Lean Tools and their Implementation

Guided by: Prof. Gajanan Patange Project by: Bharat Chaudhary (09ME021)

Kaushal Chhadva ( 09ME021)

Akshit Kataria (09ME042)

Content
Introduction to lean manufacturing Objective of Project Wastes in Lean Manufacturing Lean tools

Value stream mapping 5s + Safety Total productive maintenance

Kanban
SMED ( Single minute exchange of dies) Kaizen

Content

Case studies 1) Navkala Plastic Molding pvt ltd, Ahmedabad 2) Real Casting pvt ltd, Ahmedabad 3) G.S brass Enterprise, Jamnagar ( Under process) Propose Implantations Conclusion

Introduction to lean manufacturing

It is a whole new way of thinking, to serve the customers with high quality Products, low cost and short delivery times. Lean is a philosophy that seeks to eliminate waste in all aspects of a firms production activities: human relations, vendor relations, technology, and the management of materials and inventory.

Where can it be applied

Lean is principally industries

associated

with

manufacturing

equally applicable to both service and administration processes. Currently it is also being adopted by manufacturing and meat processing sectors. the food

Objective of Project

Lean implementation is focused on getting the right things, to the right place, at the right time, in the right quantity to achieve perfect work flow while minimizing waste and being flexible and able to change. The objective of this Thesis is to carry out a study, proposal and analysis of improvements about Manufacturing in Plastic injection molding, Casting and Brass products machining Industries. By getting these improvements; it would have some benefits, adding more production and easiness work and also an improvement in terms of quality.

Wastes in Lean Manufacturing

Muda (or non value-added work): Muda is discovered after the process is in place and is dealt with reactively. It is seen through variation in output. Muri (or overburden): It is focused on the preparation and planning of the process, or what work can be avoided by design.

Mura (or unevenness): It focuses on implementation and the elimination of fluctuation at the scheduling or operations level, such as quality and volume

Muda wastes

1)

Overproduction: Production ahead of demand

2) Transportation: To move products that is not actually required to perform the processing.

3)

Waiting: Waiting for the next production step.

4) Inventory: All components, work-in-progress and finished product not being processed. 5) Motion: People or equipment moving or walking more than is required to perform the processing 6) 7) Over-Processing: Due to poor tool or product design creating activity. Defects: The effort involved in inspecting for and fixing defects.

Muri wastes

Work Flow: Logical directions to be taken. Takt time: Maximum time allowed producing in order to meet demand. When everyone knows the standard condition, and the standardized work sequences, the results observed are:

Employee morale is heightened Higher quality is achieved Productivity is improved Costs are reduced.

Mura wastes

It is based on little or no inventory, by supplying the production process with the right part, at the right time, in the right amount, and first-in, first out component flow.
Just in Time systems create a pull system in which each sub-process withdraws its needs from the preceding sub-processes, and ultimately from an outside supplier.

Lean Tools:1) Value stream mapping

Value Stream Mapping is a method of creating a "One page picture" of all the processes that occur in a company, from the time a customer places an order for a product, until the customer has received that product in their facility. The goal is to depict material and information flows across and throughout all Value-Adding Processes required to produce and ship the product to the customer. Value Stream Maps document all of the processes used to produce and ship a product, both Value-Adding and Non-Value-Adding (Waste) processes.

Steps in VSM

Plan the activity, Walk the process and collect the process and step data, Produce and analyze the current-state value stream map, Produce a future-state map,

Develop a change plan,

Implement the changes, Review the process and repeat

2)5S +Safety

7 Role of 5S in Different Areas of Industry

3)Total Productive Maintenance

TPM (Total Productive Maintenance) is an excellent method for meeting the demands and for continuous flow manufacturing on equipment. TPM does the following:

It increases OEE (Overall Equipment Effectiveness) using improvement activities. It establishes an autonomous maintenance program performed by equipment operators. It establishes a planned maintenance system. It requires training to improve operation and maintenance skill It institutes a system for MP (maintenance prevention) design and early equipment management.

Types of Losses
Break Downs
Setup and Adjustment

Losses

Startup Rejects

Difficulties faced in TPM implementation:

Typically people show strong resistance to change.

