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IMPLEMENTATION OF LEAN MANUFACTURING INAN ENGINE MANUFACTURING UNIT—A REVIEW

Pratik Chikhalikar1* and Suman Sharma1

*Corresponding Author: Pratik Chikhalikar,[email protected]

Lean manufacturing is a performance-based process used in manufacturing organizations toincrease competitive advantage. The basics of lean manufacturing employ continuousimprovement processes to focus on the elimination of waste or no value added steps within anorganization. The challenge to organizations utilizing lean manufacturing is to create a culturethat will create and sustain long-term commitment from top management through the entireworkforce. The core idea of lean manufacturing is relentlessly work on eliminating waste fromthe Manufacturing process. Another way to look at lean manufacturing is as a collection of tips,tools, and techniques (i.e., best practices) that have been proven effective for driving waste outof the manufacturing process.

Keywords: Kaizan, Kanban, Just in time

INTRODUCTIONLean Manufacturing and ToyotaProduction SystemLean is about doing more with less: less time,inventory, space, labor, and money. “Leanmanufacturing”, a shorthand for a commitmentto eliminating waste, simplifying proceduresand speeding up production. LeanManufacturing (also known as the ToyotaProduction System) is, in its most basic form,the systematic elimination of waste. Five areasdrive lean manufacturing/production:

1. Cost

2. Quality

ISSN 2278 – 0149 www.ijmerr.comVol. 4, No. 1, January 2015

© 2015 IJMERR. All Rights Reserved

Int. J. Mech. Eng. & Rob. Res. 2015

1 Mechanical Department of Truba College of Engineering and Technology, Indore, MP, India.

3. Delivery

4. Safety

5. Morale.

Just as mass production is recognized asthe production system of the 20th century, leanproduction is viewed as the production systemof the 21st century.

Benefits of Lean ProductionEstablishment and mastering of a leanproduction system would allow you to achievethe following benefits:

• Waste reduction by 80%

• Production cost reduction by 50%

Review Article

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• Manufacturing cycle times decreased by50%

• Labor reduction by 50% while maintainingor increasing throughput

• Inventory reduction by 80% while increasingcustomer service levels

• Capacity in current facilities increase by50%

• Higher quality

• Higher profits

• Higher system flexibility in reacting tochanges in requirements improved

• More strategic focus

• Improved cash flow through increasingshipping and billing frequencies

However, by continually focusing on wastereduction, there are truly no ends to the benefitsthat can be achieved.

Removal of WasteIn Lean Manufacturing, waste is any activitythat consumes time, resources, or space butdoes not add any value to the product orservice. Lean manufacturing is, in its mostbasic form, the systematic elimination of 7wastes – overproduction, waiting,transportation, inventory, motion, over-processing, defective units – and theimplementation of the concepts of continuousflow and customer pull.

The seven wastes to be eliminated:

1. Overproduction and early production –producing over customer requirements,producing unnecessary materials/products

2. Waiting – time delays, idle time (time duringwhich value is not added to the product)

3. Transportation – multiple handling, delay inmaterials handling, unnecessary handling

4. Inventory – holding or purchasingunnecessary raw materials, work inprocess, and finished goods

5. Motion – actions of people or equipmentthat do not add value to the product

6. Over-processing – unnecessary steps orwork elements/procedures (non addedvalue work)

7. Defective units – production of a part thatis scrapped or requires rework.

LITERATURE REVIEWMichael McGivern and Alex Stiber (2014),studied the Lean Manufacturing System andimplemented it in an Organization andanalyzes the results. They Showed theimplementation method and time period, whichare followings:

The First Six MonthsBuilding Organizational Awareness

• Senior leaders clarify the business case forusing lean manufacturing techniques.

• Senior leaders ensure that leanmanufacturing techniques are consistentwith the organization’s long-term vision.

• Management assesses the organization’sreadiness to make the transition to leanmanufacturing.

• Upper management defines the baselinemeasures of success.

• The organization defines a timetableconsisting of communication, objectives,and scope of implementation.

