DOI: 10.4018/IJSDA.2021010102
International Journal of System Dynamics ApplicationsVolume 10 • Issue 1 • January-March 2021
Copyright©2021,IGIGlobal.CopyingordistributinginprintorelectronicformswithoutwrittenpermissionofIGIGlobalisprohibited.
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Lean Manufacturing Towards Sustainability:A Grey Relational FrameworkBiswajit Mohapatra, KIIT University (Deemed), India
https://orcid.org/0000-0002-3461-1745
Deepak Singhal, KIIT University (Deemed), India
Sushanta Tripathy, KIIT University (Deemed), India
https://orcid.org/0000-0003-2470-4080
ABSTRACT
Thispaperintendstocapturetheattentionoftheleanresearcherstowardsashiftofprioritiesofthevarioustechniquesimplementedinleananditsjourneyof40yearsintheglobalscenario.Inparticular,thepaperfocusesontheimplementationofleantechniquesinIndiaunderthebannerofsustainability.Thepaperfocusesonthreeindustries,atextileindustryrepresentingindustrialrevolution1.0,anautomotivesparepartsindustryrepresentingindustrialrevolution2.0,andanelectrical/electronicsindustryrepresentingindustrialrevolution3.0,named‘A’,‘B’,and‘C’,respectively,andanalysestheprioritiesoftheeightbesttechniquesofleaninthesustainabilityphase.ThetechniquesareKaizen,Poke-Yoke,5S,Kanban,Just-in-Time,Jidoka,Takt-Time,andHeijunka.Theindustries‘A’and‘C’havePoke-Yokeasthemostcriticaltechniqueandhavebeenrankedonewhereasinindustry‘B’5SemergesasthemostprolifictechniqueintheIndiancontextoftheseindustries.
KeywoRDSFramework, Grey Analysis, Lean, Lean Phases
1. INTRoDUCTIoN
Themethodologyandoperationalaspectsofproductionintheindustrialworldhaschangedovertime.Withthetransitionfromhandproductionmethodstonewmachinesandprocesses,thefirstindustrialrevolution(1760-1840)markedthedominanceoftextileindustriesintheworldscenario.Thesecondindustrialrevolutionbeganin1850’swiththeadventofsteel.(Firstformofmassproduction).Theindustrialrevolution3.0(1969)sawtheemergenceofnuclearenergy,electronics,telecommunicationandcomputers.Theindustrialrevolution1.0improvisedwaterandsteamtoimproviseproduction,thesecondintroducedelectricitytoinvokemassproductionandindustry3.0automatedproductionbyincorporatingelectronicsandinformationtechnology.Duringthesecondindustrialrevolution,automotiveindustryalsocameintopicturebeginningwithcraftproductionfollowedinsuccessionbymassproductionimprovisedbyHenryFordaround1900.
Thisarticle,publishedasanOpenAccessarticleonJanuary11,2021inthegoldOpenAccessjournal,InternationalJournalofSystemDy-namicsApplications(convertedtogoldOpenAccessJanuary1,2021),isdistributedunderthetermsoftheCreativeCommonsAttributionLicense(http://creativecommons.org/licenses/by/4.0/)whichpermitsunrestricteduse,distribution,andproductioninanymedium,provided
theauthoroftheoriginalworkandoriginalpublicationsourceareproperlycredited.
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In1937,Toyotamadeitswayintotheautomotivesectorbutsoonfailedtoestablishitselfduetoseveralindigenousproblemsandconstraints,onebeingthenucleardestructionofWorldWarII.TosolvetheproblemofthisJapaneseautomotivecompanyitsownerSakichiToyodaandhisproductiongeniusTaiichiOhnostartedasimpleapproachtosolvetheirproblems.Thesesetofsmartruleswereperfectionizedinover30yearsofshearhardworkanddiligencewhicheventuallycametobeknownas‘LeanProduction’(JohnKraafcik,1988).Thisnewgenerationoperationphilosophyconsistedofitsowntools,techniquesandpracticesblendingitintoanarttodotheworkwithbestperformance,qualityandproductivity.Figure1illustratesthetoolsandtechniquesframeworkindeveloping‘Lean’.Since1990,withthepublishingofthebook“TheMachinethatchangedtheworld”[Womack,JonesandRoos]leanhastransformedworkstylesandlifestylesthroughouttheworld.Undertheparadigmsofsustainabilityinvolvingthepillarsofsocial,economicandenvironmentaldimensions,leancanbeagamechangertobringoutthebestofthesecriticaldimensionsofsurvivalthatgoverntheindustrialworld.Leancanbeappliedtoreducehumaneffort,inventory,workspaceandsimultaneouslyincreasethevarietyanddiversityofproductswithaveryshorttimeframe.Thefeatureofleanasthe“warriorphilosophy’”canbringaboutthechangewithlimitedresourcesandworkforcewithmagicaleleganceto transformationofclean,greenandprosperoussocietyofmodern times.Thispaper intends toconcentrateontherankingofthebesteighttechniquesinprevioussixphasesofleanwithrespecttotheseventhphasecalled“Sustainability”usingtheGreyRelationalAnalysisTechnique.
