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Lean Tools and theirImplementation
Guided by: Project by:
Prof. Gajanan Patange Bharat Chaudhary (09ME021)
Kaushal Chhadva ( 09ME021)
Akshit Kataria (09ME042)
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Content Introduction to lean manufacturing
Objective of Project
Wastes in Lean Manufacturing
Lean tools
Value stream mapping
5s + Safety
Total productive maintenance
Kanban SMED ( Single minute exchange of dies)
Kaizen
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Content Case studies
1) Navkala Plastic Molding pvt ltd, Ahmedabad
2) Real Casting pvt ltd, Ahmedabad
3) G.S brass Enterprise, Jamnagar ( Under process)
Propose Implantations
Conclusion
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Introduction to lean manufacturing
It is a whole new way of thinking, to serve the customers
with high quality Products, low cost and short deliverytimes.
Lean is a philosophy that seeks to eliminate waste in all
aspects of a firms production activities: human relations,
vendor relations, technology, and the management of
materials and inventory.
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Where can it be applied
Lean is principally associated with manufacturing
industries equally applicable to both service and administration
processes.
Currently it is also being adopted by the food
manufacturing and meat processing sectors.
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Objective of Project
Lean implementation is focused on getting the right
things, to the right place, at the right time, in the rightquantity to achieve perfect work flow while minimizing
waste and being flexible and able to change.
The objective of this Thesis is to carry out a study,
proposal and analysis of improvements about
Manufacturing in Plastic injection molding, Casting andBrass products machining Industries. By getting these
improvements; it would have some benefits, adding more
production and easiness work and also an improvement in
terms of quality.
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Wastes in Lean Manufacturing
Muda (or non value-added work): Muda is discovered after
the process is in place and is dealt with reactively. It isseen through variation in output.
Muri (or overburden): It is focused on the preparation andplanning of the process, or what work can be avoided by
design.
Mura (or unevenness): It focuses on implementation andthe elimination of fluctuation at the scheduling or
operations level, such as quality and volume
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Muda wastes
1) Overproduction: Production ahead of demand
2) Transportation: To move products that is not actually required toperform the processing.
3) Waiting: Waiting for the next production step.
4) Inventory: All components, work-in-progress and finished product not
being processed.
5) Motion: People or equipment moving or walking more than is required toperform the processing
6) Over-Processing: Due to poor tool or product design creating activity.
7) Defects: The effort involved in inspecting for and fixing defects.
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Muri wastes
Work Flow: Logical directions to be taken.
Takt time: Maximum time allowed producing in order to meet demand. When
everyone knows the standard condition, and the standardized work
sequences, the results observed are:
Employee morale is heightened
Higher quality is achieved
Productivity is improved
Costs are reduced.
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Mura wastes It is based on little or no inventory, by supplying the production process with
the right part, at the right time, in the right amount, and first-in, first out
component flow. Just in Time systems create a pull system in which each sub-process
withdraws its needs from the preceding sub-processes, and ultimately from an
outside supplier.
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Lean Tools:-1) Value stream mapping
Value Stream Mapping is a method of creating a "One page picture" of all theprocesses that occur in a company, from the time a customer places an order
for a product, until the customer has received that product in their facility.
The goal is to depict material and information flows across and throughout allValue-Adding Processes required to produce and ship the product to the
customer. Value Stream Maps document all of the processes used to produceand ship a product, both Value-Adding and Non-Value-Adding (Waste)
processes.
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Steps in VSM Plan the activity,
Walk the process and collect the process and step data,
Produce and analyze the current-state value stream map,
Produce a future-state map,
Develop a change plan,
Implement the changes,
Review the process and repeat
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2)5S +Safety
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7 Role of 5S in Different Areas of Industry
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3)Total Productive Maintenance
TPM (Total Productive Maintenance) is an excellent method for meeting
the demands and for continuous flow manufacturing on equipment. TPM
does the following: It increases OEE (Overall Equipment Effectiveness) using improvement activities.
It establishes an autonomous maintenance program performed by equipment
operators.
It establishes a planned maintenance system.
It requires training to improve operation and maintenance skill
It institutes a system for MP (maintenance prevention) design and earlyequipment management.
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Types of Losses
Losses
BreakDowns
Setup andAdjustment
StartupRejects
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Difficulties faced in TPM implementation:
Typically people show strong resistance to change.
Many people treat it just another Program of the month without
paying any focus and also doubt about the effectiveness.
