Chapter 1. Introduction: 1.1. Background

Enhancing Quality and Productivity through Lean Strategies in the Automobile Industry with
the Help of Value Stream Mapping 2020-21
CHAPTER 1. INTRODUCTION
1.1. BACKGROUND
By implementing lean practices in the process industry, which has been making
automobile tyre valves for decades, this project explains how performance can be
improved. Throughout the world, Lean Manufacturing has been a concern and issue for many
manufacturing companies. The processes leading up to lean manufacturing have greatly
influenced this, such as interchangeable parts, just-in-time production, the Assembly line, and
the Toyota Production System.
Eli Whitney, the inventor of interchangeable parts, is regarded as the originator of the
early lean concepts. Henry Ford introduced the assembly line in the 1900s, which allowed
rapid production of automobiles. Technology has advanced since then, which has led to faster
production times and a reduction of ineffective materials. Since Eli Whitney created
replaceable parts, lean manufacturing has grown as shown in the chronology below, after
World War II in the 1930s Japanese automobile companies were facing shortages of material,
financial, and manpower leads the formulation of lean concepts. Toyota's Toyota Production
System was invented by Eiji Toyoda and Taiichi Ohno after learning Ford's flow of
production concept. As a result of this new system, the focus has shifted from the use and
utilization of individual machines to the workflow in the overall process. Since then to meet
customer needs, Toyota aims to reduce production costs, improve product quality, and speed
up the production cycle to reduce costs and increase quality. In its design, the process
includes the following steps: sizing of the machines to cater to the required volume,
incorporation of self-regulating features so that quality can be enhanced, sequencing the
machines according to the process, creating quick steps so that multiple parts can be
manufactured incomparably small quantities, and communicating the requirements of the
parts between the steps.
Dept. of I & P Engg NIE, Mysore 1

Figure 1.1: History Of Manufacturing
Source (Strategosinc, 2008.)
Lean Manufacturing is a specific process that has been implemented by leading

manufacturers of all kinds. "Lean" refers to the elimination of waste, which is called Muda
("waste" in Japanese). Time, inventory, and idle equipment are examples of materials. 70% to
90% of available resources are wasted by most companies hence Manufacturers have always
been concerned with 'LEAN'. Reducing inventory, assets, overhead, wait times, and out-of-
specs generally increases profits. lean manufacturing contributes to achieving high
performance - the ability to consistently outperform competitors throughout an economic
cycle, industry cycle, and generational leadership cycle (Russell, 2006). With this process,
manufacturing time is increased, costs are reduced, and defects and waste are optimized.
Lean manufacturing began to be studied in depth by the Japanese. "Kaizen" means

improvement in Japanese, and they used the word repeatedly. The objective of this strategy is
to continuously improve a system involving the entire company, or industry. As a result of
the success of lean manufacturing in Japan, other companies and industries throughout the
world copied these techniques. From 1991 to 1994, Daniel T. Jones, James P. Womack, and
Daniel Roos published The Machine That Changed the World, in which The ancient method
of packaging was compared to the Lean Manufacturing process. Toyota Motor Company
turned out to be the most efficient company with its Toyota Production System (TPS). A

major milestone in the implementation of Lean was the TPS. "Lean Thinking: Banish Waste
and Create Wealth in Your Corporation", by James P. Womack and Daniel T. Jones, lays out
the fundamentals of the Lean Philosophy in ways that can be understood (Cholewicka-
Godzik K, 2001) is the early theoretical works about lean. Traditionally, Lean Manufacturing
is considered the successor to Total Quality Management. Previously, Toyota developed
these instruments, the company has also been assigned five principles for better functioning
by establishing patterns for the company. Moreover, five principles have been added to
establish the patterns for the company's better functioning (Lukasz Dekier, 2012). These five
principles were aimed to determine the product's value from a client's perspective. Identifying
and clarifying the product value stream. Providing an uninterrupted value stream. Clients
being able to identify the value a producer can provide, and Aiming for excellence.
In high-precision manufacturing, software-based technologies are commonly used to

automate numerous operations. With the evolution of microchips and computers, a
combination of classical electronic control and process engineering is now possible.
Customer demands for increased quality and productivity in many elements of product and
service have altered industrial dynamics, including economics, research, technological
expertise, software, and the latest electronic and communication technologies. To fulfil the
demand for improved quality at reduced costs, an increasing number of industries are turning
to automation.
1.2. COMPANY PROFILE

Triton Valves Limited is the largest manufacturer of automotive tyre valves in India.
The Company was incorporated in 1975 by its visionary founder Mr. M.V. Gokarn with the
vision of establishing a world-class manufacturing facility in India. Steered by this vision, the
Company has been manufacturing tyre valves and cores for a wide range of automotive
applications. Triton Valves Ltd was incorporated in 1976 by Mr. M.V. Gokarn. Mr. M.V.
Gokarn was a technocrat entrepreneur with a vision. His vision was to establish world-class
manufacturing in India, not just for tyre valves but for a wide range of industrial and
automotive products. Triton was established in technical collaboration with PingeotBardin a
leading manufacturer of automotive tyre valves in France. Critical manufacturing technology
was transferred to Triton during the five-year collaboration with Pingeot Bardin.

Figure 1.2: Company Plant
1.3. PROBLEM STATEMENT

Over the last few years, the industry has experienced rapid expansion and increased
demand, the company can no longer adhere to the current processes to meet customer
demands. They are experiencing these problems due to their over constrained and insufficient
processes and the increase in customer demand: for example
 Increased inventory levels (both in warehouses and at production plants)

 Materials are not visible
 Lack of control over materials

 Inefficient material flow

 Low productivity and efficiency of production

 Imbalanced production lines

 Inadequate visibility led to materials being lost

The company requires a support system to cope with increased production requirements.
Aside from the newly adopted digital kanban system, the company seeks an integrated
solution to reduce inventory, increase material tracking and visibility, as well as eliminate
paper-based processes.
The following issues could be addressed and improved:
 Improving the operations by reducing lead times and automating manual processes.
 Tracking materials during processing operation to ensure better visibility, the material
Bar-coding and eKanban systems facilitate the process.

 Using the Kanban principle to reduce overall inventory and an electronic Kanban system
to manage inventory and drive procurement.
 Make it easier for parts to be located in multiple locations.
 Improve the flow of products by redesigning the current layout structure.
 Install a proactive alert system for nonconforming part numbers and products.
 Identifying and grouping elements to determine distribution frequency, as well as It is
necessary to make arrangements with suppliers.
 Link information with barcodes to improve material management directly to the
enterprise resource planning (ERP).
 Remove no longer required materials from the site.
1.4. SCOPE OF THE PROJECT

This project aims to propose and evaluate LM concepts that will aid in meeting the
present manufacturing system's requirements. These principles encompass techniques like
VSM, JIT, JIS, 5S, Kanban, and new technologies like barcoding, ekanban. Lean tools may
be extremely beneficial to the manufacturing and process industries.
1.5. OBJECTIVES OF THE PROJECT

 To study existing procurement and planning of tyre valve processing industry
 To evaluate existing methods using lean tools
 To formulate and analyze the proposed internal procedure structure
 To propose a new method for the process industry
1.6. PROJECT APPROACH

This project begins with a comprehensive analysis of the issues faced by this firm
with the help of lean manufacturing tools and techniques. Furthermore, it will examine how
and when lean techniques are currently being used to resolve the issues. The following
sections will examine the company's procurement, preparation of production requirements,
material handling, and flow of work to better understand the problems facing. To illustrate
how to implement the lean tools at a processing facility, a comprehensive literature review of
the lean manufacturing concept in the area of continuous production will be conducted. The
automobile parts manufacturing industry is used to demonstrate the procedure. Value stream
mapping is first used to map the current process, states to determine which ones need to be
modified using lean principles. Waste is then identified and reduced using lean tools. Lean
tools are applied to all of these systems to develop future state maps. In addition to reducing
production lead times, transportation, inventory, and prices, changes in production result in
improved space utilization, increased labour productivity, and increased production.
Figure 1.3: Process Architecture

CHAPTER 2: LITERATURE REVIEW AND

BACKGROUND
2.1. LITERATURE REVIEW

The history of lean can be traced back to the 1450s in Venice, and Henry Ford was the
first to integrate the concept into the manufacturing system. Furthermore, in 1799 Eli
Whitney introduced the interchangeable part concept. He then experimented with part
interchange and movement to achieve standardization of work in 1913, a few years after Ford
proposed his flow of production. Ford, who pioneered the famous manufacturing strategy in
1910, arranged all of the resources at the manufacturing site in such a way as to facilitate a
constant flow of production - people, machines, equipment, tools, and products. The first
American to advocate waste reduction (LEAN). This process enabled him to manufacture the
Model T automobile to great success and even enabled him to become the richest person in
the world. Ford could not adapt to the changes as the world changed and failed to add new
models, colours, and varieties to its product line as the market demanded. Moreover, by the
mid-1930s. After World War II, Japanese manufacturers were faced with shortages of
material, financial, and human resources. The Toyota Production System, commonly known
as Lean Manufacturing, was devised by early Japanese manufacturers like Toyoda Kiichiro,
Shigeo Shingo, and Taiichi Ohno to move toward improvement. It is generally believed that
Taiichi Ohno, who developed a system that would enhance productivity at Toyota, is the
driving force behind this system. To create the Toyota Production System, Ohno drew
inspiration from western culture and specifically from Henry Ford's "Today and Tomorrow".
Ford's continuous flow of materials on Ford's assembly line inspired Ohno. Toyota's
Production System was developed between 1945 and 1970 through several experiments and
has continued to grow ever since. As Lean gained attention and recognition internationally
during the 1990s.
A lean manufacturing system consists of highly interconnected elements and a wide
variety of management techniques, such as just-in-time (JIT), quality systems, work terms,
cellular manufacturing, etc. (1). Implementing lean will result in improved productivity, cost
reductions, and quality improvement (2). As part of lean manufacturing, it is necessary to
understand not only technical issues but also the existing relationship between manufacturing

and other areas of the firm, as well as factors external to the company(3). Adopting lean
manufacturing as an integrated concept involves several factors or key areas.
Manufacturing in India has become a favourite destination on the global
stage(4). Having become an international manufacturing hub has not only opened up many
opportunities but also forced Indian process industries to face heightened competition, both
local and global. Several challenges must be met by these industries if they are to remain
competitive in the global marketplace. In manufacturing, two prominent challenges are
improving efficiency and improving performance in the supply chain. Another challenge is
improving quality. Furthermore, (5) the inventory turns in Indian process industries are low,
resulting in tied-up working capital for a longer period. Indian process industries also have
problems related to equipment, including a high number of rework and rejections, frequent
breakdowns, and high accident rates. Process industries consume a high amount of energy
due to their inherent characteristics(6).
In addition, India's high energy costs exacerbate the problem. Thus, process
industries are securing methods to reduce their energy consumption. For the Indian process
industry to remain globally competitive and to increase profitability and productivity, it must
achieve operational excellence and restructure its operations. As a result, the need to supplant
antiquated production methods with 21st-century manufacturing methodologies, such as lean,
has been argued for and is being observed in process industries (7). (8) emphasize that lean
aims to reduce production costs by eliminating non-value-adding activities. Lean is useful for
improving both processes and customer services. Lean manufacturing ranks high in the
manufacturing management literature as one of the most effective modern management tools
for dealing with contemporary competitive challenges. (9) demonstrate that lean adoption can
enhance operational, financial, and environmental performance. Several reports suggest that
lean practices have been adopted in the Indian process Nevertheless, lean adoption is not
encouraging. Several published papers describing the benefits of lean have presented
conflicting information on adopting it as a process in Indian process industries.
Second, case studies dominate the literature on lean implementation in process
industries. It is rare to find empirical studies that examine the implementation of lean in
process industries (10). Similarly, although there are prior published case studies on the
implementation of lean in Indian process industries, their scope is confined to a particular
firm or a particular type of process (11) (12). Therefore, their results cannot be generalized.
Additionally, process industries often have different characteristics than discrete industries,
making the adoption of lean thinking more difficult (13). (14) it is important to carry out lean
practices carefully in each distinctive industry setting. Due to the inseparable nature of the
product, many of the lean practices such as kanban, pull systems, and cellular manufacturing
are challenging to implement and can be unproductive in the process. (15) observed that
national cultures can contribute to the successful implementation of new manufacturing
techniques. National culture can also influence the adoption of lean practices.
The Indian national culture is defined by a strong sense of "power distance"

characterized by unquestionable obedience to orders coming from superiors. Expertise is
highly respected in Indian workplaces. Among Indians, standard procedures are preferred to
reduce risk and decrease uncertainty. There is a high level of group collectivism in Indian
culture as well. Indians prefer to work in groups that share common characteristics such as
caste, position, or qualification. India is also regarded as a future-oriented and conservative
society, so a secure future is often the focus of individuals (16). However, it remains
unknown whether these characteristics encourage or impede the adoption of lean practices in
Indian industries and how such practices may affect operations. (17) surveyed the Indian
process industries to rank the lean 4 practices used and challenges to lean implementation in
the Indian process sector, but no publications quantify the effects of these practices on
performance. The use of lean practices in continuous and batch processes was compared (18).
However, these studies do not explore how lean practices impact performance.
Using selected performance improvement metrics from Indian process industries, this
study attempts to quantify the impact of lean practices. To investigate the causal relationships
between performance improvement and the adoption of lean practices, a multivariate
statistical analysis is used. Through exploratory factor analysis, the lean practices are grouped
into higher-level, lean constructs. A similar clubbing is found with performance measures. To
develop statistical models for analysing the causal relationship between lean constructs and
performance improvement, multiple linear regression analysis is conducted between lean
constructs and performance constructs. An in-depth analysis of the results, as well as insights
regarding the implications of the research for theory and management, is presented.