Thepaperisorganisedintosevensections:ThesecondsectioncomprisesLiteraturereviewwhereanindepthliteraturereviewdepictingthesevenphasesofleanwithdeepimplicationsandemphasisonidentifyingtheeightbesttechniquesforleanimplementation.Theframeworkthatfollowsshowthepositionoftechniquesinthescientificmethodparadigmandhelpstovisualizethestructureofstrategies,principlesandpracticesinaccordancewithlean.Themethodologyused,beingthefourthsection, is representedand thescaleused ismentioned.The fifthsectionof surveyandanalysiscomprisestheexpertopinionsandrankpredictionisestablished.Inthesixthsectionofresultanddiscussion, theranksandtheir implicationsin thechosenindustriesA,BandCarehighlighted.Thepaperconcludesprovidinganoveralldiscussionofresults,limitationsofthepaper,managerialimplicationsandfuturescopeofresearch.
1.1 LiteratureThoughtheprocessofleanproductionstartedin1950’s,yetittookfifteenyearstoestablishitselftomaturitythroughrelentlessandconsistenteffortintheToyotaautomotiveindustry.Theliteraturewasnotgivenadriveuntil1971whenPeterDruckerdelvedintotheJapanesemanagementprinciplesinhismanuscript.ItwasageneralviewonJapanesework-philosophiesanddidnotspecificallydealwithleanproduction.In1990,Womack,JonesandRoosforthefirsttimecameupwithabook“TheMachinethatchangedtheworld”whichexplainedleanworkphilosophyanditscompetenceincrisissituationandhowitcanbeagamechangerinturningacompanyintonumberonestatusintheautomotiveindustry.Thebookwasaresultoffiveyearsofresearchofalltheautomotiveindustriesaroundtheworldatthatpointoftimeandthecomparativeaccountoffadingmassproductiontoemergingleanproductionwasclearlyevident.Theterm“lean”alsowassuggestedbyaresearcher,JohnKraafcik(1988)inMIT’sInternationalMotorVehicleProgram(IMVP).Itconferredtheideaof“lessofeverything”intermsofworkspace,humaneffort,speedofproduction,quantity,qualityandvarietyofproductsproducedandresourcesutilizedinachievingtheseattributes.Thisliteraturereviewfiltersallresearchpaperswhichcontaintheinvolvementoftechniquesinvariousdimensionsoflean.
1.1.1. Phases of LeanOver the last forty years, lean has been studied and implemented in various dimensions calledphases.Tilldate,sevenphasesareidentifiedwiththeseventhonecontinuing.WehaveconsideredtwentyeightscholarlyarticlestofindoutthebesteighttechniquesofLean.TheliteraturesurveyedistabulatedinTable1.
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1.2. Discovery Phase (1970-1990)Drucker(1971)wasthefirsttobringJapaneseworkmanagementcultureintolimelightalthoughmethodswerenotelaborated.Withhispaper,aneedandscopetounderstandtheJapaneseworkculture emerged. The effectiveness was still a question as methods were not known and theunderlyingphilosophywasyettobeunderstood.TheJapanesemanagementtendtomakedecisionsbyconsensus,withcapabilitiestoadapttomultidirectionalsituationaldemands.Itreflectsonthediversifiedbalanceindecision-makingandflexibilityofthestrategy.Developingyoungpeople,jobenrichmentandinformalapproachbeingthekeyhighlightsofimplementationprocess,itsresultswereoverwhelming.Sugimorietal.(1977)threwlightontheToyotaproductionSystemandKanbansystems.Theyhighlightedtheconceptsof‘JustinTime’and‘respectforhuman’.Onlynecessaryproducts,atnecessarytime,innecessaryquantityneedtobeproduced.Thepracticewaschallengingasithasbeenmasteredbythecreatorsthemselveswithdiligentworkforovertwentyyears.Culturaladaptabilitywasatimeconsumingandhecticprocessfortheworkforce.ThemyththatproductivityandqualitylevelsaredeterminedbyplantslocationwasbustedbyKrafcik(1988).Hecameupwithafreshconclusionthatleancanbeimplementedinanyplantlocationwithoutbargaininquality,productivityandperformance.Themajorhindrancewas thecomplexityof leanand theworkerspsychology to resist to themoredynamicworkcultureofdisciplineand skill.He identified theprimaryindicatorsofplantperformanceasproductivity,qualityandflexibility.Theplantsthatmosteffectivelybalanceproductivity,qualityandflexibilitytosuittheirparticularmarketnicheshaveadecidedadvantage.Corporateparentageandculturedoappeartobecorrelatedwithplantperformance;theleveloftechnologydoesnot.
