AUGMENTATION OF PRODUCTION LEVEL USING DIFFERENT …€¦ · end cover includes a rework time of 2880 seconds of rework time and bottom plate fixing has a waiting time of 300 seconds

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International Journal of Mechanical Engineering and Technology (IJMET) Volume 8, Issue 12, December 2017, pp. 360–372, Article ID: IJMET_08_12_036

Available online at http://www.iaeme.com/IJMET/issues.asp?JType=IJMET&VType=8&IType=12

ISSN Print: 0976-6340 and ISSN Online: 0976-6359

© IAEME Publication Scopus Indexed

AUGMENTATION OF PRODUCTION LEVEL

USING DIFFERENT LEAN APPROACHES IN

MEDIUM SCALE MANUFACTURING

INDUSTRIES

Gunji Venkata Punna Rao*

Research Scholar, Department of Mechanical Engineering,

Dr. M G R Educational and Research Institute, Chennai- 600095, Tamilnadu, India

S. Nallusamy

Professor, Department of Mechanical Engineering,


M. Rajaram Narayanan

Professor, Department of Mechanical Engineering,


ABSTRACT

Lean manufacturing is a procedure to eliminate the wastes consistently by

continuous progress in manufacturing industries. The main objective of lean

manufacturing is to reduce the overall production cost, to increase the efficiency and

to minimize the overall lead time. In this research an attempt was made to enhance the

overall production rate in a medium scale industry. The aim is to make the production

line to accomplish the target of producing twelve homogenizer machines per month

from the actual production of ten homogenizer machines. These machines are used for

the homogenization of milk, where the milk fat globules are reduced in size and

dispersed uniformly through the rest of the milk. To enhance the productivity, an

approach of lean tools like 5S, value stream mapping, line balancing in assembly,

Gemba walk and kaizen was used. The main reason to increase the productivity is to

meet the increasing customer demand at right time and also to minimize the overall

production lead time. From the results it was found that, the company achieves the

customer demand of twelve homogenizer machines and the same was validated using

flexsim simulation software. Also it was observed that the overall lead time was

reduced about 776 minutes and efficiency of liquid end assembly line was increased

about 28%.

Keywords: Production, Lean Tools, Time Study, Line Balancing, FlexSim Simulation

Augmentation of Production Level using Different Lean Approaches in Medium Scale Manufacturing

Industries


Cite this Article: Gunji Venkata Punna Rao, S. Nallusamy and M. Rajaram

Narayanan, Augmentation of Production Level using Different Lean Approaches in

Medium Scale Manufacturing Industries, International Journal of Mechanical

Engineering and Technology 8(12), 2017, pp. 360–372.

http://www.iaeme.com/IJMET/issues.asp?JType=IJMET&VType=8&IType=12

1. INTRODUCTION

In the present condition all the medium scale manufacturing industries have become more

competitive in nature and needs to improve their output to meet out the customer demand at

the right time. Dairy industry is one of the fast growing industries in India and the

contribution of dairy industry to the development of Indian economy is definitely

considerable. In recent days, diary units are very modern and constantly expanding their

facilities, hence it requires high end machines for their operations whereas the manufacturer

of these machines is very minimal in count. So productivity improvement is obviously in the

need of hour for diary equipment manufacturers to meet the increasing demand. This research

was carried out mainly to improve the process methods, output quality, overall productivity,

inline efficiency and labor productivity by using different lean tools and techniques. Largest

candidate rule algorithm is used for assembly line balancing in the selected manufacturing

industry which contributes to the key improvement of productivity. Productivity improvement

is one of the core strategies towards manufacturing excellence and it also is necessary to

achieve good financial and operational performance. It increases customer satisfaction and

reduces the overall time and total cost to develop, produce and deliver products and service.

Productivity has a positive and significant relationship to performance measurement for

process utilization, process output, product costs and work-in-process inventory levels and

on-time delivery. Improvement can be in the form of elimination, correction of ineffective

processing, simplifying the process, optimizing the system, reducing variation, maximizing

throughput, reducing cost, improving quality or responsiveness and reducing the overall setup

time.