• The vision of the redesigned organization

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strongly supports the linkage of businessstrategy to cultural strategy.

• The vision of the redesign includes thealignment of the organization’scommunication, accountability, skills,processes, and systems.

Six Months to Year TwoCreating the New Organization

• Redesign the organization to use leanmanufacturing techniques.

• Implement training and developmentprocesses to assist the transition.

• Help leaders and employees make thetransition to their new roles.

Years Three Through FourAligning the Systems

• Continuous improvement processes aredriven from bottom-up versus top-down.

• All organizational support systems are inalignment.

• Ongoing measurement and processmonitoring systems are ingrained in the newculture.

• The bottom line is meeting the favorableexpectations identified in the business casefrom the first six months.

Year FiveCompleting the Transformation

• The transformation to Lean ManufacturingTechniques is completed.

• Integration of Lean ManufacturingTechniques with suppliers begins.

• Ongoing continuous improvement andorganizational development is a way of life.

They also study the implementation effectof lean manufacturing in following Companies,

Automotive Industry• Toyota Motor Compan, Toyota Production

System

• Ford Motor Company, The Ford ProductionSystem

• Chrysler, Chrysler Operating System

• Porsche, The Porsche ImprovementProcess

• General Motors, NUMMI joint venture withToyota

Other Industries• Pratt and Whitney, United Technologies ¾

Jet engine manufacturers

• Showa Manufacturing ¾ Radiator andboiler manufacturers

• Life scan, Inc. a subsidiary of Johnson andJohnson ¾ Electronic Products

• Lantech Corporation ¾ PackagingMachines (stretch wrapping products)

• Wiremold Company ¾ Wire managementsystems (electronic transfer)

Benny Tjahjono et al. (2009), showed thedesign principle for assembly line using SixSigma method for improving the systemperformance. Six Sigma techniques havebeen extensively used in processimprovement and product design. Thesetechniques reduces and, whenever possible,eliminate defects by imposing on a robustdesign process and focusing on the criticaldesign parameters.

There are several benefits derived from thisresearch project, some of which are listedbelow:

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• The implementation of the best and mosteffective buffer configuration achieves thesame level of JPH as in the existingassembly lines but decreases the bufferlength and consequently the required spacefor its installation.

• The savings in buffer length should bedirectly reflected in a reduction of buildingcosts for the facility. Shorter lines shouldrequire less investment in conveyors, landand smaller factories.

• The provision of guidelines in the form of aworkbook will serve the design/processengineers as a roadmap for the design offuture assembly lines; potentially reducingthe planning time of these.

• A starting point to explore further thepotential benefits that Six Sigma, or DFSS,can have for process design, opening apromising line for further research.

Jerry Kilpatrick (2003), studied the Toyotaproduction System and Enlisted the Waste,Lean Building Blocks and Benefits ofImplementing Lean. He also compared theLean Organization with TraditionalOrganization.

As per this paper “Lean” operatingprinciples began in manufacturingenvironments and are known by a variety ofsynonyms; Lean Manufacturing, LeanProduction, Toyota Production System, etc. Itis commonly believed that Lean started inJapan (Toyota, specifically), but Henry Fordhad been using parts of Lean as early as the1920’s.

Lean Building BlocksIn order to reduce or eliminate the abovewastes, Lean practitioners utilize many tools

or Lean Building Blocks. The more commonbuilding blocks are listed below. Some areused only in manufacturing organizations, butmost apply equally to service industries.

• Pull System

• Kanban

• Work Cells

• TPM

• Quick Changeover

• Batch size Reduction

• 5S

• Visual Controls

• Concurrent Engineering

Benefits of Implementing Lean• Operational Improvements

• Administrative Improvements

• Strategic Improvements

As per this study Lean is becoming the next“quality” or “eBusiness” practice area. Today,many large manufacturers are demanding thatsuppliers adopt lean practices. Leanorganizations are able to be more responsiveto market trends, deliver products and servicesfaster, and provide products and services lessexpensively than their non-lean counterparts.Lean crosses all industry boundaries,addresses all organizational functions, andimpacts the entire system-supply chain tocustomer base.