Table 1. Phases of Lean and best 8 techniques identification literature used
Lean Phases Period Literature
PhaseofDiscovery 1970-1990 Kraafcik(1988a)Drucker(1971)Sugimorietal.(1977)
PhaseofDissemination 1991-1996 WarneckeaandHuser(1995)Berkley(1992)WomackandJones(1997)
PhaseofImplementation 1997-2000 Kippenberger(1997)CappeliandRogovsky(1998)Green(1999)Yinglingetal.(2000)SpearandBowen(1999)
PhaseofEnterprise 2001-2006 FairrisandTohyama(2002)Hines(2004)Liker(2004)DoolenandHacker(2005)
PhaseofPerformance 2006-2009 Takeuchietal.(1986)Graff(2007)Bainesetal.(2006)
PhaseofQuantification 2009-2014 Vinodhetal.(2012)Achangaetal.(2012)Ramachandranetal.(2013)
PhaseofSustainability 2014-2019 Cherrafietal.(2016)Hartinietal.(2015)Vanichchinchai(2019)Basharetal.(2019)
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1.3. Dissemination Phase (1991-1996)Berkley(1992)discussedtheimpactofmaterialhandlingbystudyingvariousmodelsforKanbanbuffercapacitiesandperiodicmaterialhandling.Itprovidedthefinerideaofoperations,onecanalleviatethelimitingtrade-offsincostandeffectiveness.AsstatedbyWarneckeaandHuser(1995),leanisanintellectualapproachconsistingofasystemofmeasuresandmethodstobringacompetitivestateinacompanyThesesetofstandardsneedtobemodifiedaseveryorganisationhasdifferentgoalstoachievewithexistingset-ups.Inthelightofthechangingcircumstances,thepaperprovidesafoodforthoughttorestructuretheoutdatedproductionindustries.Thefeasibilityistheonlyobstructionbecauseofhighcostsorinherentlimitations.Anotherchallengeisworkerpsychologyasflexibility,qualityandteamworkismisunderstoodascontrol,exploitationandsurveillancerespectively.
1.4. Implementation Phase (1997-2000)Kippenberger(1997)reflectsleanthinkingasanantidoteto‘muda’orwastebutitsimplementationistoodifficultinitscompleteshape.Aglobalscopetoleanthinkingisembodiedinhiswork.Theonlydilemmaisitsacceptancelevelsandfearoffailureinnewscenarioofactivities.CappeliandRogovsky(1998)emphasizesthatemployeeinvolvementdrivestheindustrytoanewcurveofculturalfreedom.Inthehustleandbustleofdecisionmaking,successrateofgooddecisionsmay be poor but immaterial as long as it improves for the better. Further, individuals will beenthusiasticaboutdecision-makingpowerswhichcultivateasagentsofchangeandcontinuousimprovement.Incertaininstances,decisionsofsamescopemightbroilaconflictininterestwhichmightdeterioraterelationshipsforwhichprofessionaldecorumwillcommandrespectwithintheorganization.Yinglingetal.(2000)developedmathematicalmodelstoimprovethesystemsandusedsimulationtoassessthebetterpotentialsagainstexistingones.Althoughmodelsarebasedoncertainassumptionswhose reflectionsarean idealstate, still thechances topredict for theenhancedproductivity,qualityandperformanceincreases.Duringthisphase,difficultywasfoundinmasteringtheshop-floorprinciplestosuccess.