2. LITERATURE REVIEW

The word ‘Lean’ is nothing but powerful and capable and it also refers to slim and fit, hence it

specifies that the lean manufacturing gives only facilities to get only necessary resources to

the manufacturing industries. Lean manufacturing is used in most of the large scale

manufacturing industries like automobile industries, food industries etc [1-4]. Productivity

improvement in assembly lines is very important because it increases the manufacturing

capacity and reduces the total manufacturing cost. If the capacity of the line is insufficient,

one possible way to increase the capacity is to construct parallel lines [5-8]. The 5S technique

represents a fundamental technique which allows the enhancement of efficiency and

productivity, while ensuring a pleasant organizational climate. The project has drastically

changed the plant and developed the infrastructure for a successful implementation of

continuous improvement as well as other best practices and quality initiatives [9-11]. By

following the 5S methodology, it shows significant improvements to safety, productivity,

efficiency and housekeeping. It also intends to build a stronger work ethic within the

management and workers who would be expected to continue the good practices [12-15]. The

5S implementation leads to the improvement of the case company organization in many ways

for instance, better usage of working area, work environment improvement, prevention of

tools losing, reduction in accidents [16-19].

Value stream mapping (VSM) is different than conventional recording techniques, as it

captures the information at individual stations about station cycle time, uptime or utilization

Gunji Venkata Punna Rao, S. Nallusamy and M. Rajaram Narayanan


of resources, setup time, work in process inventory, manpower requirement and the

information flow from raw material to finish goods [20-23]. Known as the main aim of the

line balancing is to distribute the total workload on the assembly line as evenly as possible,

despite the reality in which it is impossible to obtain a perfect line balance among the workers

[24-27]. VSM helps the in attaining higher usage levels by the proficiency of shop floor

practices aimed at increased human and machine productivity and thus improving the process

[28-30]. Thus by converting long assembly line into work cells, the assumed worker multi-

skilling seems effective as well as communication between operators is fast and accurate. The

other benefits observed are the flexibility of rework reduction and online packing [31-33].

Gemba Kaizen is a Japanese concept of continuous improvement designed for enhancing

processes and reducing the overall waste. Within a lean context, Gemba simply refers to the

location where value is created, while Kaizen relates to improvements where the process

improvement needs. However, the concept of Gemba Kaizen holds many more meanings than

its literal translation. Since different workstations have different working capacity it is then

important to apportionment the sequential work activities into workstations in order to

achieve a high utilization of labor, equipments and time [34-37]. The involvement of total

productive maintenance in a manufacturing industry guides to performance advancement to

meet the universal challenges. A detailed literature review about total productive maintenance

was carried out to specify the structure, implementation procedures, obstructions and critical

factors for success [38-41]. Based on the above study an attempt was made to implement

different lean tools in a medium scale industry located at Chennai to increase the overall

output by reducing the process time.

3. OBJECTIVES OF RESEARCH

The selected manufacturing industry is getting an increase in orders up to a maximum of

twelve homogenizer machines per month, whereas the present actual production is only ten

homogenizer machines per month. So that the company is in need to meet the increasing

customer demand which is the main issue to be solved. To increase the monthly production

rate of the company from ten homogenizer machines to twelve homogenizer machines i.e. an

increase efficiency of 20% is needed. Here the overall production capacity of the company is

estimated to be twenty homogenizers per month. The main objective of this research is to

increase the efficiency of the company to achieve the target with the aid of lean tools such as

5S, kaizen, line balancing and value stream mapping. Elimination of non-value added

activities and reduction of cycle time makes the efficiency improvement and to achieve the

target.

4. METHODOLOGY

In this research Gemba walk methodology was followed where the plant floor was visited

directly and problem was identified. Time study was made with the help of stop watch device.

Regarding line balancing largest candidate rule algorithm was followed. For plotting VSM

excising data were collected, i-Grafix software was used for line balancing and layout

optimization and simulation flexsim software was used to validate the observed results. 5S

was done on assembly section and the root cause analysis was made to support the inferences

of VSM. The methodology flow chart used for this research is shown in the following figure

1.


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Figure 1 Methodology Flow Chart

5. DATA COLLECTION AND ANALYSIS

The data was collected from July 2016 to June 2017 and the monthly production with demand

was calculated. The actual demand with actual production of the company is shown in figure

2 for the duration of July 2016 to June 2017. Production capacity of the firm was found to be

twenty homogenizer machines per month. The company consists of eight lathe machines and

two digital read out (DRO) machines.

Figure 2 Actual Production Vs Demand (July 2016-June 2018)



5.1. Time Study

Time study was conducted with the aid of stop watch and the results of machining time study

are given in Table 1. Similarly, the time study was done in the assembly line and the observed

results are given in Table 2. At the end of time study it was found that the operation fixing fly

end cover includes a rework time of 2880 seconds of rework time and bottom plate fixing has

a waiting time of 300 seconds.