Reference
(1) Shah and Ward, 2003 “Lean manufacturing: context, practice bundles, and performance”,
Journal of Operations Management”, 21, pp. 129-149.
(1) Sanchez and Perez, 2001; Karlsson and Ahlstrom, 1996 “Assessing changes towards lean
production”, International Journal of Operations & Production Management”, 16, pp. 24-41.
(3) Womack, J.P., and D. T. Jones. 1996. “Lean Thinking: Banish Waste and Create Wealth
in Your Corporation. New York: Simon and Schuster”, 48, pp. 1-8.
(4) Panizzolo, R., Garengo, P., Sharma., M.K., and A. Gore. 2012. “Lean manufacturing
in developing countries: evidence from Indian SMEs.” Production Planning & Control,
23(10-11), pp.769-788.
(5) Dogra, M., Sharma, V.S., Sachdeva, A., and J.S. Dureja. 2011. “TPM-a key strategy
for productivity improvement in the process industry.” Journal of Engineering Science and
Technology, 6(1), pp. 1-6.
(6) Wesseling, J.H., Lechtenböhmer, S., Åhman, M., Nilsson, L.J., Worrell, E. and
Coenen, L., 2017. The transition of energy-intensive processing industries towards deep
decarbonization: characteristics and implications for future research. Renewable and
Sustainable Energy Reviews, 79, pp.1303-1313.
(7) Mathur, A., Mittal, M.L., and G.S. Dangayach.2012. “Improving productivity in
Indian SMEs.” Production Planning & Control, 23(10-11), pp. 754-768.
(8) Doolen, T.L. and Hacker, M.E., 2005. “A review of lean assessment in organizations: an
exploratory study of lean practices by electronics manufacturers”, Journal of Manufacturing
Systems, 24, pp. 55-67.
(9) Gupta, V., Acharya, P., and M.. Patwardhan. 2013. “A strategic and operational
approach to assess the lean performance in radial tire manufacturing in India: A case-based
study”. International Journal of Productivity and Performance Management, 62(6), pp. 634-
651.
(10) Ghosh, M. 2012. “Lean manufacturing performance in Indian manufacturing plants.”
Journal of Manufacturing Technology Management, 24(1), pp.113-122.
(11) Roy, R.N., and K.K. Guin. 1999.“A proposed model of JIT purchasing in an integrated
steel plant.”International Journal of Production Economics,59(1), pp.179-187.

(12) Gupta, V., Acharya, P., and M.Patwardhan. 2013.“A strategic & operational
approach to assess the lean performance in radial tire manufacturing in India: A case-based
study”. International Journal of Productivity and Performance Management, 62(6), pp.634-
651.
(13) Panwar, A., Jain, R., and A.P.S. Rathore.2015b. “Lean implementation in Indian
process industries- some empirical evidence.”Journal of Manufacturing Technology
Management, 26(1), pp. 131-160.
(14) Panwar, A., Nepal, B.P., Jain, R., and A.P.S. Rathore. 2015. “On the adoption of lean
manufacturing principles in process industries.”Production Planning & Control, 26(7),
pp.564-587.
(15) Cagliano, R., Caniato, F., Golini, R., Longoni, A. and Micelotta, E. 2011. "The
impact of country culture on the adoption of new forms of work organization". International
Journal of Operations & Production Management, 31(3), pp. 297-323.
(16) Rao, P.(2013). "The role of national culture on “best” practices in India: a multiple case
study approach." Journal of Indian Business Research, 5(2), pp.122-143.
(17) Panwar, A., Jain, R., and A.P.S. Rathore.2015b. “Lean implementation in Indian
process industries- some empirical evidence.”Journal of Manufacturing Technology
Management, 26(1), pp. 131-160.

CHAPTER 3. LEAN MANUFACTURING SYSTEM
3.1. DEFINING LEAN MANUFACTURING AND LEAN

PRACTICES
Machines that are reliable and efficient are essential for lean manufacturing. The
downtime of machines can be minimized to reduce inventories. A lean manufacturing system
should also emphasize all of the work processes along the value stream. To reduce waiting
time, queueing time, moving time, and other delays, processes should be performed with a
minimum of non-value-added activities (Pattanaik and Sharma, 2009). According to Sohal
(1996), lean manufacturing identifies processes that are eliminated, processes that are aligned
to keep a continual flow, and problems that can be solved through continuous
improvement. In an interesting twist, the philosophy of lean has become more comprehensive
as it has become more applicable across industries and business areas (Holweg, 2007). In
response, lean manufacturing acquired new definitions to suit newer applications. The
question of "what is lean exactly?" is also confusing. In the following discussion, it will be
argued that Lean has both a strategic and an operational component (Hines, 2004) and both a
philosophical and a practical component (Shah and Ward, 2007). Thus, defining lean clearly
and unanimously became difficult. The content of the previous literature on lean is
'reasonably consistent' nonetheless, as Pettersen (2009) concluded that the components of
lean consist of just-in-time production, resource-efficient utilization, a comprehensive defect
control system, standardization of operations, and scientific management. Pettersen (2009)
draws the closest connection between Shah and Ward (2003) and their definition. Machine
reliability and efficiency are essential to lean manufacturing. The downtime of machines can
be minimized to reduce inventories. A lean manufacturing system should also emphasize all
of the work processes along the value stream. By reducing waiting time, queuing time,
moving time, and other delays, it is possible to reduce non-value-added activities (Pattanaik
and Sharma, 2009). Shah and Ward (2003) define lean production as a multi-faceted
approach that encompasses several operations management practices, such as just-in-time,
quality management, and work teams. A lean production system relies on these practices
working synergistically to produce finished products at a pace determined by customer
demand with minimal or no waste, according to the authors. Based on this definition, it is
clear that a wide variety of lean practices can be categorized into homogeneous sets that are

all focused on achieving a particular target, such as waste elimination, quality control,
demand management, or cost reduction. Lean manufacturing is defined by Shah and Ward
(2003) as 22 lean practices. The authors identified several significant lean practices such as
set-up reduction, quick changeover techniques, statistical process control, kanban, supplier
partnership, quality management, total productive maintenance (TPM), fool proof systems,
standard operating procedures, and mixed model production. As described by the author,
Lean practices are divided into four categories: Total Productive Maintenance (TPM), Total
Quality Management (TQM), Human Resource Management (HRM), and Just-in-Time (JIT).
Among the lean practices, 5S and Kaizen should be noted as efforts that provide
general fitness such as agility, resilience, and the ability to deal with changes in an
organization. Based on these lean practices, more technical lean practices can be adapted to
focus on a particular type of performance contribution, such as (Bortolotti et al. 2015). The
data are from (Bortolotti et al. 2015). In Shah and Ward's (2003) lean bundles, HRM and
TPM contain general lean practices aimed at laying a firm foundation for TQM, as well as
JIT practices related to specific types of performance. Furthermore, Bamford et al. (2015)
conclude that not all of the six lean tools must be employed to achieve
improvements. Contrarily, an application of lean philosophy partially within certain operating
constraints can yield dramatic results in terms of operational performance as well.
3.2. LEAN MANUFACTURING CONCEPT

3.2.1 WHAT IS LEAN MANUFACTURING?
Lean manufacturing enables businesses to become more efficient and effective by
eliminating wasteful practices. As part of the lean process, customer value is emphasized in
the development of new products and services. The lean process reduces waste and improves
customer satisfaction, leading to lower costs and higher profit margins for companies. As
defined by Womack and his colleagues, "lean" is an approach that uses fewer resources, both
in terms of inputs and outputs, to produce the same results as a traditional mass production
system, while providing more customer options (Panizzolo, 1998). Continuous flow,
synchronous manufacturing, agile manufacturing, just-in-time manufacturing, and just-in-
time manufacturing are all terms used in conjunction with lean manufacturing. The guiding
principle of lean manufacturing is to reduce costs by continuously improving which will

ultimately reduce the cost of goods and services, therefore resulting in higher profits.
According to Lean theory, wastes should be eliminated or reduced (or "Muda", the
Japanese word for waste) along with the use of activities that add customer value. A
customer's opinion of value is the price he or she is willing to pay for a product or service.
The goal of lean manufacturing is to eliminate waste. The following are some instances of
how industrial companies might use them (Womack et al., 1990; Ohno, 1997; Monden, 1998;
Shingo, 1997; Mid-America Manufacturing Technology Centre, 2000) Materials.
All raw materials must be converted into finished products. Scraps and excess raw materials
should be avoided.
1. Maintain constant material flow to customers and prevent stockpiling

2. Avoid overproduction by producing the exact volume and quantity that customers require
at the exact time.
3. Removing unwarranted movements of people in the workplace.
4. Avoid the complexity of taking the difficult approach to a problem. Complex approaches
tend to result in more waste and are difficult to manage.
5. Utilize resources as efficiently as possible by utilizing both equipment and people.
Excessive power use and unproductive operations should be avoided.
6. Reorganize equipment, people, and workstations to get a better layout of the work area.
7. Eliminate defects as much as possible.
8. Remove materials and information from transportation that do not add value to the
product
9. Shorten setup time, delays, and unpredictable downtime.
10. Do not bend or stretch excessively or lose items frequently by avoiding unnecessary
motion.
The sources of waste are all interconnected, so getting rid of one can either reduce or
eliminate the sources of waste for others. Time and inventory are likely to be the leading
sources of waste. It is advisable to eliminate or reduce the extent to which finished parts
inventory and work-in-process inventory are held. Inventory reduction leads to the detection
of hidden problems, so immediate action can be taken. A reduction in the production lot size
is one way to reduce inventory.
Preventive maintenance can accomplish this is obvious that inventory reduction reduces
other sources of waste as well. As an example, space that used to be used for inventory can be
used for other purposes, such as increasing the capacity of the facility. Decreased setup times
as a means of reducing inventory also reduces time as a wasteful activity. Another source of

waste is transportation time. It does not add value to a product to move parts from one side of
a facility to the other. The manufacturing process should be streamlined to reduce
transportation times. Utilizing a cellular manufacturing layout is one way to ensure
continuous product flow. Energy waste can also be eliminated in this way.
Cellular organization minimizes non-productive operations by allowing a group of people
to fully devote their time to each cell, thus avoiding excessive human utilization. In addition
to defects, scraps are another source of waste. Eliminating defects and scrap is one way to
improve productivity. Making parts that are fault-free from the start has profound
implications for productivity (Hayes and Clark1966).
3.2.2 TOYOTA PRODUCTION SYSTEM

Toyota started implementing Lean Manufacturing principles gradually throughout its
operations in the 1950s and derived many of its concepts from the Toyota Production System
(TPS).
Figure 3.1: Toyota Production System

TPS allows producers to eliminate waste during production, resulting in increased
efficiency. Taiichi Ohno devised and implemented a technique for producing Toyota
automobiles. When Ohno looked into the causes of inefficiency and low productivity in the
manufacturing industry, he discovered that various sorts of waste (non-value-added works)
were the main culprits. Just-In-Time (JIT) and JIDOKA are the two pillars of this house.
Each element plays an important role, but the key is how they reinforce each other. In the
1980s, Toyota had gained a reputation for the effectiveness of its Just-In-Time (JIT)
manufacturing systems. As manufacturers in developed countries seek ways to compete more

effectively with their competition with JIDOKA(autonomation of the process).
3.2.3. JIT-PILLAR
Japanese management philosophy for manufacturing is called Just-in-Time
manufacturing (JIT). Capital, equipment, and labour can be optimized by Just in Time (JIT).
In this approach, production rates are precisely aligned with market demand and the Takt
time to ensure that only the necessary units are manufactured at the appropriate time. As a
result of using smaller buffers (which remove the SafetyNet), problems such as quality
defects become more evident. For production to resume, workers are required to solve the
problem immediately.
3.2.3.1. PRINCIPLES OF JIT-SYSTEM
1- Continuous flow
The primary goal of lean manufacturing is to eliminate bottlenecks, interruptions,
detours, backflows, and waits from the manufacturing process. If this is effectively
implemented, it is possible to shorten the production cycle time by as much as 90%.
Figure 3.2: Jit And Traditional Manufacturing
2- Pull-production
Just-in-Time (JIT) production, also known as pull production, strives to produce only
what is required at the time it is required. Workstations can only produce what is demanded
by workstations downstream.

