a major driver to achieve world-class

capabilities. Many large and medium-size manufacturing companies have adopted lean

manufacturing concepts, and experienced reduction in manufacturing lead time and material

handling cost, and improvement in quality with other benefits.

It is generally agreed that for a lean manufacturing programme to be effective, it

should include a set of tools and techniques or provisions to ensure management commitment,

employee involvement, identification of wastes, development of controls for wastes and

training and education for employees. These tools and techniques are said to be typical of any

comprehensive lean manufacturing implementation programme. The implementation of

lean manufacturing reduced the waste in the industry and enhances the profit and production.

CH APTER -1

I NTRO DU CT ION

1.1 INTRO DU CT IO N


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Lean manufacturing derives it name from the manufacturing systems and processes of the

Toyota production system that are so effective at producing at low cost, and short cycle

times. These systems are highly flexible and responsive to customer requirements. Lean

manufacturing is a multi-dimensional approach that encompasses a wide variety of

management practices, including just-in-time, quality systems, work teams, cellular

manufacturing, supplier management, etc. in an integrated system. The core thrust of lean

production is that these practices can work synergistically to create a streamlined, high

quality system that produces finished products at the pace of customer demand with little or

no waste .

1.2 OBJECTIVES OF LEAN M ANU FAC TUR ING

Lean Manufacturing, also called Lean Production, is a set of tools and methodologies that

aims for the continuous elimination of all waste in the production process. The main benefits

of this are lower production costs; increased output and shorter production lead times.

More specifically, some of the goals include:

Def ects and w as t age - Reduce defects and unnecessary physical wastage, including excess

use of raw material inputs, preventable defects, and costs associated with reprocessing

defective items and unnecessary product characteristics which are not required by customers.

Cycle Times - Reduce manufacturing lead times and production cycle times by reducing

waiting times between processing stages, as well as process preparation times and

product/model conversion times.

Inventory l eve ls - Minimize inventory levels at all stages of production, particularly work-in-

progress between production stages. Lower inventories also mean lower working capital

requirements.

Labor produ ctivity - Improve labor productivity, both by reducing the idle time of workersand ensuring that when workers are working, they are using their effort as productively as

possible (including not doing unnecessary tasks or unnecessary motions).

Utili zation of equipment and space - Use equipment and manufacturing space more

efficiently by eliminating bottlenecks and maximizing the rate of production though existing

equipment, while minimizing machine downtime


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Flexibilit y - Have the ability to produce a more flexible range of products with

minimum changeover costs and changeover time.

Output - Insofar as reduced cycle times, increased labor productivity and elimination

of bottlenecks and machine downtime can be achieved, companies can, generally increase

output from their existing facilities.

1.3 KEY PRINCIPLES OF LEAN M ANU FACTUR ING

Key principles behind Lean Manufacturing can be summarized as follows:

a) R ecogniti on of waste - The first step is to recognize what does and does not create value

from the customers perspective. Any material, process or feature, which is not required for

creating value from the customers perspective, is waste and should be eliminated. For

example, transporting materials between workstations is waste because it can potentially be

eliminated.

b) St andard pro cesses - Lean requires the implementation of very detailed production

guidelines, called Standard Work, which clearly states the content, sequence, timing and

outcome of all actions by workers. This eliminates variation in the way that workers perform

their tasks.

c) C ontinu ous f low - Lean usually aims for the implementation of a continuous production

flow free of bottlenecks, interruption, detours, backflows or waiting. When this is successfully

implemented, the production cycle time can be reduced by as much as 90%.

d) P ull -prod uction - Also called Just-in-Time (JIT), Pull-production aims to produce only

what is needed, when it is needed. Production is pulled by the downstream workstation so that

each workstation should only produce what is requested by the next workstation.

e) Q uality at the Sour ce - Lean aims for defects to be eliminated at the source and for qualityinspection to be done by the workers as part of the in-line production process.

f) C ontinuous improvement - Lean requires striving for perfection by continually removing

layers of waste, as they are uncovered. This in turn requires a high level of worker

involvement in the continuous improvement process.


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1.4 LEAN MANUFACTURING CO NCEPT S

1.4.1 Value Creation and W aste

In Lean Manufacturing, the value of a product is defined solely based on what the

customer actually requires and is willing to pay for. Production operations can be grouped

into following three types of activities:

Value-added activities are those activities, which transform the materials into the exact

product that the customer requires.