1.5. enterprise Phase (2001-2006)FairrisandTohyama(2002)integratedindustrialrelationstoleanproduction.Theysuggestedleanproductionresponsibleforlabourmanagementco-operationandproductiveefficiencyofindustrialrelations.Amidstlackofinstitutionalmechanismsandreducedsafetyandhealthissuesasresistiveforces,workersjobenrichment,satisfaction,innovativelifestylepropelledthemtocontributetothewheelofprogressintheindustry.Hines(2004)emphasizedonthedevelopmentandlocalisationofleanconcept.Lackofhumanintegrationandlimitedapplicabilityoutsidehighvolumerepetitivemanufacturingenvironmentswasevident.Toencouragevalueandcost,tacticaltostrategicdecisionswereintegratedtosupplychainandnewproductdevelopmentendeavours.Liker(2004)highlightedthepartnershipstobethelifebloodofsupplychainsofthescaledriven,technologyintensiveglobaleconomy.Theemphasiswastobuildtrust,transparencyandloyaltytoachievetherelationshipgoal.Leaneconomicgoalwastosetthetargetpricebasedonareason,notbymerewantsandneeds.DoolenandHacker(2005)developedasurveyinstrumenttoassesstheimplementationof leanpracticeswithinanorganisation.Itwaswellinferredthatchallengingconditionslimittheapplicabilityoflean,sotheneedofasystemofevaluationwhichwouldactasabaseforconductingsurveyswascritical.
1.6. Performance Phase (2007-2009)Takeuchietal.(1986)dealtwiththespeedandflexibilityinproductdevelopmentwhichrequiredhigheffortfromtheprojectteam.LeanProcessandProductDevelopment(LPPD)isapropellingdesigntoenhancethespeedandflexibilityaspectsofproductdevelopment.Sometimes,contradictorygoalswithinthesameproductorprocessmaybeahindrancetothedevelopmentprocessalongwithitsadaptability.Graff(2007)concentratedonleanorganisationsandtheuseof“lessofallresources”
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thanthatusedbytheirtraditionalcounterparts.Itwasnevereasytoachieveandsustainintegratedcoherence.Workersalsolostfocusandthevisionofintegratedformat.Butitwasconfirmedthatintegratingandharmonisingthetotalimplementsofanorganisationcreatesthecompetitiveadvantage.Bainesetal.(2006)suggestedthatnewproductdevelopmentis“thestateoftheart”ofleantoproductdesign,engineeringanddevelopment.Theresponsibilitiesofdesigncanbesegregatedintochunksbycompetentindividualsforbetterinnovation.Humantendenciestowearoutandlackofpaceinworkcannullifytheimpactoflean.Asaremedial,aChiefEngineershouldbeanableanddynamicpersonalityofinfluencewhocantakebolddecisions.
1.7. Quantification Phase (2010-2013)Vinodhetal.(2012)emphasizedtheuseofstructuralequationmodellingtodeterminethecriticalfactorsinleanpracticestowardssuccess.Themodelsarebasedonassumptions(idealconditions),sointerpretationshavetobeadjustedinpractice.Leanhasgotenormousnumberofprinciplesandpracticeswhichcanbeconvertedintoequations.Equationmodellingmostlyisindustryspecificorprocessspecificandmaynotbesuitableuniversally.Achangaetal.(2012)developedadecisionsupport tool: The Fuzzy-Logic advisory system. Although the validation is difficult, the costs,readinessstatus,levelofvalue-addtobeachieved(impact/benefits)studiedyieldsbettercontrol.Inthispreliminaryquantificationphase,heuristicrulesisimplementedwhichmaycreateambiguityinfurtherresearch.Ramachandranetal.(2013)solvedcomplexproblemsbytheuseofmulticriteriadecisionmaking.Everyaspectofhumanbehaviourandprocessescanbeputintothismethodofdecisionmaking.Itissubjecttothetrade-offthatamathematicaloutputmaycontradictahumanconscienceinmakingaparticulardecision.
1.8. Sustainability Phase (2014-2019)Hartinietal.(2015)studiedandanalysedvariousframeworkstobringaboutaclearconnectionbetweenleanandsustainabilitywithimprovedperformance.Theyfeltastrongandcompletearticulatedpictureofleanisyettobeproposed.Directionalinvestigationcanbecarriedoutonthetopicbasedonthisanalysis.Astrongissuemaybethevalidityandreliabilityissuesinactualoperatingenvironmentsofsuchtheoreticalframeworks.Cherrafietal.(2016)overviewedtheintegrationoflean,sustainabilityandsixsigmamanagementsystems.Thisanalysisidentifiestimegapswhichwouldpropelresearchinnewandproperdirections.Theuncertainlargescaledomainofleanandsustainabilityisyettoberevealed.Vanichchinchai(2019)exploredtheleanandsupplychainrelationshipsasanovelattempt.Thesupplychaindynamicsmaychangewithdemandpatterns.Vastareasexisttobeexploitedintofreshdimensionsofresearchinthisfield.