3- Production levelling
The levelling procedure entails repeatedly arranging orders and smoothing out the daily
operations. the day-to-day order changes, long-term demand is taken into account.
Figure 3.3: Production Plan Jit And Traditional Method

4- Takt Time
Takt time is utilized in pacemaker processes to enhance sales by synchronizing
manufacturing rate to production rate. The following formulation can be used
Available work time per shift
Takt Time =
Customer order quantity per shift Takt time
Specifically, production should occur at least equal to takt time to meet customer demand.
Basic Elements Of JIT
1. Flexibility in resources.
2. The cellular layout.
3. Pull-based production system.
4. Controlled production through Kanban.
5. Production in small quantities.
6. Easy setup.
7. Levels of production that are the same.
8. Source quality.
9. Maintenance that maximizes productivity.
10. A network of suppliers.
3.2.4. TPS - JIDOKA PILLAR (THE SOURCE QUALITY)

Quality at the Source, often known as "Do It Right the First Time," is based on the
idea that quality should always be built into the manufacturing process to prevent faults from
occurring in the first place; Jidoka is in charge of stopping production. When an abnormal
condition occurs, a machine or operator can be warned promptly. Operations may increase
quality at every level by separating machines and humans for more efficient functioning.
3.2.4.1 PRINCIPLES OF JIDOKA
1- Andon lights& signal quality problems.
A process abnormality is a defect, error, or failure of the machine. Using an Andon, In
a production context, problems are graphically communicated to teams as soon as they occur.
When an irregularity is found, a process should come to a halt. As a result, there will be
fewer flaws.
Figure3.4: Andon
Light
2- Visual control makes problems visible.

Digital Kanban boards are used to monitor production and avoid any miss processing.
This allows everyone participating in the processing job to visually comprehend working
conditions, allowing any processing inaccuracies to be readily avoided.
Figure 3.5: Digital Kanban Board
3- Poka-Yoke (Error Proofing).

Poka-Yoke refers to methods for verifying quality in-line (rather than merely visual
examination) to ensure that no defective materials make it to the next stage of production. If a
machine generates a defect, production is halted until the problem is resolved. Defective
goods will not make their way downstream and cause bigger problems, maintaining a zero-
tolerance culture for flaws. Any employee, for example, can shut down the Toyota production
line. This holds upstream workers accountable as well.
Figure 3.6: Error Proofing
3.3. CONCEPT OF LEAN

LEAN LEAN LEAN PRODUCTION LEAN LEAN PROJECT
THINKING DESIGN CONSTRUCTIONN MANAGEMENT
Figure 3.7: Lean Concept
3.3.1. LEAN DESIGN

According to Koskela and Howell, lean construction follows lean design (2002).
Minimizing waste, optimizing material value, and lowering time are all ways to increase the
project's worth. One of the elements of lean project management mentioned in this article is
lean design. In this issue, there's an article about how standard design is utilized for large-
scale projects to keep them lean.
3.3.2. LEAN MANUFACTURING

The goal of lean manufacturing is to produce a product with as few non-value-adding

activities as possible. The time and money consumed by processes that don't add value to the
manufacturing process are wasted (Hobbs 2003).
3.3.3. LEAN CONSTRUCTION
An end-to-end process for translating and adopting lean manufacturing ideas and
practices is a lean construction project. Off-site production, prefabrication, and
modularization, according to May and Green (2005), are some of the most viable ways to
apply lean principles to construction.
3.3.4. LEAN PRINCIPLES
In Lean Manufacturing, there is an emphasis on minimization of waste, making things
right at the right time and in the right place, and establishing ties with other units in the chain
of value generation.
3.3.5. VALUE-ADDED ACTIVITY

Despite the cost of producing or providing a product or service, value is determined by
the customer. Efficiency indicators indicate the effectiveness of the process based on
customer expectations.
The addition of value to a product or service is any activity that makes the client feel
better about it.
Ø The activities involved in transforming a product.

Ø Activities that increase its form, strength, and flexibility.
Ø Activities. People will pay to participate in these activities.
An activity should provide positive value to the recipient. Ideally, the added value of
the activity exceeds the costs incurred during the activity.
3.3.6. NON-VALUE ADDED ACTIVITIES

An activity that has no value added to the customer or business process is not
considered to be a non-value-added activity. Nonvalue-added activities are those that can be
removed from the process with no effect on the end product or service. A lack of value-
added activities is often the result of a poor process design. Nonvalue-added activities are
also referred to as waste activities. Activities of this type include
 Storage

 Transportation
 Excess processing etc.
It indicates that this activity cannot be redesigned, reduced, or eliminated without affecting
the quantity, responsiveness, or quality of the output required by the customer or the
organization. It takes little time to process and add value. The 95% of activities that do not
contribute to the final product should be identified and the time and resources should be
reduced.
Figure 3.8: Value-Adding And Non-Value Adding Activities
The term "Lean" refers to a production or manufacturing technique that focuses on

bringing value to consumers rather than squandering resources elsewhere. The term "value"
refers to a customer's willingness to pay for a product or service-related activity or process.
3.4. VALUE IN LEAN MANUFACTURING

Many firms have found that becoming more customer-centric will provide them a
competitive edge. For this reason, lean is commonly adopted in industries. The first step in
lean thinking is to identify value. You'll be able to better serve your consumers if you figure
out how much they're willing to spend. As a result, you can discover and remove wasteful
activities in your company. As a result, you'll be able to give your customers what they
expect and maximize profits.
3.4.1 THE CUSTOMER DEFINES VALUE

Lean management has acquired a lot of traction in numerous industries due to its
positive impact on overall company performance. This service can assist a company in
lowering expenses, streamlining operations, and improving quality, among other things.
However, Lean is effective because it focuses on value rather than procedure.
3.4.2 VALUE IN LEAN

According to Lean thinking, value is everything that customers are willing to pay for.
The most important thing is that the customer cannot see any benefit from the product if they
are unwilling to pay for it.

Rather than being delivered individually, customer value is generated from the full
package. The matter is complicated, yet ignoring it could result in disgruntled customers and
a loss of brand equity. The value equation is crucial because customers desire value in
addition to the price they are ready to pay.
3.4.3 IDENTIFICATION OF WASTE ACTIVITIES AND VALUE IS

ADDED
When processes are mapped, determining which actions provide value to the result is
relatively simple. Products are converted from their raw condition to their final state in the
shortest time and at the lowest cost possible as a result of value-added activities. For an
action to be called value-adding, it must meet three criteria: By moving it downstream, the
product is one step closer to completion.
1. There is a cost associated with this activity.

2. Performing the task correctly is crucial. This means that there is no need for further
rework, and neither you nor the customer needs to spend additional resources on
improving it.
Non-value-added tasks, on the other hand, have a negative impact on organizational

efficiency by slowing the delivery of products. Customers will not pay for them since they
place an unfair load on the company. Waste is defined as activities that do not provide value
and do not match the standards outlined above.
Taiichi Ohno has spent his career working to eliminate waste from manufacturing
operations (Muda). That's most likely how he discovered he might add value to the
customer's experience. Ohno was able to discover some activities in various work processes
that can be removed. If they are both removed, the company's overall economic performance
may improve.
3.5. WASTE IN MANUFACTURING

When a production process adds no value to a product, it is called waste. All types of
waste in industrial processes must be identified, and methods for removing them must be
proposed.

Fishbone diagrams (Ishikawa) can be used to identify the root causes of these wastes.
Using them can identify the root causes of wastes that appear in a particular value stream, so
you can then apply the appropriate methodology or tool to resolve them.
Figure 3.9: Ishikawa Diagram
The wastes can be broadly classified into seven types as follows.
 Over-production: Producing a lot too quickly.

 Inventory: To buffer unpredictable processes, there should be extra production.
 Transportation: Physical movement of goods without any added value.
 Waiting: The process of adding time to a production cycle without increasing output.
 Movement: Moving personnel with no added value.
 Defects: Products that do not meet customer requirements.
 Over-processing: Using more processing than is necessary to meet the needs of the
customer.
3.5.1. OVER-PRODUCTION
Overproduction is the production of materials that are no longer needed. Almost
always, large batches are produced faster than their consumption rate (and final shipping
rate). A job shop completes a piece of work that was previously unused since it won't be
needed for the next step in the process. As a result, the product will either sit in a queue
waiting to be finished, or it will sit in a finished goods stock that is not required at present.
There are many reasons for overproduction, such as long setups, poor quality, unreliable
machines, avoiding setups to make performance measures look better, or the desire to keep an
expensive resource available.

Periodic machine replacement is therefore necessary. For a given length of changeover,

traditional cost accounting has methods for calculating batch size (such as economic order
quantity, or EOQ). The amount of product that must be produced each time the machine is set
up is usually standard and there is no argument as to how much should be produced. If a
machine is experiencing breakdowns or is of poor quality, the batch size is increased contrary
to Lean thinking. Lean thinking challenges the notion of a standard change over time,
particularly when things go well. It is not uncommon for supervisors and operators to
produce even more when things are going well, as they may need it at some point.
It is often possible to reduce setup times by 50% by good organization and changeover
planning, on their own. It is common for another 25% to be accounted for by standardization
and integration of changeover components. By taking advantage of this relatively low-cost
improvement, lower batches will be able to be run more frequently and more economically.
3.5.2. OVER-PROCESSING
The two main types of waste that can occur are (1) overdoing it, leaving behind
material that is too large, or sooner, or more complicated than necessary, and (2) using
equipment that is too large, fast, or complex than is necessary. Overprocessing often leads to
overproduction and it may be impossible to distinguish between the two.
The term over-processing refers to doing more than what a customer requests. A report or
presentation with too much information becomes difficult to understand and act upon since
the audience is not seeking out specific information. Feature-rich products can be tricky to
use and cost more than they should, making the product difficult to learn. An organization
may over-promise its services in its race to outdo the competition. Consequently, they
increase design complexity, lead times, and costs. They cause poor product quality, longer
development times, and increase production costs by overcomplicating designs, processes,
and products.
Super-machines can also be associated with over-processing in the second sense. A
mass-production machine has a production rate that is much higher than customers require.
These production centers are associated with many problems. In most factories, there can
only be one of these, so if one of these is out of commission, it can result in a shortage. The
complexity of quality problems makes it hard to determine the source.
3.5.3. INVENTORY