Non value-added activities are activities, which aren't required for transforming the

materials into the product that the customer wants. Anything, which is non-value-added, maybe defined as waste. Anything that adds unnecessary time, effort or cost is considered non

value-added. Another way of looking at waste is that it is any material or activity for which the

customer is not willing to pay. Testing or inspecting materials is also considered waste since

this can be eliminated insofar as the production process can be improved to eliminate defects

from occurring.

Research at the Lean Enterprise Research Center (LERC) in the United Kingdom indicated

that for a typical manufacturing company the ratio of activities could be broken down as

follows .

Value added activity 5%

Non value added activity 60%

Necessary non value added activity 35%

Total activity 100%

1.4.2 Main Kinds of Wa ste

Originally seven main types of waste were identified as part of the Toyota Production

System


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a) O ver pr odu ct ion - Producing too soon, resulting in poor flow of information or goods and

excess inventory.

b) D ef ects - Frequent errors in paperwork or material/ product quality problems resulting in

scrap and / or rework, as well as poor delivery performance.c) U nn ecess a ry i nve n to r y - Excessive storage and delay of information or products,

resulting in

excess inventory and cost, leading to poor customer service.

d) Inapp r opr iate p r o ce ss in g - Going about work processes using the wrong set of tools,

procedures or systems, often when a simpler approach may be more effective.

e) E xcessive tr a n s p o rt a t i on - Excessive movement of people, information or goods, resulting

in wasted time and cost.

f) Wa iting - Long periods of inactivity for people, information or goods, resulting in poor

flow and long lead times.

g) U nn ecess a r y mo t i o n - Poor workplace organization, resulting in poor ergonomics, e.g.,

excessive bending or stretching and frequently lost items.

1.5 LEAN MANUFACTURING PRINCIPLE AND TEC H NIQ UE S

The five interdependent principles of Lean Manufacturing are:

1. Value Def in it ion :

This principle states that quality is what the customer wants. The principle entails specifying

value from end customer's perspective, i.e., product cost, quality, variety, delivery and

response time. The most important tool for defining the value from customer point of view is

QFD: Quality Function Deployment (QFD) is a methodology for building the "Voice of the

Customer" into product and service design. It is a team tool, which captures customer

requirements and translates those needs into characteristics about a product or service

2. Value Stream Ana lysis:

This principle focuses on identification of the sequence of processes from product


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concept to market. Value Stream Mapping is a pencil and paper tool that helps you to see

and understand the flow of material and information as a product makes its way through the

value stream. K a ls aa s , (2002) limits the focus of value stream mapping to the door-to-door

production flow inside a plant. Both the material and information flows have to be

considered, and the mapping addresses one product family at time. The object of Lean

manufacturing is to get one process to make only what the next process needs when it needs it.

In accordance with the pull-thinking the mapping start at the shipping end and

proceed upstream. Each process on the material flow path is object of being mapped. The

point is to uncover the value-adding time and the waste of non value adding time. A central

point is to synchronize pace of production to that of sales, hence it is making efforts to

design work processes with a balanced cycle time to that of customer takt time (available

work time per Shift/customer demand rate per shift).

The future state is created by designing the physical material flow first using a Lean

Manufacturing philosophy and applying the tools from the Lean Enterprise House that fit in

this particular circumstance. After the material flow is complete, the information flow

required to support the Lean operation is designed. The future state then becomes the road

map or blue print for the activities that must take place for the future state to become

reality .

3. F low:

One piece production never delays a value adding step by a non value adding step One-

piece flow or continuous flow processing is a concept which means that items are processed

and moved directly from one processing step to the next, one piece at a time. One- piece

flow helps to maximum utilization of resources, shorten lead times, and identify problems

and communication between operations. Single Minute Exchange of Dies (SMED) is a toolused for this principle. SMED is an approach to reduce output and quality losses due to

changeovers. SMED is a system that allows the mixing of production without slowing

output or creating higher costs from waste of setup

4. J IT/Pu ll


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Closely associated with lean manufacturing is the principle of just-in-time, since it is

a management idea that attempts to eliminate sources of manufacturing waste by producing

the right part in the right place at the right time. This addresses waste such as work-in-

process material, defects, and poor scheduling of parts delivered. JIT can be considered as a

method whereby the production lead time is shortened by having all the processes produce

the necessary parts at the needed time and have on hand only the minimum stock necessary

to hold the processes together Customer demand is the driving force behind both systems;

the major difference is in how each system handles customer demand. Just-in-time i s a tool

that enables the internal process of a company to adapt to sudden changes in the demand

pattern by producing the right product at the right time, and in the right quantities Moreover,

just-in-time is a critical tool to manage the external activities of a company such as

purchasing and distribution. It can be thought of as consisting of three elements: JITproduction, JIT distribution, and JIT purchasing.