Stephen Corbett (2007), studied theimplementation of Lean manufacturing inDifferent types of Industries. Here Leanprinciples were originally developed inindustrial operations as a set of tools and

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practices that managers and workers coulduse to eliminate waste and inefficiency fromproduction systems-reducing costs, improvingquality and reliability, and speeding up cycletimes. Toyota Motor pioneered lean practices.

Recently, lean techniques have moved frommanufacturing plants to operations of all kinds,everywhere: insurance companies, hospitals,government agencies, airline maintenanceorganizations, high-tech product-developmentunits, oil production facilities, IT operations,retail buying groups, and publishingcompanies, to name just a few. In each casethe goal is to improve the organization’sperformance on the operating metrics thatmake a competitive difference, by drawingemployees into the hunt to eliminate unneededactivities and other forms of operational waste.

They also enlisted the different types ofwaste in Application Development andMaintenance, which are followings

Duarte Trindade et al. (2003), made adiagnosis of a small-scale assembly line ofsmall trucks is presented, focusing on theorganizational and work methods, internallogistics and lean manufacturing procedures.The full manufacturing system characterizationand the identification of waste generation andproduction bottlenecks, created the frameworkto develop a set of actions both on anorganizational/structural basis and on internallogistics, whose implementation allow a hugeadvance on productivity.

They also studied the existing plantworkstation layout and reduce the distancetravelled by the material by layoutmodification. Here major achievements of theintervention, as regards to the suggested

improvements and their potential benefits, willbe presented.

Here through the application of goodpractices of line balance a 20% increase in thenumber of vehicles produced per day wasachieved. A new layout design foresees about50% decrease in the time spent in materials flow.

Forrest Breyfogle (2007), focused on thedifferent lean tools. He showed that Leanemphasizes the learning by doing approach,where the members of a processimprovement team are those most closelyassociated with adding value to the product.The whole process is based on definingcustomer value, focusing on the value stream,making value flow, and letting customersdetermine the product or service they want,with a relentless pursuit of perfection in a timelymanner at an appropriate price.

Lean can be used in the Improve phase ofthe Six Sigma DMAIC roadmap (Define,Measure, Analyze, Improve, Control). Thesetechniques are also applicable withinIntegrated Enterprise Excellence (IEE), theperformance measurement and improvementprocess that orchestrates employee day-to-day activities so they align with true businessneeds. These are the tools:

One-Piece FlowOne-piece flow describes the sequence ofproduct or of transactional activities (e.g.,insurance claims) through a process one unitat a time. Here focus is on the product or onthe transactional process, rather than on thewaiting, transporting, and storage of either.One-piece flow methods need shortchangeover times and are conducive to a pullsystem. One-piece flow advantages are

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• Reduced customer order to shipment times

• Reduction of work in progress

• Early detection of defects

• Increased flexibility for customer product/transactional demands

• Reduced operating costs throughexposure/elimination of non-value-addedwaste

Poka-Yoke (Error Proofing)They describe Jidoka or automation as a termused in the Lean process that meansautomation with a human touch, which appliesthe following four principles:

• Detect the abnormality

• Stop

• Fix or correct the immediate condition

• Investigate the root cause and install acountermeasure

Visual ManagementVisual management can address both visualdisplay and control. Visual displays presentinformation, while visual control focuses on aneed to act. Information needs to addressitems such as schedules, standard work, andquality and maintenance requirements. Visualcontrol can address whether a production lineis running according to plan; it can highlightproblems. In both manufacturing andtransactional processes, visual managementsystems can include.

Visual management techniques:

• Expose waste for elimination/prevention

• Increase visibility and use of operationalstandards

• Enhance efficiency through an organizedworkplace

Visual management organizations:

• Improve quality through error prevention,detection, and resolution

• Increase workplace efficiency

• Improve workplace safety

• Reduce total costs

The 5S MethodCreation of standardized work is a primaryreason for using the 5S method. It offers a basichousekeeping discipline for the shop floor andthe office. It includes the following five steps: Sort,Straighten, Shine, Standardize, and Sustain.