Inventory is considered the greatest threat to success, whether in the form of finished
goods or work in progress (WIP). As long as the materials are always available, no focus is
placed on the process, quality, or rate of work. As a result, inventory conceals problems
within the production system. The waste associated with over-production leads to extra
storage space, time spent controlling inventory, spending on goods, the possibility of
damages and obsolescence that prevent these products from being used, and the lengthening
of delivery lead times, to name just a few of the direct costs. Further, having more than is
needed causes indirect waste due to inventory. When processes are not kept in mind,
inventories accumulate. Therefore, process cycling times are well outside of the average.
When inventory is buffered, even great differences in cycle times cannot be noticed until a
continuous line or cell is introduced. To balance the flow with the rate of pulling customers,
equipment must be replaced or great effort must be made. With a large inventory, the
reliability of the machine may also be neglected. If the inventory is low, reliability becomes
extremely important, or everything will come to a screeching halt. In lean factories, 100%
uptime is achieved by implementing 5S, maintaining simple machines, and performing
proper maintenance. The same applies to quality. The source cannot be controlled 100% (as
Shingo explains in Zero Defects), therefore mistakes will always occur. The use of simple,
capable machines and a quick response to problems (at the machine) are also important for
100% defect-free production. A standard work process is essential for smooth operations and
a minimum amount of inventory.
3.5.4. TRANSPORTATION
An operation requires the movement of inventory between operations when the
facility layout is extended over a large area. Therefore, it is another result of overproduction.
In addition, it is caused by arranging production equipment according to its purpose. For a
variety of reasons, primarily to do with the ability to specialize, each type of machine
(stampeding presses, welding machines, injection molding machines, etc.) is placed in its
own "department". Usually, this results in overproduction. An unobstructed flow of
production is impossible with a functional layout. Manufacturers keep all their equipment in a
concentrated factory and using cellular layouts.
Using this method, one operation can be balanced with another, one can provide feedback
to the next about quality, the number of operators can be balanced with the production
demands, and customer service is emphasized. Setting up a focused factory (a small location
with all the equipment required to make the product family), or setting up a cell (a group of
machines that are laid out in a U-shape) causes overprocessing since the equipment isn’t
matched in output
speed. Aside from reducing facility damage and WIP, eliminating large material handling
equipment offers the option to use narrower aisles, improved safety, and lower costs. The
implementation of Visual Control is much easier, as well, in a focused environment.
3.5.5. Motion
Moving equipment and operators is a waste of time. Operator waste motion includes
bending, walking to pick up or place parts, lifting, and taking multiple steps to reach a
machine interface. During setups, this may include moving around the machine repeatedly to
perform the changeover steps in an unplanned manner. Balance is needed between cells and
focused factories to account for movement, which can significantly increase cycle time.
Using ergonomics, work planning, standardization of work, and 5S, as well as smaller
containers, we can reduce motion waste. When it comes to machinery, wasted motion is
associated with long strokes, "circuits" and other errors that prevent parts from performing
their functions. Often, machines are designed to be versatile. It is associated with functional
layouts to produce batches. A general-purpose machine may work with a wide range of tools.
When viewed from the perspective of continuous flow, waste results.
3.5.6. Scrap
Wasteful activities include scrapping and reworking. Because more material is always
available, and the run can be extended for a short period to produce the quantity required,
scrap is scarce in batch production. Scrap is a serious problem in continuous flow machines
since each rejecting piece means losing a cycle. Hence, a shipment is missed when
production is aligned with the customer's takt. A 100% source inspection is required when
perfect quality is required. In Shingo's example, mistake-proofing is achieved through poka-
yoke (error-proofing). In addition, it relies on maintaining and improving equipment to
become more reliable, as well as simplifying machinery. As well as reducing mistakes and
defects, 5S (especially cleaning and checking) and standardization of work are also
important. It is also possible to reduce scrap and rework by designing for manufacturing and
simplifying the processing. A serious issue is a rework, which has the same impact as scrap.
3.5.7. Waiting

Waiting can take many forms. It is typical for operators to wait for a machine to
complete its cycle or for materials to arrive before they can work on it. Operators, as well as
machines, must load and unload production material. Waiting in batch production facilities is
different from waiting in continuous flow systems, where waiting is wasteful. Batch systems
ensure that the equipment is always operational. All inventories of machines should be
buffered. By assigning operators to specific machines, operators are kept busy. As single-
piece flow progresses, not all machines will be kept busy (equipment is a sunk cost).
It is considered wrong to use a machine that is capable of more. Machines that are kept
running produce too much. Operators should not be left idle, even though keeping them
occupied is important. Each operation is performed by different operators. As you complete
the required work at one station, you move on to the next station after completing the desired
work (for example, within a day or a few weeks). In constructing cells, an operator can
balance the volume of work required with the number of operators, reducing setup time and
improving reliability. It would only take a little effort to operate each machine (e.g., one or
two tiny objects). Extra 5S operations and continuous improvement activities should be
performed with spare time.
3.6. THE FIVE PRINCIPLES OF LEAN
Figure 3.10: Five Lean Principles

1. Define Value
Understanding value is essential to understanding market value's second principle.

Customers will pay for value if they believe it is worth it. The importance of identifying the
latent or actual needs of the customer cannot be overstated. Customers may not understand
what they want or may not be able to describe it clearly. It is especially common with new
products and technologies. The qualitative and quantitative techniques are used to determine

what consumers want, how they want their products or services delivered, and the price they
can afford.
2. MAP THE VALUE STREAM

The second premise of lean is to identify and map value streams. The value of the client is
utilized as a reference point in this step, and all of the actions that contribute to that value are
identified. There are two forms of waste: garbage that has no added value but is still required,
and waste that has no added value but is still unnecessary. The latter type of waste should be
eradicated, whereas the former should be reduced to the greatest extent practicable. Using a
streamlined production process may satisfy customers while lowering production expenses.
3. Create Flow
Following the removal of wastes from the value stream, the next step is to ensure that the
remaining phases of the value stream execute without interruption. Creating cross-functional
divisions, cutting down stages, rearranging production phases, and educating personnel to
have numerous talents and be adaptable are all examples of strategies to ensure value-adding
processes go smoothly.
4. Establish Pull
When it comes to inventory, any production system generates a lot of waste. Inventory and
work-in-process items (WIP) are considerably reduced when using a pull-based system, yet
material and information essential for successful workflows are always available. Pull-based
systems, for example, allow things to be manufactured at the precise moment they are
required, in the amount required for just-in-time production and delivery. The needs of the
end-user are always at the center of a customer-driven system. It is a good idea to follow the
value stream to ensure that the products produced can meet the expectations of customers.
5. PURSUE PERFECTION
Wastes are prevented through the achievement of the first four steps: 1) identifying
value, 2) mapping value stream, 3) creating flow, and 4) adopting a pull system. However,
the fifth step of pursuing perfection is the most important among them all. It embeds Lean
thinking and continuous process improvement into the culture of the company. While
delivering products based on consumer needs, every employee should aim for perfection. The
corporation should be a learning organization that is continually looking for ways to improve.

6. Applying the Principles
The five Lean principles are used to build an efficient and successful organization.
Lean can help managers identify waste in their firms and give better value to their customers.
Work processes can be improved and a continuous improvement culture formed by adhering
to the concepts.
3.7. LEAN MANUFACTURING TOOLS AND TECHNIQUES

Lean principles aim to eliminate waste in the production process, resulting in a more
efficient system by using lean tools and techniques. This requirement drives the application
of lean principles such as Just in Time (JIT), Total Quality Management (TQM), Total
Productive Maintenance (TPM), flow charts, and workplace redesign.
To decrease or eliminate the waste listed above, lean practitioners employ a set of
tools known as Lean Building Blocks. Although many applications can be utilized on their
own, the majority of them have minimal impact when used alone. Incorrect implementation
might have a negative impact on the total impact. Some of the most common construction
blocks are listed here. The majority of them are equally applicable to service businesses.
The five lean principles listed above should be followed when implementing any lean
tools and techniques.
3.7.1 PDCA CYCLE
A key element of lean manufacturing is Plan-Do-Check-Act (or PDCA). It has been

believed that the foundation of any change. PDCA is the most important lean tool.

Figure 3.11: PDCA Cycle

3.7.1.1 PLAN
The plan is the first step in the PDCA process. The PDCA method necessitates the
creation of a first plan. Depending on the project, this could be the most time-consuming step.
A few sub-steps or areas in the strategy demand special attention. Appropriate actions are
taken as the project proceeds until a solution is found. Define the scope of work:
3.7.1.2 DO
This is how it appears to be implemented. Create the product, alter the shop floor, and
see it through. Regardless, make certain that the Do is remembered. Changing the way the
workforce works, for instance, is simple to implement once completed. Because it is
considerably more difficult, you will have to adjust how they do it from now on.
3.7.1.3 CHECK
PDCA is often overlooked as one of the most vital steps. Did implemented solution
work? This is a very serious question, in most cases, it does not, or at least not well enough.
Too frequently, management is just concerned with the aesthetics of a presentation

and ignores what is going on in the store. Furthermore, they are unaware of the Hawthorne
effect. The Hawthorne Works of Western Electric first detected this effect in 1930. It was
given a name in 1950. It was given a name in 1950. Regardless of the project change, a
change on the shop floor will often improve the system – but only for a short period! As a
result, regardless of the adjustments made, the management's focus will result in increased
production and quality. When management's attention is diverted elsewhere, the situation
reverts to its previous state.
3.7.1.4 ACT
Acts determine what should be done next. A check will determine this. The reason for
a project's failure to achieve targets must be determined. What caused the solution to failing
to work as expected? This will result in another PDCA cycle with a plan to develop a better
or more efficient solution to your problem.
3.7.2. 5s
It is 5S, which is a foundation for an effective lean company, that is known as one of
the most effective tools for continuous improvement. 5S is the first, modular step toward
serious waste reduction. 5S consists of the Japanese words Seiri (Sort), Seiton (Straighten),
Seiso (Sweep and Clean), Seiketsu(Systemize), and Shitsuke (Standardize). The underlying
concept behind 5S is to look for waste and then try to eliminate it.
A major advantage of organizing items in this manner (i.e. making them readily
accessible) is increased productivity. Diversion of production workers to look for tools,
gauges, production paperwork, fasteners, and so on is the most frustrating form of lost time in
any plant. Hirano's businesses employ a standardized strategy to ensure that things are
prepared in the most convenient position and returned to their proper spot after each use. This
is an important part of Hirano's management style. Workers are accountable for taking care of
their plant components and keeping them clean and neat as part of the Hirano improvement
program. They can also spot possible issues before they have an impact on performance.
3.7.2.1. PHASES OF 5 S
Five major five steps in 5S are: sorting, adjusting, reorganizing, and standardizing. In
addition to these two phases, there are sometimes three others: safety, security, and
satisfaction.
Figure 3.12: Phases of 5 S

3.7.2.1.1. SORTING (SEIRI)
Examine all tools, materials, and other items in the work area and factory. It's a good
idea to keep only the necessities and to get rid of the rest; the process should prioritize objects
based on their needs and put them where they're easy to find. Everything else is stored and
discarded.
3.7.2.1.2. STABILIZING OR STRAIGHTENING OUT (SEITON)
It is essential for everything to have a place and to be in its place. Each item should be
labelled with its proper location. The most often used equipment should be the most
accessible when arranging objects, allowing for optimal productivity.
Workers should not have to bend over and over to get to materials workers should not
have to bend over and over to get to materials. Straightening the flow channel means keeping
tools, parts, supplies, and equipment close to where they'll be used. The notion of seitan
distinguishes 5S from "normal clean-up." This stage is also known as "simplifying."
3.7.2.1.3. SWEEPING OR SHINING (SEISO)
Ensure that the workspace and all of the process equipment are clean, tidy, and well-
organized. Ensure that the work environment is cleaned and everything is placed back in its
proper position at the end of each shift. Keeping things arranged in this way makes it easier to
maintain things in their proper places. Spills, leaks, and other messes may signal that
equipment or process stages require attention.
3.7.2.1.4. STANDARDIZING (SEIKETSU)
Standardizing and maintaining consistency in work operations is crucial. Every task

should be completed at the same time. Each station should have the same tools so that
everyone who works on the same project can finish it. Each of the three s's must be
thoroughly understood.

3.7.2.1.5. SUSTAINING THE PRACTICE (SHITSUKE)
Standards must be maintained and reviewed. The previous 4 s's become the new way
of doing things once they've been established. Be careful not to go back into old habits as you
continue to accept this new attitude. Also, consider different options while learning about the
new way. Consider alternate choices as the project investigates the new method. A change in
working style, a new tool, or a new output need can all be detected. Examine the first 4 s's
and make any necessary changes.
3.7.2.1.6. SAFETY
Sometimes a sixth phase, "safety," is added. There is a dispute about whether
inserting this sixth "s" improves safety by openly declaring this objective, or whether
relegating a full safety program to a single item in an efficiency-focused business model
undermines it.
3.7.2.1.7. SECURITY
A seventh phase, security, could be added. The seventh "s" intends to use security as
an investment rather than an expense by identifying and resolving security risks to important
business categories. Fixed assets, materials, human capital, brand equity, intellectual
property, information technology, and assets in transit are all examples of these.
3.7.2.1.8. SATISFACTION
Employee satisfaction, in the eighth place, is responsible for ensuring the long-term
viability of continuous improvement projects. Non-Utilized Intellect, Talent, and Resources
— the eighth waste – can be the most harmful of all.
It is critical to continue floor education to retain process standards. When the 5S

program is updated, such as with new equipment, goods, or work rules, the standards must be
updated and training offered. Companies using 5S frequently utilize posters and signs to
teach and maintain standards among staff.
3.7.2.2 LINE BALANCING
As a result of line balancing, mass production processes become more productive and
cost-effective. It is recommended that a product be produced within an optimal timeframe. To
ensure that each operation in the line happens within the specified time frame, workers and
workstations are divided equally among them.

A balanced assembly line consists of assigning workers and machines to individual segments
appropriately. Productivity can be increased by reducing idle time.
3.7.2.2.1 STEPS IN ASSEMBLY LINE BALANCING
1. Outline your workstation sequence and draw a precedence diagram

In mass production, a balancing process improves efficiency and lowers costs. It is
suggested that a product's production period be optimized. Workers and workstations are
distributed evenly among them to ensure that each operation is completed within the
specified period.
In a well-balanced assembly line, workers and machines are assigned to specific
segments. Reducing idle time can increase productivity.
2. Estimate the needed cycle time for each workstation
To assess how long each task on the production line takes, the organization will need
to undertake time studies. When a project is initiated, it is finished within a cycle time at each
workstation.
Dividing the number of required units by the amount of manufacturing time available
in a day is an easy way to arrive at this value. You can determine how long it would take
between each workstation using the percentage of the present machine rate and manpower (in
minutes). Each line of production considers the number of products produced each day when
calculating cycle time. When the same product is made on many lines, a digital line balance
tool would be required to precisely determine composite cycle times.
3. Calculate the hypothetical number of workstations you will need

If this calculation is done for each workstation, a balanced job distribution based on
cycle times will be possible. The number of workstations required is calculated by
multiplying the task timings by the desired actual time.