5. Per fec t ion :

This principle of Lean Manufacturing Approach involves using perfection in all the four

principles explained so far. The techniques and approaches included here are New seven Q.C.

Tools, Six sigma, Standard work and Preventive Maintenance. Fig. 2.1 pictorially

represents the five principles of Lean Manufacturing and their interdependence.

Fig. 2.1 Five Interdependent P r incip les of Lean M anu f actu r ing.

1.6 STATUS OF LEAN MANUFACTURING IMPLEMENTATION IN

VA R IO US CLASSES OF INDUSTRY AND BENEFITS ACCR UED


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Manufacturing systems are classified into two major classes; discrete manufacturing

and continuous manufacturing (also referred to as the process industry). Discrete

manufacturing refers to making discrete products such as an engine, an automobile, a drive

shaft, a coffee maker, or a washing machine. On the other hand, continuous manufacturing

includes making products that are measured or metered rather than being counted. Examples

include paint, steel, textile, flat glass, resin, oil, and flour.

In manufacturing there are three different general classifications in term of production plants:

job- shop production, batch production, and mass production. Job-shop production system

is also known as intermittent production, and is characterized by low-volume, high variety

products

The second type of production system is batch production. In batch production medium

volume and medium variety of products are produced. Medium size lots of the same product

may be produced once or at recurring intervals. General-purpose machines combined

with specially designed jigs and fixtures designed for higher production rates are used in

batch production.

The third type of production system is mass production. High volume low variety

products characterize mass production. It requires expensive and special-purpose machines

to satisfy the high demand rates for a product. Two types, quantity production and flowproduction can further distinguish mass production. In quantity production normally standard

machines (e.g., injection molding and punch presses) are devoted for production of one type

of product with high demand rate.

1.6.1 Application of Lean in Discr ete Indu st r y

Since the introduction of the Toyota production system, the lean concept has spread all over

the world. The apparent success of Toyota in implementing a lean manufacturing system has

led many of the worlds automotive industries to try to implement this new idea of lean at

their own companies. In this new era the application of lean manufacturing is seen in almost

all companies in the automotive industry in Japan, Europe, North America and India.

Most of the lean manufacturing ideas have been applied at the component assembly level,


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especially in discrete manufacturing. In the automotive industry the bulk of the work involved

in making a car is carried out at the assembly level. This is due to the huge number of parts

involved in building a car. These individual parts are first assembled at the component plants

and then the final assembly of these parts is carried out at the assembly plant The success of

the Toyota production system has led the way for many companies in the discrete

manufacturing industry to become lean in order to reduce cost through waste reduction and

continuous improvement. The lean manufacturing concept is now being widely used in

component assembly operations in a variety of industries, e.g., automotive, electronics, and

cameras . In the United States many other companies particularly in thediscrete industry

have adapted lean manufacturing tools and techniques. These include industries like

shipbuilding, telecommunication equipment, office furniture, appliances, and computer part

assembly. Other areas that have implemented lean manufacturing, particularly in Europe,include motorcycles and scooters, clothing, amusement park equipment, construction of

vacuum pumps, air conditioning systems for cars, and bicycle components.

In a study done in 2001, a survey was conducted on the adoption of lean manufacturing tools

and techniques. The study included 313 telephone interviews and 2,511 responses from mail

surveys. The results of the survey illustrate that 32% of manufacturers use predictive or

preventive maintenance, an increase from 28% in 2000 and 20% in 1999. also 23% of

manufacturers are using continuous-flow production, up from 21% in 2000 and 18% in 1999,and 19% of manufacturing firms have adopted cellular manufacturing, an increase from 17%

in 2000. Less than 20% of manufacturers adapted other lean tools such as lot-size reductions,

bottleneck/constraint removal, and quick-changeover techniques Another lean manufacturing

tool that has been widely used in the discrete industry is JIT. The automotive industry has

been strongly influenced by the fundamental concept of JIT. Toyota for example led the way

in using JIT where principles have been used with its suppliers .In the fifties, the Japanese

shipyards implemented JIT in their steel deliveries from steel mills. states that JIT

practices have been implemented in industries like electronic/electric, transportation

equipment, health and medical components, and machinery

CH APTER -2


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METHODOLOGIES

2.1 Tools

2.1.1 The 3 Ms Muda, Mura & Muri.

Muda is a traditional Japanese term for an activity that is wasteful and doesn't add value or is

unproductive, etymologically none + trivia or un-useful in practice or others. It is also a key

concept in the Toyota Production System (TPS) and is one of the three types of waste (Muda,