Sort: Clearly distinguish what is needed or notneeded among the tools, supplies, and othermaterials.

Straighten: A marked space exists for allitems in the work area, allowing for easy,immediate removal.

Shine: Work area is cleaned and kept in anorderly condition during working hours.

Standardize: Work method, tools, andidentification markings must be standard andrecognizable throughout the factory.

Sustain: 5S is a regular part of the workingprocess with continuous actions required tomaintain and improve the productionenvironment. Established procedures aremaintained with checklists. Areas must be keptclean so that everything is clearly identified asrequired or unnecessary.

KaizenKaizen is another pervasive tool since it is afocused methodology that uses teams for

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making Improvement. A continuousimprovement process that empowers peopleto use their creativity, Kaizen can be used tofix specific problems, workflow issues, or aparticular aspect of a business. It identifyingwaste through a time and motion study of taskswith input from both workers and managers.

KanbanA system that creates product that is then soldafter it is produced is called a push system. Inpull systems, products are created at a pacethat matches customer demand. Kanbans areused to buffer variations in customer or nextprocess step demands.

Kanban “label” data can include

• Kanban number

• Supplier name

• Line site address: location of line where thecomponent will be processed

• Shipping area address: shipping locationfor finished assemblies

• Part store address: factory location fortemporary storage of components beforeassembly line use

• Part description

• Quantity in kanban package

• Bar code

• Part number

Lean Tools and Six Sigma: TheRelationshipThe revolutionary Integrated EnterpriseExcellence (IEE) management system offersmore than either Lean or Six Sigma. IEE tightlyinterconnects all corporate and operationalprocesses, using the strengths of both Lean

and Six Sigma so that each methodology isused at the right time in the right way toachieve the right result relative to truemeasured and quantified business needs.

Maria Micietova (2011), Showed thecomparison between Lean Production andMass Production System. Here she showedthe key feature of lean production, its basicobjectives, advantages. It focuses on one ofthe tools of Lean Production-Total ProductivityMaintenance.

As per paper, Lean is about doing more withless: less time, inventory, space, labor, andmoney. “Lean manufacturing”, a shorthand fora commitment to eliminating waste, simplifyingprocedures and speeding up production. LeanManufacturing (also known as the ToyotaProduction System) is, in its most basic form,the systematic elimination of waste.

Five areas drive lean manufacturing/production:

1. Cost

2. Quality

3. Delivery

4. Safety, and

5. Morale

Just as mass production is recognized asthe production system of the 20th century, leanproduction is viewed as the production systemof the 21st century.

Benefits of Lean ProductionEstablishment and mastering of a leanproduction system would allow you to achievethe following benefits:

• Waste reduction by 80%

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• Production cost reduction by 50%

• Manufacturing cycle times decreased by50%

• Labor reduction by 50% while maintainingor increasing throughput

• Inventory reduction by 80% while increasingcustomer service levels

• Capacity in current facilities increase by50%

• Higher quality

• Higher profits

• Higher system flexibility in reacting tochanges in requirements improved

• More strategic focus

• Improved cash flow through increasingshipping and billing frequencies

Removal of Waste ActivitiesThe seven wastes to be eliminated:

1. Overproduction and early production –producing over customer requirements,producing unnecessary materials/products

2. Waiting – time delays, idle time (time duringwhich value is not added to the product)

3. Transportation – multiple handling, delay inmaterials handling, unnecessary handling

4. Inventory – holding or purchasingunnecessary raw materials, work inprocess, and finished goods

5. Motion – actions of people or equipmentthat do not add value to the product

6. Over-processing – unnecessary steps orwork elements/procedures (non addedvalue work)

7. Defective units – production of a part thatis scrapped or requires rework

Difference Between LeanProduction and Mass ProductionMass production refers to a manufacturingprocess in which products are manufacturedon a mass scale. Lean production refers to amanufacturing process in which items areproduced based on current demand trends.