Not sufficient resources (people, money, time, etc.) and assistance
provided
Insufficient understanding of the methodology and philosophy by middlemanagement
TPM is not a quick fix approach, it involve cultural change to the
ways we do things
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4) KANBAN
The premise of Kanban is to create Visual Indicators to allow the operators to
be the ones who determine how much of a product to run when to stop or
change over. Kanban rules also tell the operators What Steps to take whenthey have problems and whom to go when Problems occurs.
Benefits:
Reduce inventory by 80%.
Prevents Overproduction, Which is the mother of all wastes
Places control at the operations Level
Improves responsiveness to changes in demand(reduces Throughput Time)
Minimizes risk of having obsolete Inventory
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5)Single Minute Exchange of Die It provides a rapid and efficient way of converting a manufacturing process
from running the current product to running the next product. This rapid
changeover is key to reducing production lot sizes and thereby improvingflow.
Steps:
Separate internal from external setup operations
Convert internal to external setup
Standardize function, not shape
Use functional clamps or eliminate fasteners altogether Use intermediate jigs
Adopt parallel operations (see image on next slide)
Eliminate adjustments
Mechanization
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6)Kaizen (Continuous Improvement)
Kaizen is a combination of two words, kai and Zen. Kai means to change
or modify and Zen means to Improve or make better.
Kaizen Principles:
Focus on improvements
Blame the process and not the person
Create work teams
Develop self-discipline, a sense of personal responsibility and accountability.
Enable Employees (i.e. Set employees for success)
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Kaizen Process
Defining Problem.
Understanding current state
Finding the root cause.
Planning counter measures
Improving Counter measures
Verifying results
Standardizing and establishing control
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Case Study:1
Company Profile:
Name: Navkala plastics
Number of Working People: 40
Turn Over: 10crores
Product: Plastic caps, bowls, containers, bottles, etc.
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Flow diagram
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Identification of problem
Problem no Problems Weightage out of 101 Too much die changing time 1002 Die life is less 903 New calculations for every die 704 No Inspection unit 205 Time waste during maintenance 906 Manufacturing was not continuous 607 Initial wastage of products 508 Production rate varied a lot 309 Improper space utilization 6010 Die cooling time losses 9011 Improper layout 5012 Cleaning was required in cooling tower 9013 Storage near the production, so no walking
space
70
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Pareto chart
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Why-Why Analysis
Main cause: - Too much Die changing time
Why 1 - All the external operations were also performed after stopping themachine
Why 2 -There was only one operator per machine with no helper, and diewas heavy
Main cause: Die life was less
Why1
Due to the use of recycled plastic material of low grade
Why2- That material was cheap
Other reasons- Too hot plastic if inserted inside can decrease die life, Alsoimproper cooling can reduce the die life.
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Main cause: Production rate varied continuously
Why1- Time wastage between removals of product from mold.
Why2- Machine stops as door opens.
Why3- Door opening and closing time depends on the operator.
Other reasons: Some blockage in nozzle also reduces the mass flow rate
Main cause: Manufacturing was not continuous
Why1- Hopper size was limited to 125 kg only
Why2- When color of product change hopper has to emptied
Why3- Different color require different plastic grains mixture
Other reason
Why1- After some time Die gets heated
Why2- Only water cooling was there, Chillers are better option but notused.
Why3- Chillers require special arrangement
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Main cause: Improper space utilization
Why1- Whole floor was covered by products, wastes, packing materialsand other things
Why2- No proper layout and Upper part of factory was not used
Why3- Lack of 5S Principle implementation
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5S analysis sheet
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Some pictures showing the need of implementation of 5S
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Proposals:
Sorting
Extra wooden roof at the top can accommodate all unused item, increasingfloor space
Use only needed materials, equipment, tooling & supplies when needed.
Eliminate excess / obsolete equipment & inventory
Improve space utilization by eliminating space taken up by unneeded items
and organizing needed items
Set in Order
Locate missing tools, documents, instructions, keys and inventory
Put everything in a useable place
Make every item visible, reachable & available when needed
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Shine in Order
Remove dirt, oil, scraps and garbage
Assign cleaning responsibilities - team effort
Clean on a daily basis - the cleaner the better!
