Implementation of lean manufacturing in automotive manufacturing plant [TEL].

Ravikumar, M.M. ; Marimuthu, K. ; Chandramohan, D. 等

Introduction

New product development (NPD) managers are increasingly being challenged to apply lean methods in product development. Yet, product development experts finds that many companies, misunderstand the dramatic differences in how these methods create value in the very different worlds of manufacturing and product development.

These key misunderstandings are preventing companies from exploiting lean methods in product development, and even leading some companies to totally ignore this important new opportunity to improve performance.

In this research, we discuss a successful lean manufacturing implementation experience at TEL located in the mid west region of Chennai, Tamilnadu, INDIA.

Statement of the Problem

The purpose of this study is to determine how the senior business consultant of Turbo Energy Limited (TEL) is implementing the Lean Manufacturing process based on a company actually located in Chennai. The fundamental background of the Lean Manufacturing process and consultant's work execution procedure [1] will be learned by information gathering from academic books, the Internet, and various academic journals.

Research Methodology

The main objective of this research project is to eliminate non-value-added Activities [1] and increase company's profitability while increasing production and reducing costs at the same time. Lean implementation consistently fosters changes in organizational culture that exhibit the following characteristics:

* A continual improvement culture focused on identifying and eliminating waste throughout the production process;

* Employee involvement in continual improvement and problem-solving;

* Operations-based focus of activity and involvement;

* A metrics-driven operational setting that emphasizes rapid performance feedback and leading indicators;

* Supply chain investment to improve enterprise-wide performance; and

* A whole systems view and thinking for optimizing performance.

Lean methods typically target eight types of waste and these waste types are listed in Table 1. It is interesting to note that the "wastes" typically targeted by environmental management agencies, such as non-product output and raw material wastes, are not explicitly included in the list of manufacturing wastes that lean practitioners routinely target.

Different Methods to Implement Lean:

There are numerous methods and tools that organizations use to implement lean production systems. Eight core lean tools are described briefly below. They include:

1. Kaizen Rapid Improvement Process

2. 5S

3. Total Productive Maintenance (TPM)

4. Cellular Manufacturing / One-piece Flow Production Systems

5. Just-in-time Production / KANBAN

6. Six Sigma

7. Pre-Production Planning (3P)

8. Lean Enterprise Supplier Networks

Of the all the above techniques as a piecemeal, we have implemented 5S and cellular manufacturing in TEL.

Research Procedures

5S is a system to reduce waste and optimize productivity through maintaining an orderly workplace to achieve more consistent operational results [3]. It derives from the belief that, in the daily work of a company, routines that maintain organization and orderliness are essential to a smooth and efficient flow of activities. Implementation of this method "cleans up" and organizes the workplace basically in its existing configuration, and it is typically the starting point for shop- floor transformation. The 5S pillars, Sort (Seiri), Set in Order (Seiton), Shine (Seiso), Standardize (Seiketsu), and Sustain (Shitsuke), provide a methodology for organizing, cleaning, developing, and sustaining a productive work environment. 5S encourages workers to improve the physical setting of their work and teaches them to reduce waste, unplanned downtime, and in-process inventory. A typical 5S implementation would result in significant reductions in the square footage of space needed for existing operations. It also would result in the organization of tools and materials into labeled and color coded storage locations, as well as "kits" that contain just what is needed to perform a task. 5S provides the foundation on which other lean methods, such as TPM, cellular manufacturing, just-in-time production, and six sigma, can be introduced effectively.

Cellular Manufacturing / One-Piece Flow Systems. In cellular manufacturing [4], production work stations and equipment are arranged in a product-aligned sequence that supports a smooth flow of materials and components through the production process with minimal transport or delay. Implementation of this lean method often represents the first major shift in production activity and shop floor configuration, and it is the key enabler of increased production velocity and flexibility, as well as the reduction of capital requirements, in the form of excess inventories, facilities, and large production equipment. Figure A illustrates the production flow in a conventional batch and queue system, where the process begins with a large batch of units from the parts supplier. The parts make their way through the various functional departments in large "lots," until the assembled products eventually are shipped to the customer.