Mura , Muri ) that it identifies. Waste reduction is an effective way to increase profitability.

Toyota merely picked up these three words beginning with the prefix mu-,. which in Japan are

widely recognized as a reference to a product improvement program or campaign.

Muda has been given much greater attention as waste than the other two which means that whilst

many Lean practitioners have learned to see muda they fail to see in the same prominence the

wastes of mura (unevenness) and muri (overburden). Thus whilst they are focused on getting

their process under control they do not give enough time to process improvement by redesign.

The seven wastes

The expression "Learning to see" comes from an ever developing ability to see waste where it

was not perceived before. Shigeo Shingo , a co-developer of TPS, observed that it's only the last

turn of a bolt that tightens it - the rest is just movement. This level of refined 'seeing' of waste has

enabled him to cut car body die changeover time to less than 3% of its duration in the 1950s as of

2010. Note that this period has allowed all the supporting services to adapt to this new capability

and for the changeover time to undergo multiple improvements. These multiple improvements

were in new technologies, refining value required by 'downstream' processes and by internalprocess redesigns.

The following "seven wastes" identify resources which are commonly wasted. They were

identified by Toyotas Chief Engineer, Taiichi Ohno as part of the Toyota Production System :
http://en.wikipedia.org/wiki/Etymologyhttp://en.wikipedia.org/wiki/Triviahttp://en.wikipedia.org/wiki/Toyota_Production_Systemhttp://en.wikipedia.org/wiki/Mura_(Japanese_term)http://en.wikipedia.org/wiki/Muri_(Japanese_term)http://en.wikipedia.org/wiki/Toyotahttp://en.wikipedia.org/wiki/Prefixhttp://en.wikipedia.org/wiki/Mura_(Japanese_term)http://en.wikipedia.org/wiki/Muri_(Japanese_term)http://en.wikipedia.org/wiki/Shigeo_Shingohttp://en.wikipedia.org/wiki/Taiichi_Ohnohttp://en.wikipedia.org/wiki/Taiichi_Ohnohttp://en.wikipedia.org/wiki/Taiichi_Ohnohttp://en.wikipedia.org/wiki/Toyota_Production_Systemhttp://en.wikipedia.org/wiki/Toyota_Production_Systemhttp://en.wikipedia.org/wiki/Etymologyhttp://en.wikipedia.org/wiki/Triviahttp://en.wikipedia.org/wiki/Toyota_Production_Systemhttp://en.wikipedia.org/wiki/Mura_(Japanese_term)http://en.wikipedia.org/wiki/Muri_(Japanese_term)http://en.wikipedia.org/wiki/Toyotahttp://en.wikipedia.org/wiki/Prefixhttp://en.wikipedia.org/wiki/Mura_(Japanese_term)http://en.wikipedia.org/wiki/Muri_(Japanese_term)http://en.wikipedia.org/wiki/Shigeo_Shingohttp://en.wikipedia.org/wiki/Taiichi_Ohnohttp://en.wikipedia.org/wiki/Toyota_Production_System


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Overproduction

Overproduction happens each time you engage more resources than needed to deliver to your

customer. For instance, large batch production, because of long change over time, exceeds the

strict quantity ordered by the customer. For productivity improvement, operators are required to

produce more than the customer needs. Extra parts will be stored and not sold. Overproduction is

the worst muda because it hides or generates all others, especially inventory . Overproduction

increases the amount of space needed for storing raw material as well as finished goods. It also

requires a preservation system

Unnecessary transportation

Each time a product is moved it stands the risk of being damaged, lost, delayed, etc. as well as

being a cost for no added value. Transportation does not make any transformation to the product

that the consumer is supposed to pay for.

Inventory

Inventory, be it in the form of raw materials, work-in-progress (WIP), or finished goods,

represents a capital outlay that has not yet produced an income either by the producer or for the

consumer. Any of these three items not being actively processed to add value is waste.