Many people treat it just another Program of the month without paying any focus and also doubt about the effectiveness.
Not sufficient resources (people, money, time, etc.) and assistance provided

Insufficient understanding of the methodology and philosophy by middle management

TPM is not a quick fix approach, it involve cultural change to the ways we do things

4) KANBAN

The premise of Kanban is to create Visual Indicators to allow the operators to be the ones who determine how much of a product to run when to stop or change over. Kanban rules also tell the operators What Steps to take when they have problems and whom to go when Problems occurs. Benefits:

Reduce inventory by 80%.

Prevents Overproduction, Which is the mother of all wastes Places control at the operations Level Improves responsiveness to changes in demand(reduces Throughput Time)

Minimizes risk of having obsolete Inventory

5)Single Minute Exchange of Die

It provides a rapid and efficient way of converting a manufacturing process from running the current product to running the next product. This rapid changeover is key to reducing production lot sizes and thereby improving flow.

Steps:

Separate internal from external setup operations Convert internal to external setup Standardize function, not shape Use functional clamps or eliminate fasteners altogether Use intermediate jigs Adopt parallel operations (see image on next slide) Eliminate adjustments Mechanization

6) Kaizen (Continuous Improvement)

Kaizen is a combination of two words, kai and Zen. Kai means to change or modify and Zen means to Improve or make better. Kaizen Principles:

Focus on improvements Blame the process and not the person Create work teams Develop self-discipline, a sense of personal responsibility and accountability. Enable Employees (i.e. Set employees for success)

Kaizen Process

Defining Problem. Understanding current state Finding the root cause.

Planning counter measures

Improving Counter measures Verifying results Standardizing and establishing control

Case Study:1

Company Profile: Name: Navkala plastics Number of Working People: 40 Turn Over: 10crores Product: Plastic caps, bowls, containers, bottles, etc.

Flow diagram

Identification of problem
Problem no
1 2

Problems
Too much die changing time Die life is less

Weightage out of 10 100 90

3
4 5 6 7 8 9 10 11 12

New calculations for every die

No Inspection unit Time waste during maintenance Manufacturing was not continuous Initial wastage of products Production rate varied a lot Improper space utilization Die cooling time losses Improper layout Cleaning was required in cooling tower

70
20 90 60 50 30 60 90 50 90 70

13

Storage near the production, so no walking space

Pareto chart

Why-Why Analysis

Main cause: - Too much Die changing time Why 1 - All the external operations were also performed after stopping the machine Why 2 -There was only one operator per machine with no helper, and die was heavy Main cause: Die life was less

Why1 Due to the use of recycled plastic material of low grade

Why2- That material was cheap Other reasons- Too hot plastic if inserted inside can decrease die life, Also improper cooling can reduce the die life.

Main cause: Production rate varied continuously Why1- Time wastage between removals of product from mold. Why2- Machine stops as door opens.

Why3- Door opening and closing time depends on the operator.

Other reasons: Some blockage in nozzle also reduces the mass flow rate Main cause: Manufacturing was not continuous

Why1- Hopper size was limited to 125 kg only

Why2- When color of product change hopper has to emptied Why3- Different color require different plastic grains mixture Other reason Why1- After some time Die gets heated Why2- Only water cooling was there, Chillers are better option but not used. Why3- Chillers require special arrangement

Main cause: Improper space utilization Why1- Whole floor was covered by products, wastes, packing materials and other things Why2- No proper layout and Upper part of factory was not used Why3- Lack of 5S Principle implementation

5S analysis sheet

Some pictures showing the need of implementation of 5S

Proposals:

Sorting
Extra wooden roof at the top can accommodate all unused item, increasing floor space Use only needed materials, equipment, tooling & supplies when needed. Eliminate excess / obsolete equipment & inventory Improve space utilization by eliminating space taken up by unneeded items and organizing needed items

Set in Order
Locate missing tools, documents, instructions, keys and inventory
Put everything in a useable place Make every item visible, reachable & available when needed

Shine in Order
Remove dirt, oil, scraps and garbage Assign cleaning responsibilities - team effort

Clean on a daily basis - the cleaner the better!