Rather than processing multiple parts before sending them on to the next machine or process step (as is the case in batch-and-queue, or large-lot production), cellular manufacturing aims to move products through the Manufacturing process one-piece at a time, at a rate determined by customer demand (the pull).

[FIGURE A OMITTED]

Cellular manufacturing can also provide companies with the flexibility to make quick "changeovers" to vary product type or features on the production line in response to specific customer demands. This can eliminate the need for uncertain forecasting as well as the waste associated with unsuccessful forecasting. Figure B illustrates production in this product-aligned, one-piece flow, pull production approach.

[FIGURE B OMITTED]

Cellular manufacturing methods include specific analytical techniques for assessing current operations and designing a new cell-based manufacturing layout that will shorten cycle times and changeover times. To enhance the productivity of the cellular design, an organization must often replace large, high volume production machines with small, mobile, flexible, "right-sized" machines to fit well in the cell. Equipment often must be modified to stop and signal when a cycle is complete or when problems occur, using a technique called autonomation (or jidoka). This transformation often shifts worker responsibilities from watching a single machine, to managing multiple machines in a production cell. While plant-floor workers may need to feed or unload pieces at the beginning or end of the process sequence, they are generally freed to focus on implementing TPM and process improvements. Using this technique, production capacity can be incrementally increased or decreased by adding or removing production cells.

Data Analysis

The data collected during the Research procedure analyzed to determine the scale that raising potential profit through increased production size or reduced operational costs at the same time. The data is clearly displayed through appropriate headings that could potentially be improved. Qualitative data was analyzed by identifying and organizing the qualitative responses that introduced distinctive concepts.

Results

This chapter reports on the results from the data analysis obtained by the implementation of 5S and Cellular Manufacturing.

Benefits obtained by 5S

* The movement of worker was reduced by keeping things in order [seiton]

* To avoid the unnecessary part such as other job items, scraps, bolts and nuts are sorted out [seiri]

* In order to keep the workplaces clean and neat to avoid the unwanted accident sweeping has done on the line [seiso]

* If a worker is having a dilemma in doing the job. It has to be avoided by standardizing the process. So that he can be motivated in an effective manner [standardization]

* "Prevention is better than cure" so every worker can be prevented from the effect of danger. By adopting of discipline in the working area. Every worker must be discipline, punctual in their work.[shitsuke]

From the data analysis, we identified the some defects which are in the existing process such as Back passing, By-passing etc.

BACK PASSING:

Bypassing occurs when a part skips some machines, while it is moving towards the end of a flow line arrangement.

BY-PASSING:

Backtracking is the movement of a part from one machine to another that precedes it in the sequence of machines in flow-line arrangement.

[ILLUSTRATION OMITTED]

[ILLUSTRATION OMITTED]

Summary, Restatement of Problem and Recommendations

Introduction

This chapter contains the conclusions and recommendations drawn from all the information gathered in the above chapters. Based on the findings, a number of conclusions are made, with specific recommendations suggested for each conclusion. This chapter is divided into three sections: [1] a summary of the study; [2] conclusions based upon the results of the study; and [3] recommendations for further study.

Summary

This section addresses several elements as related to this study. Included in this section will be a restatement of the problem and a review of the methods and procedures used to gather all the information found in this research.

Restatement of the Problem

The purpose of the study was to identify how the business consultant can develop an efficient organizational culture that is capable of "implementing Lean Manufacturing" for a long term. This paper also focuses on how the business consultants execute organizational change such as "Lean Manufacturing Implementation Process" in the real business world from a corporate training standing point. Objectives of this study were to:

1. Identify the benefits of learning how manufacturing industry should learn more about Lean Manufacturing process not to be concerned with the size of a company.

2. Identify the approaches to redirect non-value added activity into value added activity in order to improve efficiency of production.