Motion

As compared to Transportation, Motion refers to the producer, worker or equipment. This has

significance to damage, wear and safety. It also includes the fixed assets and expenses incurred

in the production process.

Defects


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Whenever defects occur, extra costs are incurred reworking the part, rescheduling production,

etc.

Over-processing

Over-processing occurs any time more work is done on a piece than what is required by the

customer. This also includes using tools that are more precise, complex, or expensive than

absolutely required.

Waiting

Whenever goods are not in transport or being processed, they are waiting. In traditional

processes, a large part of an individual product's life is spent waiting to be worked on.

An easy way to remember the 7 wastes is TIMWOOD.


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2.1.2 Kaizen

Kaizen (Japanese for "improvement" or "change for the better") refers to a philosophy or

practices that focus upon continuous improvement of processes in manufacturing, engineering,

supporting business processes, and management. It has been applied in healthcare, government,

banking, and many other industries. When used in the business sense and applied to the

workplace, kaizen refers to activities that continually improve all functions, and involves all

employees from the CEO to the assembly line workers. It also applies to processes, such as

purchasing and logistics, that cross organizational boundaries into the supply chain. By

improving standardized activities and processes, kaizen aims to eliminate waste. Kaizen was first

implemented in several Japanese businesses after the Second World War, influenced in part by

American business and quality management teachers who visited the country. It has since spreadthroughout the world

The five main elements of kaizen

Teamwork

Personal discipline

Improved morale Quality circles

Suggestions for improvement

2.1.3 PDCA Cycle

The Toyota Production System is known for kaizen, where all line personnel are expected to stop

their moving production line in case of any abnormality and, along with their supervisor, suggest

an improvement to resolve the abnormality which may initiate a kaizen.

The cycle of kaizen activity can be defined as:

Standardize an operation Measure the standardized operation (find cycle time and amount of in-process inventory)

Gauge measurements against requirements
http://en.wikipedia.org/wiki/Toyota_Production_Systemhttp://en.wikipedia.org/wiki/Toyota_Production_System


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Innovate to meet requirements and increase productivity

Standardize the new, improved operations

This is also known as the Shewhart cycle , Deming cycle, or PDCA .

2.1.4 The 5 Ss

'5S' is the name of a workplace organization methodology that uses a list of five Japanese words

which are seiri, seiton, seiso, seiketsu and shitsuke. Transliterated or translated into English, they

all start with the letter S. The list describes how items are stored and how the new order is

maintained. The decision making process usually comes from a dialogue about standardization

which builds a clear understanding among employees of how work should be done. It also instills

ownership of the process in each employee.

Phase 1 - Sorting:Eliminate all unnecessary tools, parts, instructions. Go through all tools,

materials, etc., in the plant and work area. Keep only essential items. Everything else is stored or

discarded.
http://en.wikipedia.org/wiki/Shewhart_cyclehttp://en.wikipedia.org/wiki/PDCAhttp://en.wikipedia.org/wiki/PDCAhttp://en.wikipedia.org/wiki/Transliterationhttp://en.wikipedia.org/wiki/Transliterationhttp://en.wikipedia.org/wiki/Transliterationhttp://en.wikipedia.org/wiki/Shewhart_cyclehttp://en.wikipedia.org/wiki/PDCAhttp://en.wikipedia.org/wiki/Transliteration


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Phase 2 - Straightening or Setting in Order: There should be a place for everything and

everything should be in its place. The place for each item should be clearly labeled or

demarcated. Items should be arranged in a manner that promotes efficient work flow. Workers

should not have to repetitively bend to access materials. Each tool, part, supply, piece of

equipment, etc. should be kept close to where it will be used (i.e. straighten the flow path).

Seiton is one of the features that distinguishes 5S from "standardized cleanup". This phase can

also be referred to as Simplifying .

Phase 3 - Sweeping or Shining or Cleanliness (Systematic Cleaning): Keep the workplace tidy

and organized. At the end of each shift, clean the work area and be sure everything is restored to

its place. This makes it easy to know what goes where and ensures that everything is where it

belongs. A key point is that maintaining cleanliness should be part of the daily work - not anoccasional activity initiated when things get too messy.

Phase 4 - Standardizing: Work practices should be consistent and standardized. Everyone should

know exactly what his or her responsibilities are for adhering to the first 3 S's.