Here is how lean and mass productiondiffer:

1. A mass production process focuses onmanufacturing in large-sized lots. The ideais to manufacture the maximum number ofproducts in one lot. A lean productionprocess focuses on producing as per thelatest market demand. For example, a high-end car that is priced at several millionsmay be produced on an order basis.

2. The mass production process requires thecompany to stock the manufacturedproducts in a warehouse. These productsare dispatched to market intermediaries(distributors). These distributors then supplythese products to retailers. A leanproduction process generally suppliesdirect to the customer. Stocking of productsis not required-however, a marketintermediary may be required (for example,a car dealer in the case of a custom builtcar).

3. Planning for mass production is based ona variety of complex factors like marketprice, competition, inventory levels, timetaken for distribution, extra production thatis required because an advertisement isreleased, etc. Such planning is complex andrequires enterprise-level tools. Lean

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The 5S FoundationThe goal of 5S is to create a work environmentthat is clean and well-organized. It consists offive elements:

• Sort (eliminate anything that is not trulyneeded in the work area)

• Set in Order (organize the remaining items)

• Shine (cleans and inspects the work area)

• Standardize (create standards forperforming the above three activities)

• Sustain (ensure the standards are regularlyapplied)

The Eight PillarsThe eight pillars of TPM are mostly focusedon proactive and preventative techniques forimproving equipment reliability.

1. Autonomous Maintenance

2. Planned Maintenance

3. Quality Maintenance

4. Focused Improvement

5. Early Equipment Management

6. Training and Education

7. Safety, Health, Environment

8. TPM in Administration

An extremely important form of waste thatis not represented within the Seven DeadlyWastes is unused human potential. This formof waste results in all sorts of lost opportunities(e.g., lost motivation, lost creativity, and lostideas). By way of contrast, developing strongcoaching skills for managers can be veryeffective in strengthening employeecontributions.

production is easy to plan because it isbased on market demand. Figures andstatistics are known and the productionschedules are easy to plan.

4. The manufacturing cycle and the sales cycleare separate issues in the mass productionprocess. In a lean production process, thesetwo are closely intertwined because theproducts are manufactured based on thelatest demand numbers.

5. Mass production is a “push” type ofprocess-push the products to the market.Lean production is a “pull” process-let thecustomer pull the product based on itsdemand.

6. It logically follows the mass production issupply-oriented, while lean production isdemand-oriented.

7. Huge volume of waste is generated in amass production facility; a lean productionfacility produces minimal waste.

8. Mass production facilities are equippedwith heavy machinery. These facilitiestypically work in 3 shifts. Lean productionfacilities may not be equipped with bulkymachinery. The machinery used in leanproduction is compact and movable, andcan be easily set up.

TPMTPM (Total Productive Maintenance) is aholistic approach to equipment maintenancethat strives to achieve perfect production:

• No Breakdowns

• No Small Stops or Slow Running

• No Defects

• No Accidents

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Melton (2005), studied the LeanManufacturing Techniques. He compared thedifferent production systems, showed thebenefits of being ‘Leal’, and defined ‘How tostart Lean thinking’. As per paper, Lean is arevolution—it isn’t just about using tools, orchanging a few steps in our manufacturingprocesses—it’s about the complete changeof our businesses—how the supply chainoperates, how the directors direct, how themanagers manage, how employees—people—go about their daily work. So what isthis revolution, and how is it impacting theprocess industries? The background of leanthinking is based in the history of Japanesemanufacturing techniques which have nowbeen applied world-wide within many types ofindustry.

Benefits of Being ‘LEAN’The benefits seen within non-processindustries, such as the automotive industry, arewell documented:

• Decreased lead times for customers;

• Reduced inventories for manufacturers;

• Improved knowledge management;

• More robust processes (as measured byless errors and therefore less rework).

Continuous ImprovementLean thinkers are aiming for ‘perfection’ andin doing so the improvement cycle is neverending. For many in the process industries thisculture change is the hardest change of all.However, for assured sustainability theorganizations who are truly lean will invest thetime and effort to support a change in culture—the way we do things around here. The casestudy attempts to highlight some of the waysin which culture can be impacted.