Table 1 Time Study Results for Machining

Activity Overall Time (O)

(minutes)

No. of Machines

(N)

Maximum Time

= O/N

Lathe operations 3260 8 407.5

DRO operations 520 2 260

Welding operation 5.6 Three Installments

Table 2 Time Study Results in Assembly Line

Activity Total Time

(minutes)

VA Time

(minutes)

NVA Time

(minutes)

Drive end assembly 217 168.67 48.3

Liquid end assembly 212 181 31

Table 3 Time Study Results for Testing and Painting

Activity Time

Testing:

Fixing of motor in frame 9 minutes 45 seconds

Placing drive end in frame 8 minutes 10 seconds

Fixing the pulley 18 minutes 5 seconds

Grinding and casting fix 2 hours 57 minutes and 15 seconds

Trial run 10 hours

Painting:

Patti apply at liquid end 9 minutes 15 seconds

Water cleaning 7 minutes 55 seconds

5.2. Current State Value Stream Mapping

Value stream mapping is a lean-management method for analyzing the current state and

designing a future state for the series of events that takes a product or service from its

beginning through to the customer. It is also known as material and information flow

mapping. After completion of the existing time study a current state value stream mapping

was drawn to identify the areas of improvement whereas the activities which consumes more

non value added time and is shown in figure 3. From the current state VSM it was found that

both the drive end and liquid end assembly was taken more non value added time and the

same needs to be minimized. Similarly, it was also found that the painting process has

comparatively higher non value added (NVA) time of 943 minutes than value added (VA)

time of 17 minutes. The TAKT time was calculated as follows.


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Total available time = 1 Shift/ Day (6 Days in a Week)

Customer demand = 12 Pieces / Month

Available working time per shift = 480 minutes

Available time per day = [1 shift x {8hoursx60 minutes-(60minutes)}]

= 420 minutes

Available time per month = 10080 minutes

Required TAKT time = Total available time/Customer demand

= 10080/12 = 840 minutes

Figure 3 Current State Value Stream Mapping

5.3. Root Cause Analysis

A fishbone diagram, also called a cause and effect diagram is a visualization tool for

categorizing the potential causes of a problem in order to identify its root causes. The design

of the diagram looks much like a skeleton of a fish. Fishbone diagrams are typically worked

right to left, with each large ‘bone’ of the fish branching out to include smaller bones

containing more detail. To make suitable aizens root cause analysis is made so that a

generalized view of the problems is obtained which further supports our prediction on areas of

improvement. Figure 4 shows the root cause analysis for not meeting the customer demand at

the right time by the manufacturer.



Figure 4 Root Cause Analysis

5.4. 5S and Kaizen Implementation

5S is a simple tool for organizing your workplace in a clean, efficient and safe manner to

enhance your productivity, visual management and to ensure the introduction of standardized

working. In addition to standardized working which provides us with a stable foundation to

build all of our other improvements through implementing lean tools, we also provide a

highly visual workplace. One of the most important factors of 5S is that, it makes problems

immediately obvious. Kaizen is a philosophy and practice that sees improvement in

productivity as a gradual and methodical process. Kaizen is a Japanese term meaning ‘change

for the better’. The concept of kaizen encompasses a wide range of ideas and it involves

making the work environment more efficient and effective by creating a team atmosphere,

improving everyday procedures, ensuring employee satisfaction and making a job more

fulfilling, less tiring and safer.

5.4.1. Tool Board Preparation

In this case, bottom plate fixing has a waiting time of 5.2 minutes and found the reason of

tools getting missed on end of shift, unavailability of tools which is needed for assembly. Due

to this an unnecessary waiting time was made which in turn increases the overall lead time.

Hence, 5S was implemented in the assembly section alone to keep every tool in a proper

place. The results of 5S implementation are shown in figure 5 before and after

implementation.

Figure 5 Results before and after Implementation of 5S


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5.4.2. Atomization of Paint

Before implementing kaizen the amount of Patti applied all over the drive end takes two

working days for to dry and uneven surfaces will be occurred. So that, the uneven surface of

drive end is grinded and made even. But after implementing kaizen tool the small pores or

cracks is filled with very less quantity of Patti and then acrylic paint is applied to its surface

with the aid of an atomizer to minimize Patti usage and also time involved in painting to a

greater extent. The results of painting Process before and after Implementation of Kaizen tool

is shown in figure 6.

Figure 6 Painting Process before and after Implementation of Kaizen

5.4.3. Routing Sheet

Route sheet is the map or the blueprint of the manufacturing process in a production unit to

provide the precise route or sequence to be followed during manufacturing process. The

production note is replaced by routing sheet. A route sheet was prepared for our

manufacturing process which describes the series of actions to be performed to achieve a

particular task in the manufacturing or production process. Dimensions of product are noted

down after each activity which is nothing but ensuring quality at source, thus eliminates the

need for rework.