Phase 5 - Sustaining the discipline: Maintain and review standards. Once the previous 4 S's have

been established, they become the new way to operate. Maintain focus on this new way and do

not allow a gradual decline back to the old ways. While thinking about the new way, also bethinking about yet better ways. When an issue arises such as a suggested improvement, a new

way of working, a new tool or a new output requirement, review the first 4 S's and make changes

as appropriate.

A sixth phase, "Safety,"' ' is sometimes added. It is reasonable to assume that a properly planned

and executed 5S program will inherently improve workplace safety, but some argue that

explicitly including this sixth S ensures that workplace safety is given primary consideration.'


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Before 5 S

After 5 S


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2.1.5 Poka Yoke

Poka-yoke a Japanese term that means " fail-safing " or "mistake-proofing". A poka-yoke is any

mechanism in a lean manufacturing process that helps an equipment operator avoid ( yokeru )

mistakes ( poka ). Its purpose is to eliminate product defects by preventing, correcting, or drawing

attention to human errors as they occur. [1] The concept was formalised, and the term adopted, by

Shigeo Shingo as part of the Toyota Production System .[2][3] It was originally described as baka -

yoke, but as this means "fool-proofing" (or " idiot-proofing ") the name was changed to the milder

poka-yoke .

2.1.6 Six Sigma

Six Sigma seeks to improve the quality of process outputs by identifying and removing the

causes of defects (errors) and minimizing variability in manufacturing and business processes . It

uses a set of quality management methods, including statistical methods , and creates a special

infrastructure of people within the organization ("Black Belts", "Green Belts", etc.) who are

experts in these methods. Each Six Sigma project carried out within an organization follows a

defined sequence of steps and has quantified targets. These targets can be financial (cost

reduction or profit increase) or whatever is critical to the customer of that process (cycle time,

safety, delivery, etc.).

The term six sigma originated from terminology associated with manufacturing, specifically

terms associated with statistical modelling of manufacturing processes . The maturity of a

manufacturing process can be described by a sigma rating indicating its yield, or the percentage

of defect-free products it creates. A six-sigma process is one in which 99.99966% of the products

manufactured are free of defects, compared to a one-sigma process in which only 31% are free of

defects. Motorola set a goal of "six sigmas" for all of its manufacturing operations and this goal

became a byword for the management and engineering practices used to achieve it.
http://en.wikipedia.org/wiki/Fail-safehttp://en.wikipedia.org/wiki/Lean_manufacturinghttp://en.wikipedia.org/wiki/Poka_yoke#cite_note-0http://en.wikipedia.org/wiki/Shigeo_Shingohttp://en.wikipedia.org/wiki/Toyota_Production_Systemhttp://en.wikipedia.org/wiki/Poka_yoke#cite_note-Shigeo-1http://en.wikipedia.org/wiki/Poka_yoke#cite_note-2http://en.wikipedia.org/wiki/Baka_(fool)http://en.wikipedia.org/wiki/Baka_(fool)http://en.wikipedia.org/wiki/Idiot_proofhttp://en.wikipedia.org/wiki/Statistical_dispersionhttp://en.wikipedia.org/wiki/Statistical_dispersionhttp://en.wikipedia.org/wiki/Manufacturinghttp://en.wikipedia.org/wiki/Business_processhttp://en.wikipedia.org/wiki/Business_processhttp://en.wikipedia.org/wiki/Quality_managementhttp://en.wikipedia.org/wiki/Statisticshttp://en.wikipedia.org/wiki/Statisticshttp://en.wikipedia.org/wiki/Process_capabilityhttp://en.wikipedia.org/wiki/Fail-safehttp://en.wikipedia.org/wiki/Lean_manufacturinghttp://en.wikipedia.org/wiki/Poka_yoke#cite_note-0http://en.wikipedia.org/wiki/Shigeo_Shingohttp://en.wikipedia.org/wiki/Toyota_Production_Systemhttp://en.wikipedia.org/wiki/Poka_yoke#cite_note-Shigeo-1http://en.wikipedia.org/wiki/Poka_yoke#cite_note-2http://en.wikipedia.org/wiki/Baka_(fool)http://en.wikipedia.org/wiki/Idiot_proofhttp://en.wikipedia.org/wiki/Statistical_dispersionhttp://en.wikipedia.org/wiki/Manufacturinghttp://en.wikipedia.org/wiki/Business_processhttp://en.wikipedia.org/wiki/Quality_managementhttp://en.wikipedia.org/wiki/Statisticshttp://en.wikipedia.org/wiki/Process_capability


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2.1.7 Value stream mapping

Value stream mapping is a lean manufacturing technique used to analyze the flow of materials

and information currently required to bring a product or service to a consumer. At Toyota , where

the technique originated, it is known as "material and information flow mapping".It can be used

in any process that needs an improvement.