How to Start ‘Lean Thinking’A data-rational, structured approach is neededif the key principles of value, waste and floware to be rigorously applied along the supplychain. The process of ‘how to lean’ can besummarized as:

• Document current process performance—how do we do it now?

• Define value and then eliminate waste.

• Identify undesirable effects and determinetheir root cause in order to find the realproblem.

• Solve the problem and re-design theprocess.

• Test and demonstrate that value is nowflowing to the customer of that process.

Figure 1: Benefits of Lean

Figure 2: The 7 Types of Waste

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Finally he showed Implementing lean is arevolution but one that the process industriesshould be welcoming with open arms. Theleaders of this revolution will have to continueto show by example the financial, cultural andorganizational benefits of starting down a routeof REAL continuous improvement—this is notan initiative, not a fad, it’s a philosophy whichhas the potential to transform your business.The data can speak for itself:

• Release of working capital

• Increased supply chain speed

• Reduced manufacturing costs

Ravikumar Marudhamuthu et al. (2011),implemented and studied the LeanManufacturing in Garment Industry. Theobjective is to evolve and test variousstrategies to eliminate waste and to improvethe productivity. This paper briefly describesthe application of Value Stream Mapping(VSM) and Single Minute Exchange of Die(SMED). Existing state production floor wasmodified by using VSM efficiently to improvethe production process by identifying wasteand its causes. At the same time, set up timeis also reduced considerably.

They also stated the problem intransportation and Machine Assembly. The keyactivities usually practiced in every garmentindustry shop floor include: After receiving anorder from the customer, the design is madeand it is marked in the marker sheet.

• The proper size of the material is calculated,taking in to account the various allowancesfrom the available empirical relationships,the existing database, and priorexperiences.

• After procuring the raw material of thedesired quality, the pieces were cut in torequired size.

• Thereafter, the various processes werecarried out.

• In addition inspection is carried out toascertain the desired quality.

• Finally, finishing and cleaning operationsare performed to complete the process. Thefinished component is then sent to thecustomer.

Basically the transportation section hasvarious problems such as:

• Weight carried by a worker was too heavy

• Distance between each floor was more

• Time taken for transportation was high

• Increased delay time

In order to avoid all these NVAA thecompany decided to implement Leanconcepts, so that overall performance will beincreased.

Finally, this research has the proof ofadvantages when applying lean principles tothe garment shop floor. According to ourfamiliarity, it is the prime time that lean thinkinghas successfully implemented in the garmentshop floor. Effective management informationsystems are required for instilling properorganizational values and continuousimprovement programs. If these managementprinciples are fully integrated with shop floorprinciples, then lean systems can be appliedefficiently to attain the maximum output. Theuneven supply base creates barriers inattaining integration between the links in supplychain. Therefore future studies can be made

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on supply chain management, to achieve goodcontrol, reliability and consistent performance.

John Fargher (xxxx), showed a case studyfor implementation of lean Manufacturing. Herehe illustrates the steps in implementation oflean manufacturing and remanufacturing,providing actual, very positive results. Thereare a series of steps that need to be followedto assure success:

1. Develop a clear sense of urgency tochange.

2. Build the sense of urgency within the SeniorManagement Team.

3. Create an agreement on the Strategic/Business Plan and Strategic Vision withclear superior performance goalsthroughout the organization.

4. Communicate the Vision, LeanImplementation Plan, and SuperiorPerformance Goals to the organization.

5. Empower and train the group that will startthe implementation.

6. Implement a pilot with a liberal time line todemonstrate the feasibility and success ofthe plan.

7. Expand the effort to other areas.

Here he combined the Lean Manufacturingwith Remanufacturing. Lean Manufacturing isa technique originally developed in theautomotive industry that concentrates onshortening the time between the customer’sorder and shipment. Lean manufacturing hasbeen applied very successfully inmanufacturing and remanufacturingoperations, resulting in shorter production leadtimes, greatly reduced inventories and

significantly enhanced profitability. Thesetechniques also promote improved flexibility,enhanced reliability and substantial costreductions. He also Studied the system Wastein Lean Manufacturing and LeanImplementation Cycle.