Theeightbest/ frequentlyused techniquesarechosen topredict their rank in threedifferentindustriesimplementingleanpractices(Table2).LeanwasdevelopedbyToyotaautomotivecompanyandhenceitstechniques.Inthispaper,wehaveselectedtheeightmostfrequentlyusedtechniquesasdepictedbyitscreatorslikeTaiichiOhnoandleanexpertslikeJ.K.Liker(2004)inhisbook“TheToyotaWay”andPascalDennis(2016)inhisbook“LeanproductionSimplified”followedbyresearcharticlesusedforsurveyofliteratureregardingtechniques.
ThesetechniquesareasshowninTable2.
1.8.1. FrameworkTheframeworkdepictsastructuredviewofevolutionofleanpracticesfromthesphereofscientificmethod.Leanstrategiescomprisesoftwocomponents:toolsandtechniques.Toolsaredevelopedfromthescientificapproachthatpropelthesystemtoeffectiveandefficientprocesses.Whentoolsarevalidatedandbecomereliable,twoormoretoolsmaycombinetogiveastructuredworkmodulecalledatechniquespecifiedtoperformacertaintask.Proveninlong-termthesetoolsandtechniquesarereferredtoasPrinciples.Theapplicationandexecutionoftheprinciplesisnotalwayspossibledue
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tovarietyofchangingcircumstances.So,principlesaremodifiedtohaveapracticalorientationtobetermedaspractices.Thesepracticesenhancetheperformance,qualityandproductivityofthesystem.
ThebesteighttechniquesidentifiedforfirstsixphaseswereKaizen,poke-yoke,5S,Kanban,Just-in-time,TakttimeandHeijunka(Figure1).ThispaperisanattempttorankthesetechniqueswithrespecttotheseventhphaseofLeani.e.LeanandSustainabilityusingtheanalysistechniquecalledGreyRelationalAnalysis.
Table 2. Techniques and their meanings
SL Technique Meaning
1. Kaizen Continuousimprovementofworkpracticesandpersonalefficiency.
2. Poke-yoke Mistake-proofingorabilityofmachinestodetectmistakes
3. 5S(sort,set-in-order,shine,standardize,sustain)
Astabilizingstandard
4. Kanban Avisualtool/cardusedtoachievejust-in-timeproduction
5. Just-in-time Toproducerightitematrighttimeinrightquantity.
6. Jidoka Intelligentworkersandmachinesidentifyingerrorsandtakingquickcountermeasures.
7. Takt-time Theactualtimetoperformaprocessorhowfrequentlywemustproduceaproduct.
8. Heijunka(Productionlevelling) Distributingtheproductvolumeandmixevenlyovertime.
Figure 1. Position of techniques in the paradigm of scientific method
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2. ReSeARCH MeTHoDoLoGy
2.1 Mathematical Method Used: Grey Relational AnalysisGreyRelationalAnalysistechnique(Deng,1982)isaneffectivemethodusedtosolveuncertaintyproblemswithdiscreteinformation.ItissuperiortootherMultiCriteriaDecisionMaking(MCDM)techniqueswhileanalysingqualitativeattributesconvertedintoquantitativescalevalues(Likertscale)whicharetobenormalizedtodeterminetherelativeperformanceofattributes.TheopinionsintheproblemofthisresearchproblemarediscretevaluesnumberedinLikertscale(1to7)whicharetobetransformedintomeaningfulinsightsunderuncertainty.Moreover,thetechniquesselectedforopinionsarequalitativeconstructswhicharetransformedintoquantitativeequivalentsusingscalevalueswithacertaindegreeofunpredictability.ThesefeaturesofGreyanalysisjustifyitssuitabilitytobeselectedasthemethodforanalysingtheconcernedproblem.TheprocedureofGreyRelationalAnalysisisasfollows:
STEP 1:Tabulatethe7-pointLikertscalevalues/opinionsoftheexperts(columns)andthetechniques(rows)obtainedthroughastructuredquestionnaireabouttheimplementationofleantechniquesinindustriesA,BandC.
STEP 2:Addeachtechnique’sLikertopinionsindividuallyforalltheeighttechniques.(∑Xi(i=1to12)).
STEP 3:FindtheGreyNumber.
GreyNumber=(∑Xi/n)
where‘n’isthenumberofexperts.
STEP 4:DividetheGreyNumberbymaximumscalevalue(7)toobtainthemaximumvalueinscale(fromseven){Gijmax}.
STEP 5: Find thenormalizedvalue{Gij*=Greynumber/Gijmax). for all the techniques in aparticularindustry.