Audit the cleaning process use cleaning checklists
Improve equipment maintenance through cleaning
Clean aisles, walkways, floors, machines, desks
Standardization
Maintain and control continual improvement
Ensure systematic organization, sorting, and scrubbing clean are synchronized
l i
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TPM Implementation
Problems and solutions
1) To avoid breakdowns and for increase in production
Planned maintenance could avoid above problems:
By cleaning the piping systems
By cleaning the nozzle
By replacing door pins
2) Down time losses due to operator fatigue, setup changeover and materialshortages
Keeping 2 extra workers per 5 machines so that every operator can get rest after 2
hours of operation When die has to be changed first all the external operations like moving it by
crane, adjusting nut and bolts of die, other tool needed should be kept readybefore stopping machine
One hopper per 2 machines should be kept extra filled with raw material so, it candirectly be attached to machine when it is required
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3) Start up rejects
Above graph shows after starting the machine rejects are very high
Solution:
For every die parameters like pressure, temperature, dwell time, feedingrate, etc are different. Instead of using try and error method every time
whille using the die, some standardised parameters should be used. Theparameters which are found ok should be stored and directly should be
implemented next time.
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4) Production rejects
There were many rejects due to some machine error, due to impropercooling, plastic getting stick to the die and runner scraps.
Solution
Some rejects are always there but by proper cooling of die sticking problem
can be minimized .
Die should be made such that runners scrap is less
Nozzle should be blockage free so mass flow rate is constant
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Case study:-2
Company Profile:
Name: Real cast foundry
Number of Working People: 35
Turn Over: 20crores
Product: Different casting products like pump casings, flywheels, etc.
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Flow chart
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Problems: 1) Too much wastes
2) Sand reclamation system was not there
3) Improper space Utilization
4) Too much inventory
5) Environmental Pollution
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Pollution due to Pattern Making
VOC (volatile organic compound) from glues, epoxies, and paints.
Waste water: Little or no wastewater generated ,but there is no plan for
water utilization. Residual Wastes: Scrap pattern materials
Mold and Core Preparation and Pouring
Waste mold and core sand potentially containing metals and residual
chemical binders
Charging and Melting
Air Emissions:
Products of combustion, oil vapors, particulates, metallic oxide fumes
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Shakeout, Cooling and Sand Handling
Dust and metallic particulates; VOC and organic compounds from the sanddisposal as there was no treatment system.
Air emission
Sr.
No.Waste
Concentration in mg/kg
Cu Zn Pb Ni
F1 F2 F3 F1 F2 F3 F1 F2 F3 F1 F2 F3
1Sand waste
220 190 182 79 71 67 172 180 158 125 130 118
2 Dust 166 143 151 169 138 149 263 255 248 206 199 224
3Slag waste
520 482 543 306 297 319 49 52 57 484 490 503
4
Waste
From
Ladle
141 130 150 340 312 302 30 26 23 239 227 244
MOEF
Standard 300 1000 100 50
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Result
The foundries generate lot of Solid waste like sand waste, dust, and slagwaste, waste from ladle which is harmful for human health. There is no
arrangement for beneficial reuse, disposal, treatment and handling.
Regarding air emission, foundry is emitting pollutants from differentdepartment namely Furnace operation, Preparation of cores and molds,
Casting, Shakeout and reclamation. There are drastic deviations in alldepartment compare to MOEF Standard. There is low air emission where
induction furnace is installed but they are not running with highest efficiency.
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Scope of lean tools:
Just in time manufacturing- It can help in reducing the overproduction,and hence the above mentioned losses can be reduced.
Total productive maintenance- As per it the regular scheduled maintenanceof various parts like compressors, furnaces, sand mixture, etc. will consumeless power and hence reduce pollution.
By reducing scrap above pollution can be decreased
Scrap may be of runners and gates, reworks, final rejected parts, etc.
KAIZEN- It helps in reducing the overall inventory of the company by properMRP planning, proper control of management over production, etc. So onlythe needed things are ordered reducing inventory, the needed thing are kepton other are switched off, which saves power and cost.
5S- It involves proper arrangement of all the equipments at right place,proper layout of the factory, proper cleaning, etc. If proper arrangement arethere then everything can be found out easily found when required reducingunnecessary buying of inventory
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Why 5S
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Proposals: Extra roofs, where unwanted material can be stored so floor space can be
utilized properly.
All the Pattern, Cope and Drag which are not in use should be marked andstored in separate section.
Every section should be separate pattern making, poring, grinding, etc.
Better cleanliness of Equipment's like Muller machine, Grinders, Containers
which are used for pulling raisin from tanks.
Make every item visible, reachable & available when needed
Ensure systematic organization, sorting, and scrubbing clean are synchronized
Use safety equipments like safety shoes, Helmets, Hand gloves, etc.
Give proper safety guidelines to the workers
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Conclusion
There is an infinite number of ways of implement Lean Manufacturing in
these Industries in future, both the management and the workers have towork together for successful implementation.
Most of lean tools are not costly and can be implemented easily, afterattainment of its use.
Indian small and medium scale industries can get large advantage of it.