Value stream mapping is a helpful method that can be used in Lean environments to identify

opportunities for improvement in lead time . Although value stream mapping is often associated

with manufacturing, it is also used in logistics, supply chain, service related industries,

healthcare, software development , and product development.

In a build-to-the-standard form Shigeo Shingo suggests that the value-adding steps be drawn

across the centre of the map and the non-value-adding steps be represented in vertical lines at

right angles to the value stream. Thus the activities become easily separated into the value stream

which is the focus of one type of attention and the 'waste' steps another type. He calls the value

stream the process and the non-value streams the operations. The thinking here is that the non-

value-adding steps are often preparatory or tidying up to the value-adding step and are closely

associated with the person or machine/workstation that executes that value-adding step.

Therefore each vertical line is the 'story' of a person or workstation whilst the horizontal line

represents the 'story' of the product being created.

2.2 Implementation Stages of Lean Manufacturing

Three stages in the implementation of Lean Manufacturing---

Data collection stage

Data analysis and development of solution Stage

Implementation Stage
http://en.wikipedia.org/wiki/Lean_manufacturinghttp://en.wikipedia.org/wiki/Toyotahttp://en.wikipedia.org/wiki/Lean_manufacturinghttp://en.wikipedia.org/wiki/Lean_manufacturinghttp://en.wikipedia.org/wiki/Lead_timehttp://en.wikipedia.org/wiki/Lean_software_developmenthttp://en.wikipedia.org/wiki/Lean_manufacturinghttp://en.wikipedia.org/wiki/Toyotahttp://en.wikipedia.org/wiki/Lean_manufacturinghttp://en.wikipedia.org/wiki/Lead_timehttp://en.wikipedia.org/wiki/Lean_software_development


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2.3 Benefits of Lean Manufacturing

Productivity Improvement Total manufacturing time saved Less scrap Low inventory Quality improvement Plant space saved Better labour utilization Safety of operations

2.4 Comparision of Lean Manufacturing Vs. Traditional


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CHAPTER- 3

CONCLUSIONS AND R E SULT S

3.1 INTR O DUCT IO N

This chapter covers the summary of the research work, its results and conclusions.

Results of analysis and inferences drawn have been utilized to design a phased approach for

implementation of lean manufacturing in a manufacturing industry. Conclusions have been

drawn and recommendations are made for the use of industry in future. The

limitations along with scope for future work are also covered in this chapter.

3.2 SUMMARY OF THE WO R K

The research work was undertaken for analyzing manufacturing industry with an aim todesign strategies. For developing and implementing lean manufacturing in manufacturing

industry first of all, different type of wastes were identified using appropriate techniques.

Then all wastes were reduced one by one according to the priority given to the waste by the

implementation plan as well as improvement in performance was done . The study has been

carried out in phased manner. Root cause analysis was also done using the Cause and

Effect Diagram for the different type of wastes.

3.3 CO NCL US IO N

1. Wastes identified after implementation of lean manufacturing principles serve as a

staring point for bringing in improvements in any manufacturing facility.

2. the waste can be classified into the following categories

1. Defects

2. Inventory

3. Waste due unnecessary material movement

4. Delay due to waiting

5. Over production


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3. The waste associated with defects and inappropriate processing can be reduced

with a small effort in a short time frame with low cost.

4. Problem related to inventory can be solved by engineering controls. Most of the

control can be implemented in a short period of time and with a small effort and low

cost.

5. The excessive material movement and delay due to waiting can be reduced

by higher cost and small effort in reducing breakdown, absenteeism.

3.4 CONCLUDING RE M AR K S

It is generally agreed that for a lean manufacturing programme to be effective, it should

include a set of tools and techniques or provisions to ensure management commitment,

employee involvement, identification of wastes, development of controls for wastes and

training and education for employees. These tools and techniques are said to be typical of any

comprehensive lean manufacturing implementation programme. The implementation of lean

manufacturing reduced the waste in the industry and enhances the profit and production.

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