5.5. Line Balancing

Assembly line balancing is a production strategy that sets an intended rate of production to

produce a particular product within a particular time frame. Also, the assembly line needs to

be designed effectively and tasks needs to be distributed among workers, machines and work

stations ensuring that every line segments in the production process can be met within the

time frame and available production capacity. Assembly line balancing can also be defined as

assigning proper number of workers or machines for each operations of an assembly line so as

to meet required production rate with minimum or zero ideal time. Largest candidate rule

algorithm was used to balance the assembly line as most optimal layout is formed only by this

method in our research to get accuracy. So the rule is applied for drive end and liquid end

separately. The number of work stations was calculated by using the formula as sum of task

times / TAKT time. By applying the formula the numbers of work stations were found to be 3

and then precedence diagram was drawn and activities were allotted to each work station.

Finally the line efficiency was calculated by using formula as sum of task times divided by

number of work stations and multiplies by the total cycle time. Precedence diagram for drive

end assembly and liquid end assembly were developed and shown in Figure 7 and Figure 8

respectively.



Figure 7 Precedence Diagram for Drive End Assembly

Figure 8 Precedence Diagram for Liquid End Assembly

5.6. Future State VSM

After implementing the above lean tools a future state value stream mapping was developed

for the same process and the improvements were noted down. The future state VSM is shown

in Figure 9 with developed process. From the future state VSM it was found that, the total

cycle time for liquid end and drive end assembly was reduced about 46 minutes. Similarly,

the painting time and time for trial run was reduced drastically about 720 minutes which

minimizes the total lead time and facilitates to meet the customer demand at right time.

Figure 9 Future State Value Stream Mapping


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6. FLEXSIM SIMULATION

After implementation of lean tools the time study was carried out for all the manufacturing

process. Based on the time study the simulation was done using FlexSim software to validate

the results and given in Table 4. From the results it was clearly found that, the new modified

process gives the viability to the manufacturer to produce twelve homogenizer machines in

the same time duration in which the company produced only ten homogenizer machines.

Table 4 Simulation Summary Report

Time: 3912

41.5

Object Class

Stats_

conten

t

Stats_c

ontent

min

Stats_c

ontent

max

Stats_

contenta

vg

Stats_

input

Stats_

outpu

t

Stats_s

taytim

emin

Stats_s

taytim

emax

Stats_st

aytimea

vg

Stats_

curren

t

idle processing

Source1 Source 1 0 1 0 0 16 0 24478.1 22941.1 4 0 0

Lathe

operations Processor 1 0 1 1 16 15 24479 24479 24479 2 0 391241.4

DRO

operations Processor 0 0 1 0.599052 15 15 15624 15624 15624 1 156866.4 234374

Drive end

assembly Processor 1 0 1 0.392946 15 14 10379 10379 10379 2 237504 153736.4

Welding Processor 0 0 1 0.012237 14 14 341 341 341 1 386453.4 4787

Painting Processor 1 0 1 0.504214 14 13 14400 14400 14400 2 193971 197269.4

End

assembly Processor 0 0 1 0.091607 13 13 2756 2756 2756 1 355400.4 35840

Testing Processor 1 0 1 0.780572 13 12 24000 24000 24000 2 85848 305392.4

Sink 1 Sink 0 0 1 0.733952 12 0 0 0 0 7 0 0

Liquid end

assembly Processor 0 0 1 0.433157 14 14 12104 12104 12104 1 221771.4 169469

Source 2 Source 1 0 1 0 0 0 0 0 0 4 0 0

Source 3 Source 1 0 1 0 0 0 0 0 0 4 0 0

7. CONCLUSIONS

An analysis was carried out to know about the implementation of lean tools like 5S, Kaizen,

VSM and line balancing in a homogenizer machines manufacturing company to increase the

overall output. Based on the analysis and results the following conclusions were arrived.

• It was found that, the cycle time for liquid end assembly was reduced about 10

minutes.

• Similarly the cycle time for drive end assembly process was reduced about 40minutes.

• And also, the cycle time for painting process has been drastically reduced about 720

minutes.

• Hence, the lead time was reduced about 776 minutes i.e. about 28% reduction of

overall lead time.

• The number of work stations on assembly line was increased from 1 to 3.

• Thus the company was achieved to produce the customer target of twelve

homogenizer machines and the same was validated with the help of FlexSim software.

For further research, implementation of some other lean tools like Kanban, TPM, SMED,

etc could be carried out in various medium scale industries.



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Documents

AUGMENTATION OF PRODUCTION LEVEL USING DIFFERENT …€¦ · end cover includes a rework time of 2880 seconds of rework time and bottom plate fixing has a waiting time of 300 seconds