In this example, line balancing software that uses P-graph algorithms frequently
produces more accurate results. Several factors are considered, including the performance of
machines and employees over several periods. To calculate manually, use this formula:
4. Start assigning tasks to the workstations until the process times are equal
Rearrange tasks with the team to remove excess capacity and bottlenecks. This entails
redistributing workers from workstations with light workloads to workstations with heavy
workloads. As a result, overcrowding at the stations is minimized. Divide the amount of
labour logically across all the operators on a line to maximize equipment use. Takt time
calculations will be required to help you determine workload distribution for optimum
efficiency in meeting customer demand.
Takt time is estimated by comparing the time it takes a skilled worker to complete a
task to the time it takes unmanned machinery. If you execute keg line balance after takt time,
you risk overproduction and waste. When takt time is not fulfilled, however, the effect can be
client frustration and delays.
5. Test the efficiency of your assembly line

Testing the effectiveness of the undertaking follows a balanced task distribution.
Further rebalancing and efficiency improvements may be revealed through testing.
According to this formula, an assembly line can be as efficient as:

It's possible to alter the settings connected with machine times, takt time, and set up time if
more balance is required. By modernizing machinery on a balanced basis and training staff,
the cycle time can be greatly shortened. Lean manufacturing also entails reducing overall
labour time and reducing the number of workstations in each division.
3.7.2.3 CELLULAR MANUFACTURING
Cellular manufacturing allows businesses to create a variety of products for their

customers while reducing waste. Equipment and workstations are arranged in a sequence
using cellular manufacturing to support a seamless flow of materials and components
throughout the process with minimal transfer and delay.
3.7.2.3.1 ONE-PIECE FLOW
When the production process moves one unit at a time at a rate determined by customer
needs, it is known as one-piece flow. Mass production with batches and queues is the
opposite of one-piece flow. Rather than focusing on resource efficiency, one-piece flow
focuses on flow efficiency. With one-piece flow, it is possible to:
§ Reduce stock levels to reduce transportation and inventory costs

§ Deliver more quickly
§ Prevent damage, wear, and deterioration.
Figure 3.13: Cellular Manufacturing

3.7.2.3.2 OPERATION IN A U-SHAPED CELL?
Arrange equipment and workstations closer together to reduce travel distance. It must
be close to the end of the process that the process begins. Each step and cycle should be as
short as possible.
HOW TO DESIGN CELLS FOR CELLULAR MANUFACTURING
1. Analysis and documentation of the process today (ASIS Situation)

2. Calculate the TAKT Time for the cell and determine the product family the cell will
produce
3. Set up workstations in a way that makes the flow of work responsive to demand
constraints
4. Make the cell ergonomic
5. Continuously improve the cell by implementing, testing, and improving it
3.7.2.4 TOTAL PRODUCTIVE MAINTENANCE (TPM)

Rather than using just one process, Total Productive Maintenance (TPM) combines
employees, processes, assets, and services to maximize equipment availability.
Figure 3.14. Pillars Of TPM Concept

3.7.2.4.1 TPM IN MANUFACTURING
1. Identification and elimination of equipment-related losses are carried out in small

groups.
2. Automated maintenance: Equipment operators are responsible for performing simple
preventive maintenance tasks.
3. Scheduling preventive maintenance based on measured or predicted failure rates is
called planned maintenance.
4. A modern design of equipment is informed by the new experience and knowledge of
the people who understand it the best.
5. To fill in knowledge gaps between departments, operators, maintenance staff, and
managers are cross-trained.
Industries reliant on equipment, such as manufacturing, are highly dependent on them.

Ideally, zero downtime, no defects, and rapid production of high-quality goods would be
achieved. Production losses occur throughout the manufacturing process. A manufacturer
tries to minimize and control these losses to achieve near-perfection. To achieve optimal
production, it is crucial to keep all assets up-to-date and available at all times. (For
organizations tracking Overall Equipment Effectiveness (OEE), this means achieving as close
to 100% as possible.) Whether the equipment is automated and runs continuously or
manually operated and runs periodically, money is lost whenever it is stopped. The first
thought might be to hire more maintenance staff who can be available on short notice. The
cost of an idle workforce is just as high as the cost of a busy workforce.
What will happen next? Wouldn't it be great if everyone was responsible for the upkeep
and maintenance of the production equipment, not just the maintenance crew? Could
maintenance teams focus on more critical projects if operators were trained to perform simple
preventive maintenance activities on their equipment? What if engineers and original
equipment manufacturers (OEMs) modified their designs to make them easier to use and
maintain? These questions led to the invention of the concept of total productive
maintenance.

3.8 BENEFITS OF LEAN MANUFACTURING
Reduced production costs; greater output quantity; and shorter lead times are the
primary advantages of Lean manufacturing. In Lean Manufacturing, the following goals are
pursued:
1. Defects and wastage - Reduce defects and unnecessary physical wastage, including
excessive use of raw material inputs, preventable defects, costs associated with reprocessing
defective items, and unnecessary product characteristics that are not required by customers.
2. Cycle Times - Reduce manufacturing lead times and production cycle times by reducing
waiting times between processing stages, as well as process preparation times and
product/model conversion times.
3. Inventory levels - Minimize inventory levels at all stages of production, particularly works-
in-progress between production stages. Lower inventories also mean lower working capital
requirements.
4. labour productivity - Improve labour productivity, both by reducing the idle time of
workers and ensuring that when workers are working, they are using their effort as
productively as possible (including not doing unnecessary tasks or unnecessary motions).
5. Utilization of equipment and space - Use equipment and manufacturing space more
efficiently by eliminating bottlenecks and maximizing the rate of production through existing
equipment, while minimizing machine downtime.
6. Flexibility - Can produce a more flexible range of products with minimum changeover
costs and change over time

CHAPTER 4. VALUE STREAM MAPPING
4.1. INTRODUCTION
Value Stream Mapping (VSM), also known as Material and Information Flow
Mapping, is a lean manufacturing methodology used to analyse the flow of materials and
information necessary to develop a product or service for a consumer (Wikipedia
contributors). Despite its origins in the TPS, it can also be used in industries where there are
service-related needs, such as logistics, supply chain, software development, and product
development. Waste (any activity that does not contribute to the value of the final product) is
used primarily to identify, demonstrate, and decrease waste. It also creates flows in the
manufacturing process (Value stream mapping - waste visualization). As a result of the value,
VSM can provide companies, it is not only a communication tool but also a strategic planning
tool and a change management tool.
VSMs can be created by simply using paper and pencil; however, more complex maps
are created using computer software such as Microsoft Visio or Microsoft Excel. VSM maps
look somewhat like flow charts and an example of what one looks like can be seen below:
Figure 4.1: Example of Value Stream Mapping
The VSM method visually maps materials and information flow from the time
products arrive as raw materials, through each step of manufacturing, and finally off the
loading dock as finished products. Each step in VSM is broken down into a few steps:
1. Identify the target product, product family, or service.

2. Draw a current state value stream map, which is the current steps, delays, and information
flows required to deliver the target product or service. This may be a production flow (raw
materials to consumer) or a design flow (concept to launch).

3. Assess the current state value stream map in terms of creating flow by eliminating waste.
4. Draw a future state value stream map.
5. Implement the future state
To identify the product, the first step is to choose which product the VSM will focus
on. A VSM, also called a Current State Map (CSM), is drawn after a product has been
decided on. Each step and its parameters are included in this CSM. Cycle times, TAKT time,
Work-In-Progress (WIP), production rate, number of operators, and waiting time are among
the parameters considered. Once all the necessary data has been compiled in the CSM, the
team will assess the current state of affairs. Value Stream Mapping identifies where added
value is created in a manufacturing process, and where non-value-added steps are involved.
The next step is to determine where non-value-added steps or wastes can be eliminated after
assessing current conditions and identifying non-value-added steps. Once these methods are
developed, the Future State Map (FSM), which is a final version of a VSM, can be drawn
without these wastes. To follow the drawn FSM as closely as possible, the last task is to
implement the changes. As a result, lean manufacturing processes will become more efficient
(Emerald Full-Text article: The seven value stream mapping tools.).
In this study, I analysed the flow of valves from order to delivery, and I also examined
waste from previous orders. By making the system more efficient and reducing waste, I
employed lean manufacturing techniques.
4.2. OBJECTIVES OF VALUE STREAM MAPPING

Rother and Shook in their ground-breaking book "Learning to See- Value Stream
Mapping is to Add Value and Eliminate Muda," outline various aims for Value Stream
Mapping. The most necessary thing is to give managers and/or operators an overview of the
entire manufacturing operation. It is common for production workers to lose sight of the
bigger picture when they get caught up in fighting fires.
4.3. NEEDS OF VALUE STREAM MANUFACTURING

Shigeo Shingo, co-developer of Toyota Production System (TPS) alongside Taiichi
Ohno emphasized the distinction between process and operation in their presentation.

A process is the transformation of raw materials into completed items (what is known
as the internal value stream). An operation is an interaction between an operator, a machine,
and materials; a process is an interaction between an operator, a machine, and materials. The
majority of members of an organization are involved in one or more activities. As a result,
many efforts are directed toward improving operations. Rather than optimizing operations
alone, Shingo realized that process improvement could improve the process more. For
example, he said it is better to eliminate transportation than find ways to speed up the flow of
materials. Thus, all operational improvements must be integrated into a larger picture of how
the process should be. Shinzo may not have gotten it quite right. Operators, materials, and
machines interact not only with each other but also with each other to carry out an
operation. While evaluating the process, it is, therefore, crucial to examine the role
information plays in the internal value stream. Customer needs form the basis for product
specifications, manufacturing schedules, pull signals, and delivery instructions.
To increase the efficiency (and profitability) of the value stream, you must understand
the internal value stream. To understand how raw materials are transformed into finished
products, value stream mapping is used, which describes the process using symbols and
numbers.
For most of the time that industry has operated across a broad scale, materials have
been pushed through a series of activities. It is almost as if it is a natural rule of how things
are formed that large quantities have been produced. In their quest for excellence, pride, and
customer service, Shingo and Ohno wanted to bring back the pride, quality, and service of
late 19th-century craftsmanship. Neither the craftsman nor the client knew what they wanted
until it was time for them to create it.
Value streams go to a specific destination as the name implies. Value streams' clients
specify the criteria of this end. Value streams need to be upgraded if they are unable to meet
the needs they were created for. Customers base their purchasing decisions on three simple
criteria: price, quality, and delivery. High quality and a competitive price are essentials in
today's market.
4.4. IMPORTANCE OF VALUE STREAM MAPPING
It may be one of the most valuable sources of competitive advantage in today's

corporate environment to continually improve parts of a value stream. Developing and

applying Lean tools and practices increases a business' ability to maintain fundamental
operational change. Value Stream Managers provide this leadership.
At least two domains should be included in a value stream manager’s responsibility.

Plant domains, for example, increase value between the four walls of a facility, including
incoming and outgoing logistics. The second domain to evaluate is value streams at the
enterprise level. Everything at the corporate level is under the value stream manager's control.
To achieve the desired outcome, this report examines the valve production/process
industry in Mysore concerning Value Stream Management principles.
To effectively manage value streams, one needs to step back and view the entire
process with a broader perspective. Understanding value from the perspective of the
customer, rather than from the perspective of an organization or department. By eliminating
waste throughout the value chain, a Value Stream Manager enhances the ratio of value to
non-value by breaking free of traditional buyer/supplier roles and meeting customer
expectations.
4.5. VALUE STREAM MAPPING PROCESS

The procedure is straightforward to follow. Start with customer delivery and work
your way back through the whole process, visually recording it and gathering data along the
way. Using basic pictorial symbols, this approach produces a single-page map of the Value
Stream and its component operations.
Documenting the current inventories, as well as the operational performance during

the mapping, should be done by identifying parameters such as cycle time, Work in Process
levels, and quality levels. Depending on how complex the process is and how many
components are required, additional data may be required. Value Stream Mapping involves
documenting how manufacturing processes are managed by the controls involved, such as
production schedules and production information. While other process mapping approaches
simply document the fundamental product flow, Value Stream Mapping also documents the
movement of information inside the system. Material storage locations (raw materials and
work in progress) and triggers that trigger movement of materials may be important pieces of
information.