STEP 6:PredicttheRankbyobservationofthenormalizedvalue.(Highestvalue=Rank1;thendescendingdowntotheeighthwithlowestvalue).
STEP 7:Repeattheprocedurefordataofeachindustryunderconsideration.
TheGreyMethodissummarizedas:
∑XirepresentsthesumofalltheopinionsbasedonLikertscaleoutof84(max;7*12)Gijisgreynumber(=∑Xi/12)Gijmaxisthemaximumvalueinscale=7Gij*=Normalizedvalue(=Greynumber/Gijmax)
AGreynumberisdefinedasthevalueofthesummationofall theopinionsforaparticulartechniquedividedbythenumberofobservers.Greynumberdividedbymaximumvalueofscalegivesnormalizedvalue.Thenormalizedvaluemultipliedbyweightageofeachexpertgivesthevalueofthe“technique”usedtopredicttherank.Here,asallexpertshavetenyearsandaboveexperiencetheweightageofeachis1.Thus,thenormalizedvaluescandirectlybeusedtopredicttherank.
2.2 Scale Used: LIKeRT “7-Point” ScaleThe Likert scale (Flynn et al.1990, Dawes 2008) is selected to address the problem as the datarequirementsareofintervaltype.Further,thereisaneedtosummateittopredicttherankofthe
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attributesforwhichthescalevaluesareassigned.TheLikertscaleinvolvesopinionsandthevalueassignedtothem.VeryPoorwasvalued‘1’followedbyPoor’2’,Mediumpoor’3’,Fair‘4’,MediumGood‘5’,Good‘6’andVeryGood‘7’.Thisscalewasusedtoextractqualitativeopinionsfromexperts.
2.3 Survey and AnalysisTwelve experts with more than ten years experience of lean adaptation and practices in Indianmanufacturingindustrygavetheirvaluableopinionwhichformsthedatabaseforthegreyanalysis.Threeindustriesviz.a)Textile,b)Automotivesparepartsandc)ElectricalandElectronicsindustrieswereconsideredintheeasternIndiarepresentingthefirst,secondandthirdindustrialrevolutionerasanditsadaptabilitytowardstheleantechniquesandhencedegreeofembracingleanstrategyintheseventhgenerationoflean.TheindustrieshavebeennamedasA,BandCrespectively.A,BandCreflecttheIR1.0,IR2.0andIR3.0whenwedelveintotheoriginoftheseindustriesintheworld.Moreover,thefeasibilityoffindingtheseindustriesinthevicinitywasanotherplausiblereasonfortheirselection.Further,theleanpracticesthatwereimplementedinthesecompanieshasaspecialcharmpertainingtothepresentstateoftheseindustriesofsuchrichhistory.Theexpertsarenotrelatedtothechosenindustriesandhencetheopinionsaregenuine(Tables3-8).
Table 3. INDUSTRY A: The textile industry
Techniques Experts
1 2 3 4 5 6 7 8 9 10 11 12
Kaizen 5 6 4 5 6 6 6 7 7 6 6 5
Poke-yoke 7 7 6 6 7 6 6 5 6 6 6 7
5S 7 7 7 7 7 6 6 6 6 6 5 4
Kanban 3 4 4 5 6 6 4 4 6 5 4 5
Justintime 3 4 5 5 3 4 6 6 7 7 6 6
Jidoka 6 6 6 6 5 4 3 2 6 6 6 6
Takttime 2 3 3 3 3 4 3 2 2 3 4 4
Heijunka 5 6 6 6 6 6 7 7 6 6 6 6
Table 4. Rank prediction
Technique ΣXi(i=1 to 12)
Gij={ΣXi/12} Gij (max)
Gij*{=Gij/Gij(max)} Rank
Kaizen 69 5.75 7 0.82 4
Poke-yoke 75 6.25 7 0.89 1
5S 74 6.16 7 0.88 2
Kanban 56 4.66 7 0.66 7
Justintime 62 5.16 7 0.73 6
Jidoka 62 5.16 7 0.73 5
Takttime 36 3.00 7 0.42 8
Heijunka 73 6.08 7 0.86 3
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Table 5. INDUSTRY B: The automotive spare parts industry
Techniques Experts