The benefits of implementing leanmanufacturing are substantial while the costof not being able to meet customers’expectations; especially short delivery cycles,are significant.

Bijay Nayak (2006), showed the detaileddescription of Lean Manufacturing and ValueManagement. It focuses on the similarities &dissimilarities between Lean Manufacturing &Value Management and highlights the benefitsof collaboration and alliance between thesetwo tools. The paper introduces the integratedconcept of “Lean Value Management (LVM)”.Lean Manufacturing and Value Managementhave a lot of synergy and the synergizedconcept (LVM) is much more powerful anduseful in today’s cut throat globally competitivemanufacturing environment. The integratedLean Manufacturing and Value Management,if properly utilized in the manufacturing industry,will significantly improve the bottom line profit,enhance value to the customers, and eliminatenon-value added and wasteful functions,features, processes, operations and activitiesin any system. The paper focuses on thechallenges and key issues of integrating twoindependently powerful tools in North Americanmanufacturing industry.

Lean Manufacturing and ValueManagement are both proven cost reductionand continuous improvement techniquesused in the manufacturing business andindustry. The well-established Lean

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Manufacturing technique is founded onelimination of waste and non-value addedoperations and activities, lean manufacturingmindset, knowledge and teamwork. Similarlythe well-established Value Management isfounded on system functionality, knowledgeand teamwork.

Value Stream Mapping (VSM)Value Stream Mapping (VSM) is a powerfultool used in Lean Manufacturing study. ValueStream Mapping is the simple process ofdirectly observing the “flow of information andmaterial” as they occur and summarizing themvisually. These are the theories of wasteidentification and elimination.

Value Stream Map (VSM) Identifies1. Customer requirements

2. Process waste

3. Areas generating poor quality

4. Processes lacking inter-organizationalcoordination

5. Labor cost

6. Material cost

7. Inventory cost

8. Maintenance cost

Key Elements in Value StreamMappingThe key elements in a Value Stream Map aredocumented in the following establishedsequence:

1. The Customer (and the customer’srequirements)

2. Main Process Steps (in order, includingundocumented work)

3. Process Metrics (Process Time, Wait Time,Change Over Time, First Time Quality,Work-in-Process Inventory)

4. Supplier with Material Flows (using a valuestream walk-through)

5. Information and Physical Flows (how eachprocess prioritizes work)

6. Overall Performance of the Value Stream

Ten Principles of Evaluating aProductWhen Lawrence D. Miles, father of ValueAnalysis, began practicing the discipline ofValue Analysis after World War II, he laid downfollowing 10 principles for Purchasingdepartment to use in evaluating a product.

1. Does the use contribute to value?

2. Is it cost proportionate to its usefulness?

3. Does it need all its features?

4. Is there anything better for the intendeduse?

5. Can a usable part be made by a lower costmethod?

6. Can a standard product be found that willbe usable?

7. Is it made on proper tooling – consideringquantities made?

8. Do materials, reasonable labor, and profittotal its cost?

9. Will another dependable supplier provideit for less?

10. Is anyone buying it for less?

PROBLEMS IN ASSEMBLYLINESome Indistries having very much inventory

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problem due to improper management andLow Productivity Problem Due to some Wasteof Time Material and Manpower.

The following Wastes are here, which iscause of low productivity and differentmanagement problems:

1. Overproduction and early production –producing over customer requirements,producing unnecessary materials/products

2. Waiting – time delays, idle time (time duringwhich value is not added to the product)

3. Transportation – multiple handling, delay inmaterials handling, unnecessary handling

4. Inventory – holding or purchasingunnecessary raw materials, work inprocess, and finished goods

5. Motion – actions of people or equipmentthat do not add value to the product

6. Over-processing – unnecessary steps orwork elements/procedures (non addedvalue work)

7. Defective units – production of a part thatis scrapped or requires rework.

So for determine the problems and toimprove the System Performance, we use hereLean Manufacturing Techniques with itsdifferent tools.