4.6 THE PROCEDURE INVOLVED IN CREATING VALUE

STREAM MAPPING
4.6.1. GETTING STARTED WITH THE CURRENT STATE MAP

There are six steps involved in mapping the current state map as follows
1. Choosing the product family for mapping.

2. Setting improvement goals.
3. Gather information and map the value stream of your choice.
4. Collecting data and following the value stream.
5. Identify how schedules satisfy a client's requirements from the perspective of the value
stream.
6. Create a map of the value stream.
4.6.2. DRAWING THE CURRENT STATE MAP
As a result of the Current State Map, each business process and the related queue will
be connected starting with the supplier and ending with the customer. A fundamental rule to
remember is that the entire group should participate in creating the map. Participation by all
participants in the drawing, the debate, and inquiries about "what happens" result in a better
understanding than when only one or two people participate. If there are any existing process
flow charts, they should be ignored and information from the walkthrough should be relied
upon.
4.6.3. COLLECTION OF DATA
To create current and future state maps, data must be of high quality. Gathering good,
actionable data is not always easy. This might take a long time if everything needs to be
measured for the first time. In addition, if no consistent measures are taken, it will be
necessary to gather information from individuals directly associated with the operation,
which is typically unreliable. Be aware that many of the standards and ERP systems are either
out of date or are based on guesses.

4.6.3.1. STEPS TO BE FOLLOWED

 By following the production process from beginning to end, it can obtain the actual
routing. Validate that the product arrives at each step from the previous step, or better
yet, start at the end and work your way back to the beginning, checking that the product
arrives at the step you visited just now.
 Track the amount of work in progress at each stage. Ask whether any additional content
is stored elsewhere, and include it in the count. Find out if this is the standard route or if
there is another choice (for example, a machine that has broken down or a quality issue
with another product).
 Consider some setups for determining batch sizes and timeframes. No one can tell you
for sure how long it takes to set up; most people are overconfident, don't know, or don't
want others to know. When people are aware that they are being observed, they tend to
work more efficiently, so use a stopwatch or other method to measure the value. Repeat
the process many times.
 Ask how often a particular product is run. Is it every week, twice a month, or some other
interval (called EPE, or Every Product Each period)?
 You should check the amount of actual work (count it!) daily during the run, and see
what the average is, as well as what the maximum and minimum amounts are.
 Determine how many operators are involved in a given process step and what exactly
they are doing.
 In general, it is important to understand what the current state is. This is also a good
opportunity to understand the reasons for variation since all aspects of the process will
need to be standardized for a pull system to work well.
 There may be cases where details about the operation are difficult to obtain. When
outsourcing steps, the "black box" often works best since all that needs to be known is
the batch size and when the product leaves and returns.
 When considering cycle times, be careful to distinguish them from transportation times,
and from time spent waiting for one product while the batch is being processed.
 Team members should be allocated to each of the documentation tasks required:
 Routing (process or queue name; routing step; the number of machines allocated to step)
 Cycle times (process c/t; queue minimum wait time)
 Setup time (time; frequency)

 Yields (scrap or yield %)

 Availability/frequency of utilization of an operation in the particular value stream
(allocation % to value stream; stoppages for breaks; how often the process is used for the
value stream’s products)
 Shifts and number of operators (overtime requirements; regular shifts; several operators
per machine)
4.6.4 VALUE STREAM MAPPING ICONS AND THEIR USES

Value stream maps use several icons, which can, however, be modified to serve the
best purpose. Using icons helps differentiate different aspects of a product line. A distinct
arrow should be used to distinguish between product and information movement, for
example. The icons shown below are often used in value stream mapping.



Figure 4.2: Value Stream Mapping Icons With Descriptions
4.6.6 ELIMINATION OF WASTE: CONSTRUCTING OF TARGET

STATE MAPS
When the target state maps are drawn to get an idea about the current state, drawn and
tested, many team members would ask: "Why do we do it that way?"?" and "Isn't it better to
do it another way?" There are numerous options for improvement at this point in the process,
as well as for including a diverse group of people in improvement (kaizen) projects. The fact
that a fully-fledged pull system, designed to meet customer takt time, can be developed at this
point, does not entail that this is necessarily the right step to take next. There are numerous
causes to seek a better version of what now exists but falls short of the ultimate future state.
For starters, an organization may lack the funds, time, or expertise necessary to achieve the
desired future state in a single step. Getting operators to work in cells with new cross-trained
abilities or reducing setup time to less than 10 minutes may be too costly or time-
consuming. More essential, improvement efforts should not obstruct immediate client
service. Getting there in phases is usually the greatest option for businesses. With the
capacity to build and get performance data on any value stream, as stated above, it is possible

to test out improvement ideas that the organization is comfortable with, as well as those that
are both inexpensive and achievable Map’s target maps.
Value stream mapping is a method for reducing lead times, improving product flow,
and eliminating waste (non-value-added procedures or activities) to satisfy customer demand
at the lowest possible cost and with the greatest possible quality. Overproduction,
overprocessing, inventory, motion, scrap, waiting, and transportation are the "seven wastes"
that Lean thinking focuses on. Target maps show which of these wastes can be eliminated
right now and where they can be eliminated. It is simple to circumvent the typical difficulty
of removing waste in an operation where there is no net gain using simulation. This is
because the performance of the redesigned system may be compared to the current state to
determine the impact of the proposed changes. The reduction of WIP and batch sizes will
slowly reveal the problems hidden by a high inventory level. With traditional production
planning and traditional management, companies are rarely able to achieve the levels of
organization and standardization needed for one-piece flow. Before constructing a future state
map of the problems in the current process is identified, the appropriate waste reduction
techniques are to be used to get good results mapped in the future state of the process.
4.7. DRAWING THE FUTURE STATE MAP

Future state mapping identifies improvements to be made to the value stream that will
shorten the overall lead time. To create a useful future state map, the following factors must
be taken into account: (In most lean literature, the time from when raw materials enter the
facility until they are shipped to the customer as finished goods is called the lead time;
manufacturing folks call this the cycle time.)
4.7.1.TAKT TIME VERSUS CURRENT CYCLE TIMES.

A takt time is a rate at which customer demand is measured in time. That is the
number of working minutes available per day divided by the number of units of product the
customer requires per day on average. Within a value stream, cycle times are defined as how
often a part is completed by a particular process. Within a value stream, cycle times are
defined as how often a part is completed by a particular process.

4.7.2. CONNECTING FLOW THROUGH EITHER ONE-PIECE FLOW

OR A PULL SYSTEM.
The process boxes that are immediately upstream and downstream of a value stream
should be connected by a process box. A one-piece flow is ideal. A one-piece flow process
can be formed by integrating processes so that a workpiece flows from one process to the
next with no interruptions and no WIP; however, this can only be done for highly
reliable/repeatable processes that can be scaled to run at takt time. A pull system must be
utilized to connect the flow in operations that do not lend themselves to one-piece flow.
4.7.3. SCHEDULING ONLY ONE PROCESS (THE PACESETTER

PROCESS) WITH LEVEL LOADING.
Scheduling one process in the value stream and levelling the volume and mix at this
process is one of the most significant principles in lean and value stream mapping.
4.7.4.MONITORING/MANAGING PERFORMANCE TO TAKT AT THE

PACESETTER.
The pacesetter process must have a way to measure performance to takt. Several
methods exist for accomplishing this; the simplest and most common is to use an hourly
"plan versus actual" production board.
4.7.5. QUICK SETUP.
Shiingo and Ohno attributed their success in developing TPS to their ability to
reliably reduce changeover times (good part to good part) to an insignificant amount of time.
Shingo called it the "single minute exchange of die", meaning it aimed to reduce the time for
the changeover on large stamping presses used for producing car side panels. The concept
was that in calculating the economic order quantity for a production run, a changeover of
fewer than ten minutes (thus a single minute, or several minutes expressible with a single-
digit) was unimportant. This meant that only what was needed could be produced at a
reasonable cost, regardless of the setup time.

4.7.6. BREAKDOWN ELIMINATION.

Zero breakdowns are the goal of pull production systems. Total productive
maintenance(TPM) is one approach to achieve this. TPM is made up of three methods for
preventing breakdowns:
(1) Operator inspection and basic maintenance (commonly referred to as autonomous

maintenance)
(2) Constant equipment improvement to reduce design and material flaws, and
(3) Preventive and predictive maintenance are used to guarantee that equipment is running at
its best at all times.
4.7.7 SUPPLIERS.
After considering the above concepts for establishing a flow system, the next step is
to figure out how to put them into practice. It has already been established that by choosing a
planning period, each action in the value stream is immediately subjected to lead time
reduction criteria properly execute these concepts, process improvements such as improving
process yield, lowering defects, improving uptime, minimizing change over time, and
eliminating wasted time/motion within processes are necessary.
The next step after analysing the aforementioned notions for creating a flow system is
to figure out how to put them into practice. It has already been shown that selecting a
planning period subjects each step in the value stream to lead time reduction criteria right
away.

CHAPTER 5: VSM AT THE TYRE VALVE

PROCESSING/PRODUCTION INDUSTRIES.
5.1. STEPS INVOLVED IN THE CONSTRUCTION OF VSM

5.1.1 STEP 1: CHOOSING THE PRODUCT FAMILY
The company produces a wide range of products, such as tube valves, tubeless valves,
snap-in valves, clamp-in valves, and HVAC(Heat Ventilation And Air Conditioning) since all
the product ranges goes through every processing stage with different workflow this project
is limited to only a few stages of processing. The following are the different tyre valve
processing stages.
Stages Stage operations Range of valves

Unit 1 Valve core assembly and tubeless valve assembly All types of valves
core, tubeless valves,
snap-in valves
Unit-2 Buffing, pickling, molding, packing inspection All tire ranges
Unit-4 Core elements processing All tire ranges
Table 5.1: Process Family

Since here almost every variety of valve product goes through every processing unit
and changes are needed to be made only in few units from the point of improvement to be
done, the VSM is not made based on product family matrix instead it is focused on the
production stages which are needs to be improve
5.1.2. STEP 2 – GOAL DETERMINATION

Through the application of Lean Manufacturing techniques, Value Stream Mapping is
intended to increase productivity and decrease production lead times.
5.1.3. STEP 3 – FORMING THE VSM TEAM

To develop a Value Stream Map, a team was formed, including four trainees, a shop-
floor manager, a production manager, and a planning manager and analyse all the data
necessary for drawing the Value Stream Map.

5.1.4. STEP 4 – WALKING WITH THE FLOW AND DATA

COLLECTION
It is important to understand the process flow on the shop floor before embarking on
the analysis and data collection. Following are the main process involved in converting raw
material into valves.
 Blanking the rods into pieces of the desired length and mixing raw rubber with a
measured amount of chemicals
 Extruding the rubber to required dimensions
 Machining the core elements
 Machining the stem part of the valves
 Chemical treatment
 Molding the stems with a rubber base or rubber cover
 Pickling and buffing
 Assembly
 Packing
 Storage
Figure 5.1. Process Flow Diagram

The next step is to obtain all of the necessary information about the current process
such as routings of parts and subassemblies, demand, set-up time and processing time for
each operation, travel time and material handling costs, labour and machine hour rates,
inventory, etc. Motion time study is used to achieve this. The goal of time and motion study
is to determine more efficient methods of production and to set time standards for specific
operations.
A stopwatch time study makes direct observations by measuring, in general, to a
precision of 0.01 minutes using a simple stopwatch. Stopwatch, recording board, observation
sheet, and pencil comprise the observation equipment. Such a study involves the following
steps:
 Divide the job into observable and distinct components.
 Select an acceptable operator for the study
 Observe the elements of the job while they are being performed and record the time
required for each element.
 Record the time for each element after repeating the measurements a sufficient number
of times.
5.1.5 STEP 5 – UNDERSTANDING THE VALUE STREAM

To draw a VSM, it is essential to understand the current state of the industry. As a
consequence of the brainstorming sessions, the VSM team came up with the following
recommendations.
 It also involves determining how many processes there are (which boxes are assigned to
each)
 Filling out data boxes, drawing inventory triangles, and tracking inventory

 Documenting information about suppliers

 Establishing a flow of information: what does each process know when it comes to
making what next?
 Determine where materials are being pushed compared production lead-time to the
processing time

5.1.6 STEP 6 – DRAWING THE VALUE STREAM MAP

In a Value Stream Map, the process boxes include:
 Cycle time is represented as C/T

 Change over time is represented as C/O
 The number of operators involved for each process is represented as No of OP
 The waiting time of the work in process is represented as wait time
 The total number of machines involved in the process at that stage is represented as
No of M/C
 The percentage of value-adding time is represented as utilization time in %.
5.1.7 WASTE OF ELIMINATION: CONSTRUCTING THE TARGET

STATE MAP.
VSM ANALYSIS IN CURRENT STATE
The VSM team came up with the following list of critical factors to consider while
creating the Value Stream after assessing the current VSM. Identification of defective process
flow, product flow, and stage.
 Identification of stages with higher waiting time, inventory, etc.,
 Identification of unnecessary motion, and nonvalue adding activity.
 Identification of problems in layout causing inefficient process flow.
 Identification of improvements needed for machines.
 Identification of unnecessary work cell management between each operation.
 Non ergonomically designed work table causing less productivity

The analysis is depicted in figure 4.2, figure4.5, figure4.6, figure 4.11, figure 4.14, figure
4.16
5.2 PROBLEMS IDENTIFIED THROUGH ANALYSIS OF

CURRENT STATE VSM IN PROCESSING UNIT 4
The basic part of the valve is core component is being processed and assembled in
unit 4 and unit 1 respectively
5.2.1 UNIT 4: PRODUCTION AND PROBLEM IDENTIFICATION

Here the three types of valve parts being processed are pin, bush, and screw. To
process these parts four machine cells with a dedicated number of machines are installed.
To identify process inaccuracies, production per shift is compared with full efficiency
of production (calculated for each machine cell based on the cycle time) to determine the
impact of the process inaccuracies. Therefore, by identifying the difference between the
amount of processable and processing parts in a particular machine cell, flaws in the process
can be identified and eliminated.
The following table shows the production of each machine cell.