1 2 3 4 5 6 7 8 9 10 11 12
Kaizen 5 6 7 6 5 6 7 6 6 5 5 6
Poke-yoke 5 6 6 5 6 5 6 6 5 4 5 6
5S 7 6 7 7 6 6 7 6 7 6 7 6
Kanban 5 5 6 5 6 7 6 5 4 5 6 6
Justintime 3 4 3 5 4 4 5 5 4 4 5 6
Jidoka 4 3 4 4 5 4 5 4 6 5 6 5
Takttime 5 6 5 6 6 5 4 5 6 7 6 4
Heijunka 4 5 6 6 5 6 7 7 6 5 5 4
Table 6. Rank prediction
Technique ΣXi(i=1 to 12)
Gij={ΣXi/12} Gij (max)
Gij*{=Gij/Gij(max)} Rank
Kaizen 70 5.83 7 0.833 2
Poke-yoke 65 5.41 7 0.773 6
5S 78 6.50 7 0.928 1
Kanban 66 5.50 7 0.785 3
Justintime 52 4.30 7 0.619 8
Jidoka 55 4.50 7 0.642 7
Takttime 65 5.41 7 0.773 5
Heijunka 66 5.50 7 0.785 4
Table 7. INDUSTRY C: The electrical and electronics industry
Techniques Experts
1 2 3 4 5 6 7 8 9 10 11 12
Kaizen 6 6 5 6 5 5 6 5 7 6 7 6
Poke-yoke 7 6 6 7 5 6 5 5 6 5 6 7
5S 4 5 5 4 4 5 6 6 5 5 6 5
Kanban 5 6 5 5 6 6 6 5 6 7 6 7
Justintime 4 5 4 5 3 4 5 6 5 5 6 5
Jidoka 5 5 4 5 6 6 5 4 5 4 4 5
Takttime 2 3 4 4 4 5 4 5 5 4 4 5
Heijunka 4 5 4 5 5 5 4 6 6 4 5 4
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3. ReSULTS AND DISCUSSIoN
FromTable9,the“importanceofthebesttechniques”ofleaninSustainabilityphaseis:
Poke-yoke(0.89)>5S(0.88)>Heijunka(0.86)>Kaizen(0.82)>Jidoka(0.73)=Justintime(0.73)>Kanban(0.66)>Takttime(0.42)
Poke-yokeormistakeproofinghasemergedasthemostimportanttechniqueinthesustainablephase of lean implementation. As clearly visible, mistakes lead to waste which deteriorates thesustainableaspectsorpillars-social,economicandenvironmental.The5Stechniqueemphasizesthecultureofworkandthenstandardisationofprocedureswhichaptlyfollowsmistake-proofing.ThethirdtechniqueofimportanceisHeijunkaorproductionlevelling.Thecomplexityofindustrialprocesseshasmadethistechniqueofenormousimportance.Thefourthtechniquecalledkaizenis‘incrementalcontinuousimprovement’whoseintegratedapproachisafundamentalaspectofleanphilosophy.Jidokaorautonomation(=automationwithhumantouch)isthefifthrankedtechniqueamongtheeightbestconsidered.Workcultureisfinelyingrainedwiththistechniquealongwiththecountry’stechnologicalfrontiers.ThesixthrankisactuallyatiewithfifthandiscalledJust-in-time.Ithasclosecorrelationwithjidokaandworkcultureofthenation.Kanban,whichwasoneofthepioneersofearlyleanmanagementerahasdroppeddowntoseventhposition.Thelastbest
Table 8. Rank prediction
Technique ΣXi(i=1 to 12)
Gij={ΣXi/12} Gij (max)
Gij*{=Gij/Gij(max)} Rank
Kaizen 70 5.83 7 0.833 2
Poke-yoke 72 6.00 7 0.857 1
5S 60 5.00 7 0.714 4
Kanban 70 5.83 7 0.833 3
Justintime 57 4.75 7 0.678 6
Jidoka 58 4.83 7 0.690 5
Takttime 49 4.08 7 0.583 8
Heijunka 57 4.75 7 0.678 7
Table 9. INDUSTRY A: The textile industry
Techniques Rank
Poke-yoke 1
5S 2
Heijunka 3
Kaizen 4
Jidoka 5
Justintime 6
Kanban 7
Takttime 8
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techniqueinthelistisTakt-timeorcycletimewhichhasbecomeasecondnatureinthegrowingeraofadvancedtechnology(Tables9-10).
Thus,the“importanceofthebesttechniques”ofleaninSustainabilityphaseis:
5S(0.928)>Kaizen(0.833)>Kanban(0.785)=Heijunka(0.785)>Takttime(0.773) =Poke-Yoke(0.773)>Jidoka(0.642)>JustinTime(0.619).