FACTORS AFFECTING THEIMPLIMENTATION OF LEANMANUFACTURING INTRADITIONALMANUFACTURING LINEFrom the literature survey it is observed thatfollowing factors affect the implementation oflean manufacturing in manufacturing unit.

• 7 Types of waste

• Lake of Information Transmission

• Improper Inventory Management

• Bottleneck Operation

• Material Flow and Transportation Problem

• JIT, Kanban, Kaizan, TPM, 6 Sigma, 5S

• Single Minute Exchange of Die (SMED)

By the experimental analysis, we find outthe effect of different parameters, mentionedabove, on the performance of vapourcompression refrigeration system.

CONCLUSIONThe proposed work is to Implement andanalysis of lean manufacturing with plantDesign Modification and Waste Managementby proper quality check. The objectives are asfollowings.

• Implementation of 5S.

• Identify the Bottleneck Operations.

• Waste Management.

• Reduce Downtime by proper InventoryManagement.

• Utilization of Cross Functional Team.

• Processes. Products and Services aredesigned to eliminate errors.

By this experimental analysis, we can getthe optimum performance of Assembly line andTesting Line with involvement of properMaterial and Manpower Management System.

FUTURE ENHANCEMENT• To study the effect of new efficient assembly

line with minimum losses.

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• To reduce the different losses in assemblyline.

• To develop a new layout of plant andmachinery for reducing the transportation.

REFERENCES1. Bijay Nayak (2006), “Lean Manufacturing

and Value Management Convergence ofDivergent Tools”.

2. Benny Tjahjono, Peter Ball, John Ladbrookand John Kay (2009), “Assembly LineDesign Principles Using Six Sigma andSimulation”, pp. 3066-3076.

3. Duarte Trindade, Pedro Leal, PauloPeças and Elsa Henriques (2003), “LeanManufacturing Application to anAutomotive Assembly Line”, Proceedingsof the Business Excellence I:Performance Measures, Bechmarkingand Best Practices in New Economy,pp. 590-595.

4. Forrest W Breyfogle (2007), “Lean Toolsthat Improve Processes: An Overview”,BPTrends.

5. Jerry Kilpatrick (2003), “Lean Principles”,Utah Manufacturing ExtensionPartnership.

6. John S W Fargher (2014), “LeanManufacturing and RemanufacturingImplementation Tools”, MissouriEnterprise.

7. Maria Micietova (2011), “LeanProduction, Lean vs. Mass Production,TPM as a Tool of Lean Production”,Vol. VI, No. 5.

8. Melton T (2005), “The Benefits of LeanManufacturing: What Lean Thinking hasto Offer the Process Industries”, ChemicalEngineering Research and Design,June, pp. 662-673.

9. Michael H McGivern and Alex Stiber(2014), “Lean Manufacturing Techniques”,Development Dimensions International.

10. Ravikumar Marudhamuthu, MarimuthuKrishnaswamy and Damodaran MoorthyPillai (2011), “The Development andImplementation of Lean ManufacturingTechniques in Indian Garment Industry”,Jordan Journal of Mechanical andIndustrial Engineering, Vol. 5, No. 6,pp. 527-532.

11. Stephen Corbett (2007), “BeyondManufacturing: The Evolution of LeanProduction”, The McKinsey Quarterly.

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APPENDIX

Symbol Meaning

JIT Just In Time

KPI Key Performance Indicator

OEE Overall Equipment Effectiveness

PCDA Plan, Do, Check and Act

RCA Route Cause Analysis

SMED Single Minute Exchange of Dies

TPM Total Productive Maintenance

LM Lean Manufacturing

TQM Total Quality Management

WIP Work In Process

IT Information Technology

MIS Management Information System

CKD Components Knocked Down

IEE Integrated Enterprise Excellence

VSM Value Stream Mapping

NIST National Institute of Standard and Technology

MEP Manufacturing Extension Partnership

LVM Lean Value Management

TPS Toyota Production System

IMVP International Motor Vehicle Programme

VE Value Engineering

TQC Total Quality Control

SPC Statistical Process Control

CAD Computer Aided Design

FAST Function Analysis System Technique

Nomenclature