Enhancing Quality and Productivity through Lean Strategies in the Automobile Industry with the Help of Value Stream Mapping
2020-21
5.2.1.1 DAILY PRODUCTION DATA OF UNIT 4(CORE MACHINING AREA)
Target/shift Achieved(parts Remaining No of No of Average Total No Total production

) workstation worker cycle time production of in one day
s shift Present Revised
Bush 6500 0 19 3 4sec/unit 123500 3 370500 392730
Peterman
(6500)
Pin 5800 0 27 5 4.3sec/uni 156600 3 469800 559062
Peterman t
(5800)
Tornos INS 18000 0 8 2 1.5sec/uni 144000 3 432000 440640
bush t
(18000)
Tornos INS 21000 0 6 2 1.3sec/uni 120000 3 360000 367200
(21000) t
Tornos 18000 0 2 1 1.5sec/uni 36000 3 108000 110160
regular t
screw
(18000)
Table 5.2: Unit 4 Daily Production Data

Enhancing Quality and Productivity through Lean Strategies in the Automobile Industry with the Help of Value Stream Mapping 2020-21
5.2.1.2. CURRENT STATE VALUE STREAM MAPPING UNIT 4
Figure 5.2: Current State Map Unit 4

5.2.1.2. PROBLEMS IDENTIFIED
 The parts produced here are small in size, having less cycle time and there are dedicated
numbers of machines to produce each type of valve part, so according to the cycle time
of each machine, the production capacity (no of units produced) per shift /day is
calculated. here the production capacity is considered as units per minute or production
per day.
NO . of Productive Hours Total units produced

Cycle time = is considers as cycle time =
Total units produced day
 3 shifts per day
 8 hours in each shift
 7.5working hours per shift
 ½ hours for preparation for work (raw material storage, machine cleaning and
preparation)
Net production time

 Cycle time ¿ for one shift
No. units produced
24000
 ¿ =4sec/unit
6500
 ¿ 15units/minutes for peterman Bush
 When calculated for each machine the total production is 1735000 units per day
 The available time per shift is 450 minutes, no of rods processed 20/shift, the time
required to process each rod 20 minutes, amount of time utilized is = no. of rod
processed * time required process each rod = 20*20= 400 minute, so the total waiting
time of each machine is =available time –time utilized =450-400=50 minutes/shift,150
minutes/day.
5.2.1.2.1. INACCURATE PROCESS PLANNING
 The daily production target (shown in table 5.2) is not been achieved as per planning
because process inaccuracies are as follows.

 One operator has to run more than one machine in each machine cell, so machines need to
wait for 5-10 minutes whenever materials need to be loaded, so the downtime of each
machine increases.
 Intermittent inspection is being done by the machine operator himself so after processing
machines sometimes stay in waiting for material to be loaded till the operator finishes
inspection.
 Few machines go idle either because of repair or shortage of operator
 Nonrelated workstation between the process limiting the process efficiency
 Most of the machines used here are conventional needs more manpower and space
5.2.1.2.2. INEFFICIENT PRODUCTION LAYOUT
 Improper machine cell layout, leading to inaccurate flow and mixing of materials.
 Disrupts the ease of material transport and comfort during the work process by having
non-working assets in between each machine cell.
 Stocking of raw materials and processed parts unnecessarily results in additional
inventory.
 The non-effective layout leaves more space unused.
Figure 5.3: Current State Layout Unit 4

5.2.2. PLANNING FOR IMPROVEMENT: THE FUTURE STATE MAP

The first step toward improving the efficiency of the production is to redesign the
layout of the plant unit.
5.2.2.1. INEFFICIENT PRODUCTION LAYOUT
PROPOSED LAYOUT FOR SOLUTION: The new layout that shows improved machine
cell design and flow is shown below using the sketch up a design tool
Figure 5.4: Future State Layout Unit4

 Rather inspecting and storing the raw material separately outside and inside the plant for
a day raw material should be inspected and ground simultaneously and stored inside the
plant as shown in figure 5.4
Outcomes:
 It could be possible to install additional machines in the plant using the freed-up space by
eliminating area covered by storage of raw material and burr storage inside the plant.
 The operator's working hours are reduced, so they can be used for other tasks such as
inventory transport, inspection, and other kind of work.
 Burr cleaning and processing areas are to be separated so that the disturbance would
minimize and hence improve the ease of material flow.

 Each machine cell is equipped with stage inspection rather than inspecting parts from all
machine cells simultaneously in one stage inspection to avoid mixing, in turn prevents
miss processing, improves quality.
 Each work cell is equipped with stage inspection, buffer storage, and separate raw
inventory storage. As a result, poke yoke is installed efficiently to eliminate either
processing of the wrong material or the processing of the material with the wrong process
steps.
5.2.2.2 INACCURATE PROCESS PLANNING
PROPOSED SOLUTION: The waiting time of the machines can be reduced if simple line
balancing is adopted.
 A machine operator who has to operate six machines simultaneously feeds raw material
one by one while loading one machine with raw material, the other machines then have to
wait for between 5 and 15minutes. Therefore, all the machines wait for 1:30 hours a day
without working.
A B C D E F
2.8Sec 4.2Sec 3.7Sec 2.7Sec 2.8Sec 3.7Sec
 By using the Kanban system for the identification, each machine should name and coded
with color, so it's easy to collect the processed part separately without mixing and find
defects in the machine.
 If the operator feeds each machine considering the cycle time in ascending order, the
machines with less cycle time will not spend a lot of time waiting, so when the machine
with less cycle time which spends less time in waiting is more productive.
 It has conventional, automated, and semiautomated modes of machines that process all
types of parts. Machine cells ( combination of set of machines involves in the production
of a part or product) have to be able to combine all the modes of machines for the
production of each part , it could be possible to combine all modes of machine considering
their cycle time meet annual demand of each part . So, the production efficiency increases
furthermore by the utilization of every machine available.


5.2.2.3. FUTURE STATE VALUE STREAM MAPPING UNIT 4
Figure 5.5: Future State Map Unit 4

5.2.2.4. RESULT
 A single workstation is designated for inspection and grinding of raw materials, and both
processes are reduced to one. Thus, the processing time is reduced from 4 hours to 2
hours and manpower is reduced from 3 to 2.
 To prevent mixing and improving the quality of products, the use of the Kanban
(Naming and color coding) system identifies machines and the material they process.
 Improved plant layout and new processing methods increase process efficiency
25000
 Revised cycle time ¿
6890
 ¿3.6sec/unit
 ¿17.5 units/ minute for peterman Bush
 When calculated for each machine total production is 1869000units /day
 The available time per shift is 450 minutes, no of rods processed 22/shift, the time
required to process each rod 20 minutes, amount of time utilized is 22*20= 440 minute,
so the total waiting time of each machine is =available time –time utilized =450-440=10
minutes/shift,30 minutes/day. Time utilization increased from 85 to 97 %.
 Processing time is reduced from 1day 13 hours to 1day 8 hours.

 Lead time is reduced from 1 day 9 hours to 10 hours.
The impact of value stream mapping and other lean tools in the improvement of the process is
proposed with The comparison of the current state map with the future state map as shown in
table 5.3

PARAMETERS CURRENT FUTURE CHANGE IN

STATE VSM STATE VSM PARAMETER (no’s & %)
No of operators 21 19 -9.52%
Production (no of 1735300 1869000 7.7%
units)
Wait time of each 150min 90min -40%
machine
Production lead time 1day 9hrs 10hrs -23hrs
(days/hrs)
Processing time (hrs) 1day 13hrs 1day 8hrs -4hrs
Value adding time 85% 97% 12%
(%)
Table 5.3: Comparison Of Parameters

5.3.PROBLEMS IDENTIFIED THROUGH ANALYSIS OF

Here the valve core assembly and tubeless valves assembly is done. To identify
process inaccuracies, production per shift is compared with full efficiency of production
(calculated for each machine cell based on the cycle time) to determine the impact of the
process inaccuracies. Therefore, by identifying the difference between the amount of
processable and processing parts in a particular machine cell, flaws in the process can be
identified and eliminated.
5.3.1.2 PROBLEM IDENTIFICATION
INACCURATE PROCESS PLANNING
 The core assembly has conventional, automated machines, each of which has a different
cycle time, makes it impossible to achieve the production that planned because there is an
unbalanced flow of materials and processes.
 The machine arrangement is not an effective method for achieving the intended result,
requiring more manpower and takes more time in inventory and transport.
 Mixing parts results in a failed assembly and wasted product.
 There is no one-piece flow between assembly, testing, and packing, which is the main
cause of wastes.
 Operators would be able to add more value to the process if machines could be improved
for other operations, such as automated loading and collecting parts.
The following table shows the production of each machine cell.

2020-21
5.3.1.3. DAILY PRODUCTION DATA UNIT 1(CORE ASSEMBLY AND TUBELESS VALVE ASSEMBLY ) MONTHLY
FORECAST
Types of Available Targe Production Achieve Balance in lakhs Achievable
components machine t in /day d in after
lakhs lakhs implementation
of lean
Remainin achievable In lakhs
g
Regular core 05 60.00 2.07 41.17 18.83 56.85 58.52
INS core 02 75.00 2.19 46.42 28.52 46.42 72.75
INS pin 02 75.00 2.28 42.71 32.29 58.98 72.75
CH pin for p7 02 10.00 0.25 3.76 6.24 5.192 9.7
Table 5.4: Monthly Production Data Unit 1 Core Assembly

5.3.1.4 CURRENT STATE MAP UNIT 1

5.3.1.5 INEFFICIENT PRODUCTION LAYOUT
 The present machine center layout has no one-piece flow its most important way of the
efficient assembly process. Here one operator is operating 3 machines in a conventional
blitz machine cell. as shown bellow
Figure 5.7: Current Assembly Sequence
The Number is given to the machine according to their operation:
1. Pin &washer assembly 4.Final assembly
2. Bush & washer assembly
3.Bush&washer assembly

 A-L represents the machine name whereas 1,2,3,4 represent the assembly sequence of the
core of the valve but in this case, the machine not being arranged in the sequence is the
main issue, where every time operator has to walk from machine to machine in different
locations is the main source of non-value adding activity.
 The poor machining sequence causes mixing.
 Needs more operators than required.
 Here the materials spend much of their time in inventory and transport, as shown in the
figure below. Assembly, packing, and testing are all performed in different process cells.
 There is no one-piece flow, increasing waiting times.
 Uncontrollable production due to mixed production.
Figure 5.8: Current Layout Unit 1

5.3.2.1. INACCURATE PROCESS PLANNING
PROPOSED SOLUTION: Blitz machine core assembly line balancing
 Within this core assembly, the assembly sequence is 1. pin with a washer, 2. bush with a
washer, 3. bush, and washer assembly with a spring. All of the three previous assemblies
come together to form one at the last assembly.
 A combination of all assembly machines is used to create the three machine groups to
provide the one-piece flow of parts. as shown in table 5.5

Task Task time Proceeded by

unit /minute
A 65 -
B 63 -
C 63 J
D 66 F
E 68 -
F 62 -
G 61 H
H 64 -
I 66 B, H, G
J 67 -
K 66 E, J, C
L 62 A, F, D
Table 5.5 Assembly Line Balancing
 The combination of four assembly machines is made according to their cycle time to give
balanced production from each three machine cell is shown above is represented as.