5Sswipesthefirstspotinautomotivesparepartindustry.5Srepresentssort,setinorder,shine,standardizeandsustain.ItisfollowedbykaizenandKanbaninsecondandthirdspotrespectively.HeijunkaequalsKanbanandhasthefourthspotfollowedbyTakttimeandpoke-yokehavingsamedegreeofimportanceatfifthandsixthspotrespectively.TheseventhspotisacquiredbyJidoka,whilejustintimeendsupintheeighthspot(Table11).
Thus,the“importanceofthebesttechniques”ofleaninSustainabilityphaseis:
Poke-yoke(0.857)>Kaizen(0.833)=Kanban(0.833)>5S(0.714)>Jidoka(0.690)>Justintime(0.678)>Heijunka(0.678)>TaktTime(0.583)
Table 10. INDUSTRY B: The automotive spare parts industry
Techniques Rank
5S 1
Kaizen 2
Kanban 3
Heijunka 4
Takttime 5
Poke-yoke 6
Jidoka 7
Justintime 8
Table 11. INDUSTRY C: The electrical and electronics industry
Techniques Rank
Pokeyoke 1
Kaizen 2
Kanban 3
5S 4
Jidoka 5
Justintime 6
Heijunka 7
TaktTime 8
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Mistakeproofingagaintopsthechartofmostpopulartechniquesofleaninelectrical/electronicsindustry.KaizenorcontinuousimprovementrankssecondwithequalprioritytoKanban.Itisfollowedby5S,Jidoka,Justintime,HeijunkaandTakttime.
4. CoNCLUSIoN
Thepresentanalysismarksaclearshiftintrendofleantechniquesinsustainabilitywithrespecttopreviousphasesandidentifiesthebestsetoftechniquestorealignthemodeofoperationsinthepresentcontextofthreeindustrieseachrepresentingthethreephasesofindustrialrevolutioni.e.IR1.0,IR2.0andIR3.0respectively.TheindustryA(Textileindustry)withoriginfromIR1.0hasimplementedleantechniqueswheremistake-proofing,5Sandproductionlevelling(Heijunka)topsthelist.Itsignifiesthattheabilityofmachinestodetectmistakesistheadvancementintechnologyinthisindustry.Thestandardisationprocess,5Smarksthatmakingsystemssustainableisthekeygoaloftheindustryaswell.Asevident,productionlevellingisalwaysacornerstonetobalancecapacityanddemandwhichjustifiesthethirdspoteffectively.TheindustryB(Automotivespareparts)hasstandardisationtechnique5Sinrank1whichsignifieshowpartmakingisdonethroughusingleantechniquesforbatchproduction.ItisfollowedbyKaizenwhichdemystifiestheconceptofcontinuousimprovementinoperations.ThethirdmostimportanttechniqueisKanbanwhichprioritizeswhichworktobeprocessedinwhatorderthroughcolouredcards.Italsoshowstheindustry’s’transittoJITproduction.TheindustryC(Electrical/Electronics)representsIR3.0inoriginwherepoke-yokeormistakeproofingemergesasthemostimportanttechnique.Itreflectsthattheindustryproduceserror-freecomponentslikechipsetc.onalargescale.ItisfollowedbyKaizen(JITtransitinproduction)andKanban(visualaidtoprioritizeworkflow)respectively.
These results justify the qualitative techniques that are quantified through the use of GreyRelationalAnalysistechnique.Thisanalysishasaveryfragrantperspectivetothemanager/decisionmaker.Theshiftintrendscanbeobservedand4M’s(Men,Machine,Material,andMethods)canbechannelizedintherightdirectionattherighttime.Itwouldhelpinstreamliningoperations,reducingresistance to market complexity (fluctuating demands), reduce costs and improve competitiveadvantageof industries.Thescopeof theanalysiscanbeextendedtovariousregionsovermorenumberoftechniquestofindthepresenttrendsofsustainableleantoacquirethemodernshiftintrendsofleanphilosophy.
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Biswajit Mohapatra is doing PhD in lean manufacturing in School of Mechanical engineering, KIIT Deemed to be university, Bhubaneswar, Odisha. His research areas are Lean manufacturing, supply chain management, project management and quality management.
Deepak Singhal (PhD) is currently working as Assistant Professor in School of mechanical engineering, KIIT Deemed to be University, Bhubaneswar, Odisha. His research areas are remanufacturing, system modelling, supply chain management, project management and quality management.
Sushanta Tripathy currently working as a Professor at the School of Mechanical Engineering in KIIT University, Bhubaneswar, Odisha, India. He has completed his PhD from the Department of Industrial Engineering and Management, Indian Institute of Technology, Kharagpur. His major areas of interest include production operations management, multivariate analysis, service operations management, supply chain management and productivity management. He is a Fellow of Institution of Engineers.