Audit the cleaning process use cleaning checklists Improve equipment maintenance through cleaning Clean aisles, walkways, floors, machines, desks

Standardization
Maintain and control continual improvement Ensure systematic organization, sorting, and scrubbing clean are synchronized

TPM Implementation

Problems and solutions

1) To avoid breakdowns and for increase in production
Planned maintenance could avoid above problems: By cleaning the piping systems By cleaning the nozzle By replacing door pins 2) Down time losses due to operator fatigue, setup changeover and material shortages Keeping 2 extra workers per 5 machines so that every operator can get rest after 2 hours of operation When die has to be changed first all the external operations like moving it by crane, adjusting nut and bolts of die, other tool needed should be kept ready before stopping machine One hopper per 2 machines should be kept extra filled with raw material so, it can directly be attached to machine when it is required

3) Start up rejects

Above graph shows after starting the machine rejects are very high Solution: For every die parameters like pressure, temperature, dwell time, feeding rate, etc are different. Instead of using try and error method every time whille using the die, some standardised parameters should be used. The parameters which are found ok should be stored and directly should be implemented next time.

4) Production rejects
There were many rejects due to some machine error, due to improper cooling, plastic getting stick to the die and runner scraps.
Solution Some rejects are always there but by proper cooling of die sticking problem can be minimized . Die should be made such that runners scrap is less Nozzle should be blockage free so mass flow rate is constant

Case study:-2

Company Profile:

Name: Real cast foundry

Number of Working People: 35 Turn Over: 20crores Product: Different casting products like pump casings, flywheels, etc.

Flow chart

Problems:

1) Too much wastes 2) Sand reclamation system was not there 3) Improper space Utilization 4) Too much inventory 5) Environmental Pollution

Pollution due to

Pattern Making
VOC (volatile organic compound) from glues, epoxies, and paints. Waste water: Little or no wastewater generated ,but there is no plan for water utilization.

Residual Wastes: Scrap pattern materials

Mold and Core Preparation and Pouring Waste mold and core sand potentially containing metals and residual chemical binders Charging and Melting Air Emissions: Products of combustion, oil vapors, particulates, metallic oxide fumes

Shakeout, Cooling and Sand Handling Dust and metallic particulates; VOC and organic compounds from the sand disposal as there was no treatment system. Air emission
Concentration in mg/kg Sr. No. Waste

Cu

Zn

Pb

Ni

F1 1 2 3 Sand waste Dust Slag waste Waste 4 220 166 520

F2 190 143 482

F3 182 151 543

F1 79 169 306

F2 71 138 297

F3 67 149 319

F1 172 263 49

F2 180 255 52

F3 158 248 57

F1 125 206 484

F2 130 199 490

F3 118 224 503

From
Ladle MOEF Standard

141

130

150

340

312

302

30

26

23

239

227

244

300

1000

100

50

Result

The foundries generate lot of Solid waste like sand waste, dust, and slag waste, waste from ladle which is harmful for human health. There is no arrangement for beneficial reuse, disposal, treatment and handling. Regarding air emission, foundry is emitting pollutants from different department namely Furnace operation, Preparation of cores and molds, Casting, Shakeout and reclamation. There are drastic deviations in all department compare to MOEF Standard. There is low air emission where induction furnace is installed but they are not running with highest efficiency.

Scope of lean tools:

Just in time manufacturing- It can help in reducing the overproduction,

and hence the above mentioned losses can be reduced. Total productive maintenance- As per it the regular scheduled maintenance of various parts like compressors, furnaces, sand mixture, etc. will consume less power and hence reduce pollution. By reducing scrap above pollution can be decreased Scrap may be of runners and gates, reworks, final rejected parts, etc. KAIZEN- It helps in reducing the overall inventory of the company by proper MRP planning, proper control of management over production, etc. So only the needed things are ordered reducing inventory, the needed thing are kept on other are switched off, which saves power and cost.

5S- It involves proper arrangement of all the equipments at right place, proper layout of the factory, proper cleaning, etc. If proper arrangement are there then everything can be found out easily found when required reducing unnecessary buying of inventory

Why 5S

Proposals:

Extra roofs, where unwanted material can be stored so floor space can be utilized properly.

All the Pattern, Cope and Drag which are not in use should be marked and stored in separate section.
Every section should be separate pattern making, poring, grinding, etc. Better cleanliness of Equipment's like Muller machine, Grinders, Containers which are used for pulling raisin from tanks. Make every item visible, reachable & available when needed Ensure systematic organization, sorting, and scrubbing clean are synchronized Use safety equipments like safety shoes, Helmets, Hand gloves, etc.

Give proper safety guidelines to the workers

Conclusion

There is an infinite number of ways of implement Lean Manufacturing in these Industries in future, both the management and the workers have to work together for successful implementation. Most of lean tools are not costly and can be implemented easily, after attainment of its use. Indian small and medium scale industries can get large advantage of it.