3. Provide solutions to production processes that reduce cost, free up working capital, and reduce customer lead time.

Recommendations

Based on the review of literature and the finds of this study, the following recommendations are made for further investigation:

* This study involved only a small segment of TEL. As this study found, that Lean Manufacturing in feasible for increasing productivity and efficiency in operation processes, it is recommended that Lean Manufacturing can be applied in every segment of operations in the organizations.

* The research indicates that there are varieties of methods for success when implementing Lean Manufacturing process into an organization by the managements.

* For future study and increasing data, the researcher could distribute a survey to all TEL'S future clients. Therefore, the researcher and TEL would have a clear understanding of beneficial points to hire consultants to implementing Lean Manufacturing process.

* In future, TEL can introduce other few Lean tools such as Kaizen, Kanban, and Six Sigma to achieve higher efficiency.

References

[1] Shahram Taj, "Lean manufacturing performance in China: assessment of 65 manufacturing plants", Journal of Manufacturing Technology Management Vol. 19 No. 2, 2008, pp. 217-234.

[2] Angel Martinez Sanchez and Manuela Perez Perez, "Lean indicators and Manufacturing Strategies", international Journal of operations and production management, Vol 21, No 11, 2001, pp 1433-145.

[3] Clare L. Comm, "An Exploratory Analysis in Applying Lean Manufacturing to a Labor-Intensive Industry in China", Asia Pacific Journal of Marketing and Logistics, Volume 17 Number 4 2005, pp 63-80.

[4] Michael Robertson, Carole Jones, "Application of lean production and agile manufacturing concepts in a telecommunications Environment", International sJournal of Agile Management Systems 1/1 [1999] 14[+ or -]16.

M.M. Ravikumar (1), K. Marimuthu (2) and D. Chandramohan (3)

(1,3) Ph.D, Research Scholar, Anna University, Coimbatore

(2) Professor, Coimbatore Institute of Technology, Coimbatore, INDIA Email: chitravinila@yahoo.co.in

Table 1: Eight Types of Manufacturing Waste Targeted by Lean Methods.

Waste Type        Examples

Defects           Production of off-specification products, components
                  or services that result in scrap, rework, replacement
                  production, inspection, and/or defective materials
Waiting           Delays associated with stock-outs, lot processing
                  delays, equipment downtime, capacity bottlenecks
Unnecessary       Process steps that are not required to produce the
Processing        product
Overproduction    Manufacturing items for which there are no orders
Movement          Human motions that are unnecessary or straining, and
                  work-in-process (WIP)transporting long distances
Inventory         Excess raw material, WIP, or finished goods
Unused Employee   Failure to tap employees for process improvement
Creativity        suggestions
Complexity        More parts, process steps, or time than necessary to
                  meet customer needs

7(a): 7-Cycle Sample Analysis (Quantitative).

Product: Flange Machining,           Product#: 954

Operation: Machining & Milling

7-CYCLE ANALYSIS CHART

TASK #   TYPE   VA OR NVA   OPERATION
                            DESCRIPTION

1        M      NVA         TAKING RAW            START TIME
                            MATERIAL FROM         FINISH TIME
                            STORAGE TO            TIME TO COMPLETE
                            WORKPLACE

2        A      VA          OPERATION             START TIME
                            BEGINS AND            FINISH TIME
                            COMPLETES             TIME TO
                                                  COMPLETE

3        M      VA          CLEANING &            START TIME
                            INSPECTION TAKES      FINISH TIME
                            PLACE                 TIME TO COMPLETE

4        M      NVA         MOVED ON TO           START TIME
                            STORAGE               FINISH TIME
                                                  TIME TO
                                                  COMPLETE

5        M      NVA         TAKING MATERIAL       START TIME
                            FROM STORAGE TO 2nd   FINISH TIME
                            OPERATION             TIME TO
                                                  COMPLETE

6        A      VA          OPERATION             START TIME
                            TAKES PLACE           FINISH TIME
                                                  TIME TO
                                                  COMPLETE