Figure 5.9: Future Assembly Sequence
The number is given to the machine according to their operation:
1. Pin &washer assembly, 2. Bush washer assembly, 3.Bush&washer assembly, 4.Final

assembly
OUTCOME:
 The Assembly line is perfectly balanced

 Operators required is reduced from 4 to 3
 Balanced production of each part
 Mixing is effectively avoided without risk
 The layout proposed below is simplified the process by eliminating unwanted workspace.
 Machine cell is created for product family to provide one piece flow of the parts hence
travel time of the inventory reduced.
 The machines are positioned so that assembly, testing, and packing can be done at one
work cell, resulting in improved productivity and reduced inventory.

 The machining center is set up in a way that the operator can operate two or more
machines without spending a lot of time walking between them. So eliminates machine
waiting time.
PROPOSED LAYOUT SOLUTION
Figure 5.10: Proposed Layout Unit 1
OUTCOME:
 Improved flow of the material without mixing

 Easy to identify product under the process, reduced inventory
 Flexible to change the process, Increase processability
 Easy to change the product because each machine cell is installed according to
product family.

5.3.2.3. FUTURE STATE VALUE STREAM MAPPING UNIT 1
Figure 5.11:Future State Map Unit 1

5.3.3.4. RESULT
The impact of value stream mapping and other lean tools in the improvement of the
process is proposed with The comparison of the current state map with the future state map as
shown in table 5.6
Table 5.6: Comparison Of Parameters
The overall efficiency of the process is increased with good results such as
productivity, flexibility to interchange the product, ease of inventory flow, avoid mixing,
reduced waiting time, balanced production, reduction in nonvalue adding activity.

STATE VSM STATE VSM PARAMETER
(no’s & %)
No of the processing stages 8 7 -1
No of operators 35 34 -1
Wait time of each machine 30 min 10 min -66.6%
Production lead time (hrs) 3days 2days 16hrs -8hrs
Processing time (hrs) 4days 4days -
Utilization time 88.75% 96% 7.25%

5.4 PROBLEMS IDENTIFIED THROUGH ANALYSIS OF

In unit 6 valve moulding, valve pickling, buffing, and packing is been done. The
project is concentrated on pickling, buffing, packing areas from the critical point of view.
Daily production capacity or units per minute is taken as the production cycle time and
pickling is taken as the initial point to plot the VSM.
Hereafter the moulding of the valve stem with the base rubber part of the valve has to
go through the surface property enhancement by a chemical treatment process called
pickling. The process inaccuracies are found in the area of picking, buffing, and packing.

5.4.1.1 INACCURATE PROCESS PLANNING
 The current process flow is not so efficient because of ineffective material transportation,
overprocessing, inaccurate production planning.
 Inefficient plant management leading to parts missing and mixing.
 Non ergonomically designed work table reducing the productivity of the worker.
 Bad material handling results in damage and rejection of valves
 Disturbed information flow between the work cell resulting misunderstand and miss
processing
 Consuming more manpower than required due to non-productive production methods
such as manual material handling, manual loading, and unloading
The following table shows the production parameters of each machine cell.

2020-21
5.4.1.2. DAILY PRODUCTION DATA UNIT 2 (PICKLING BUFFING AND INSPECTION)
Target Achieved Remainin No of work station No of Material Rejection

g Buffing Inspection packin workstation travel in
g s meter
CV(70000) 96% 4% 7 12 3 7 - 1000
SV 96% 3% 10 17 5 10 - 2000
TR13(70000)
TR(150000)
TR218(12000
)
V1(20000)
Pickling 480000 - 5 1 - -
(480000)
Table 5.7: Unit 2 Daily Production
 Pickling capacity for 1day:
1day =540 boxes

1box=250units of CV valves
1box=1500unitsof SV valves
SV production =400000/day
CV production=80000/day

 CV buffing and inspection:

Current production =70000/day
Net production time
Cycle time=
No of units produced
60× 7 ×24
= ×7
70000
= 49units/min
 For SV as per above calculation
Current production=252000/day
60× 10 ×24
= ×10
252000
= 175units/min
5.4.1.3 INEFFICIENT PRODUCTION LAYOUT
 The machine cell constructed in the present plant has many flaws causing bottlenecks
in each process.
 The non-related work cell (slug rubber processing area) installed between the process
leads to disturbance in the process, material flow, and missing parts.
 No effective workflow between machining and inspection due to inefficient
workspace design.
 Due to poor visibility, the worker has to spend more time looking for parts in the
inventory store.
 No dedicated inventory and sufficient space for each part being processed, causing
parts to mix.
Figure 5.13: Current Layout Unit 2

 From molding to pickling, there is no direct path for materials to be transferred. They
must transit a long path, which consumes more time of the workers.
 Slug rubber processing area installed between pickling and buffing area is disturbing
both processes.
 Nonworking inventory consumes a large portion of the space needed for working
inventory.
 After plotting the current state map on unit 2, it was discovered that the same
processes like CV and SV buffing inspection, packing were being performed in
different processing stations at two different locations, thereby causing less flexibility
for interconnections and changes.
 In addition, the study found that compact workstations lead to quality problems and
less flexibility to change due to lack of kanbanization.
 Mixing of products in the in-stock inventory makes it difficult to achieve first-in-first-
out (FIFO).

5.4.1.4 CURRENT STATE MAP UNIT 2


PROPOSED SOLUTION: By eliminating the flaws in the process outlined above, the
revised layout has been created.
Figure 5.15: Revised Layout Unit 2

 To create one work cell, the slug rubber production area is relocated to separate area
of the plant, the pickling, CV, and SV buffing, and inspection packing processes are
installed at a work station as shown above fig 5.15
POSSIBLE OUTCOME:
 Following pickling, the valve parts do not have to travel far to reach the buffing and
inspection packing area since they are installed adjacent to each other, thus saving travel
time.
 Elimination of disturbances between the slug rubber area and other processing areas.
 Reduces travel distances and hence the area occupied by travel paths used as storage
locations.
 The pickling machine loading and unloading orientation has changed so that the loading
face faces the valves to be pickled stored at molding storage, the unloading face faces
the buffing area, and the path between valve after molding storage and the pickling
machine has been shortened.
POSSIBLE OUTCOME:

 The time and space required to move the valve are reduced, as a result, more space is
saved and operation time is shortened.
 Eliminates the mixing of different components.
5.4.2.2. INACCURATE PROCESS PLANNING

PROPOSED SOLUTION: The revised layout also gave the advantage to propose new
efficient processing methods with the implementation of kanban, poka-yoke, jidoka tools
 After installing a new layout as proposed, the space that is freed up is used to store valves
for buffing and inspection, and to pack them up.
 There needs to be a storage space adjacent to each machine. To allocate parts easily in
less time, the material transporter should be aware of each machine and part it processes.
So, it’s easy to store the part from previous process avoids mixing and eliminates time
required in finding of the parts at storage and easy achieve FIFO
 For identifying the destination machine for each part, a Kanban system of color coding
should be used, as well as the traveling job card of each part should be written with color-
coding of each machine where the part going to be machined.
Outcome:
 No need to spend much time in search of material
 Avoid mixing of component
 Easy to achieve the first in first out (FIFO)
 Avoid miss processing
 Reduces manpower
 Automation of the buffing machine for automatic loading and unloading to the inspection
table with a conveyor system makes the process more productive for the worker.
Outcome:
 Operators do not need to spend more time loading and unloading parts. As a result,
inspections are also performed more efficiently because the workers operating time
saved can be used for inspection.
 The working table must be ergonomically designed to separate the accepted and rejected
parts at a distance that is reachable from the worker's left or right rather than the top of
the table to facilitate inspection and packing.
Outcome: Increase the workability of the worker, Reduces the damage.

5.4.2.3. FUTURE STATE VALUE STREAM MAPPING
Figure 5.16:
Future State Map
Unit 2

Revised production capacity
With processing time reduced from 3days to 2&1/2 days. for night shift only 6 hours of 12
hours is considered since the man power is half compared to day shifts
 CV buffing and inspection =current production + increased production
=70000+(49*60*6)
=87000 units/day
 SV buffing and inspection =252000+(175*60*6)
=315000units/day
 With reduction of non-value adding activity and utilization of full-time ,production is

increased with the reduced inventory.
5.3.3.4. RESULT
The impact of value stream mapping and other lean tools in the improvement of the
process is proposed with The comparison of the current state map with the future state map as
shown in table 5.8

STATE VSM STATE VSM PARAMETER
(no’s & %)
No of the processing stages 4 3 -1
No of operators 59 57 -1
Wait time of each machine 1.5hrs 30 min -33.33%
Production lead time (hrs) 2days 1days 12hrs -12hrs
Processing time (hrs) 3days 2.5days -12hrs

Utilization time 86% 94% 8%
Table 5.8: comparison of parameters

CHAPTER 6. CONCLUSION AND FUTURE WORK
This study indicates that lean approaches have a considerable impact on operational
performance, including inventory management, on-time delivery, waste reduction, demand
management, cost reduction, and productivity enhancement. More crucially, this study backs
up prior findings that lean approaches boost operational performance in process sectors. As a
result, this research clears up any uncertainty.
Productivity can be enhanced, lead times can be shortened, inventories can be

decreased, man-hour efficiency can be improved, prices can be lowered, and resources,
including personnel and floor space, maybe efficiently utilized as a result of using lean
methodology. One of the lean principles employed in overtravel operations is the removal of
non-value adding tasks. The lean methodologies like kanban, kaizen, jidoka, poka-yoke, one-
piece flow, process machine balancing, and many others are used in conjunction with layout
modification to facilitate the implementation of those tools.
For each processing plant, the current state map is created, which helped to identify
problems with the process such as lack of one-piece flow, flaws in layouts, and lack of lean
practices in an industry where lean has already been practiced. It is concluded that VSM does
not only help to improve processes but also identifies potential problems in the process
methods practiced today.
THE FUTURE WORK
In the current operational scenario, the processing is based on the process family
where every product must pass through each processing unit in the plant. The product spends
a lot of time in traveling between the processing unit and being inventoried, resulting in
misprocessing, missing products, and reduced production efficiency. The future of the project
is to break the plant into many processing cells, in which every processing machine the
family goes through is integrated into one cell to implement a one-piece flow process. In the
dedicated processing cell, the raw material is processed from raw to ready-to-use in one flow
without travelling to different processing unit , which would result in increasing production
efficiency and flexibility to demand fluctuation.

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Chapter 1. Introduction: 1.1. Background

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Chapter 1. Introduction: 1.1. Background

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What are some of the steps involved in lean manufacturing?

What are some of the steps involved in lean manufacturing?

What are some examples of waste that lean manufacturing aims to eliminate?

What are some examples of waste that lean manufacturing aims to eliminate?

Enhancing Quality and Productivity through Lean Strategies in the Automobile Industry with

the Help of Value Stream Mapping 2020-21

Dept. of I & P Engg NIE, Mysore 1

Figure 1.1: History Of Manufacturing

Source (Strategosinc, 2008.)

Lean Manufacturing is a specific process that has been implemented by leading

Lean manufacturing began to be studied in depth by the Japanese. "Kaizen" means

Dept. of I & P Engg NIE, Mysore 2

In high-precision manufacturing, software-based technologies are commonly used to

1.2. COMPANY PROFILE

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Figure 1.2: Company Plant

1.3. PROBLEM STATEMENT

 Increased inventory levels (both in warehouses and at production plants)

 Inefficient material flow

 Low productivity and efficiency of production

 Imbalanced production lines

 Inadequate visibility led to materials being lost

The following issues could be addressed and improved:

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1.4. SCOPE OF THE PROJECT

1.5. OBJECTIVES OF THE PROJECT

1.6. PROJECT APPROACH

Figure 1.3: Process Architecture

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CHAPTER 2: LITERATURE REVIEW AND

2.1. LITERATURE REVIEW

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The Indian national culture is defined by a strong sense of "power distance"

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CHAPTER 3. LEAN MANUFACTURING SYSTEM

3.1. DEFINING LEAN MANUFACTURING AND LEAN

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3.2. LEAN MANUFACTURING CONCEPT

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1. Maintain constant material flow to customers and prevent stockpiling

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3.2.2 TOYOTA PRODUCTION SYSTEM

Figure 3.1: Toyota Production System

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effectively with their competition with JIDOKA(autonomation of the process).

Figure 3.2: Jit And Traditional Manufacturing

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Figure 3.3: Production Plan Jit And Traditional Method

3.2.4. TPS - JIDOKA PILLAR (THE SOURCE QUALITY)

2- Visual control makes problems visible.

Figure 3.5: Digital Kanban Board

3- Poka-Yoke (Error Proofing).

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Figure 3.6: Error Proofing

3.3. CONCEPT OF LEAN

Figure 3.7: Lean Concept

3.3.1. LEAN DESIGN