7        M      VA          CLEANING AND          START TIME
                            WASHING TAKES         FINISH TIME
                            PLACE                 TIME TO
                                                  COMPLETE

8        M      NVA         MOVED ON TO           START TIME
                            STORAGE               FINISH TIME
                                                  TIME TO
                                                  COMPLETE

9        M      NVA         TAKING THE MATERIAL   START TIME
                            FOR 3rd OPERATION     FINISH TIME
                                                  TIME TO
                                                  COMPLETE

10       A      VA          OPERATION             START TIME
                            COMPLETES             FINISH TIME
                                                  TIME TO
                                                  COMPLETE

11       M      NVA         TO STORAGE            START TIME
                                                  FINISH TIME
                                                  TIME TO
                                                  COMPLETE

12       M      NVA         TAKING MATERIALS\     START TIME
                            FOR 4th OPERATION     FINISH TIME
                                                  TIME TO
                                                  COMPLETE

13       A      VA          OPERATION             START TIME
                            COMPLETES             FINISH TIME
                                                  TIME TO
                                                  COMPLETE

14       M      VA          INSPECTION            START TIME
                                                  FINISH TIME
                                                  TIME TO
                                                  COMPLETE

TASK #   1        2        3        4        5        6        7

1        0        0        0        0        0        0        0
         6        7        6.5      7        6        6        6.5
         6        7        6.5      7        6        6        6.5

2        6        7        6.5      7        6        6        6.5
         380      381      382      378      380      383.5    380.5
         374      375      375.5    371      374      376      374

3        380      381      382      378      380      383.5    380.5
         486      490      490      485      490      485.5    485
         106      109      108      107      110      102      104.5

4        486      490      490      485      490      485.5    485
         511      514      516      515      514      514.5    510
         25       24       26       30       24       28       25

5        511      514      516      515      514      515      510
         561      566      562      565      564      562      560
         50       52       48       50       50       47       50

6        561      566      562      565      564      562      560
         1076     1079     1075     1070     1072     1075     1075
         515      513      513      508      508      513      515

7        1076     1079     1075     1070     1072     1075     1075
         1427     1425     1429     1421     1420     1430     1425
         351      346      354      351      348      355      350

8        1427     1425     1429     1421     1420     1430     1425
         1437     1437     1440     1431     1430     1440     1436
         10       12       11       10       10       10       11

9        1437     1437     1440     1431     1430     1440     1436
         1457     1458     1464     1450     1451     1461     1456
         20       21       24       19       21       21       20

10       1457     1488     1464     1480     1451     1461     1456
         1582     1584     1586     1576     1571     1585     1576
         125      126      122      120      120      124      120

11       1882     1584     1586     1576     1571     1585     1576
         1590     1591     1595     1576     1578     1592     1583
         8        7        9        6        7        7        7

12       1590     1591     1595     1576     1578     1592     1583
         1605     1603     1609     1610     1590     1605     1600
         15       12       14       14       14       13       17

13       1605     1603     1609     1610     1590     1605     1600
         1950     1953     1954     1965     1942     1953     1950
         345      350      345      355      352      348      350

14       1950     1953     1954     1965     1942     1953     1950
         2105     2102     2104     2117     2092     2108     2099
         155      149      150      152      150      155      149

         SUMMARY & STATISTICS

TASK #   AVG        MAX        MIN        STD .DEV

1
         6.4        6.5        6          0.5

2        374.2      376        374        2

3
         106.6      110        102        8

4
         26         30         25         5

5
         49.2       52         47         5

6
         511.7      515        508        7

7
         350.7      355        348        7

8
         10.57      12         10         2

9
         20.85      24         19         5

10
         122        126        120        .6

11
         7.28       9          7          2

12
         13.85      17         12         5

13
         349.2      355        348        7

14
         151.5      155        149        6

TASK TYPE CODES

M = MANUAL OPERATION

MAT = MATERIAL HANDLING

S/U = SET UP/CANGE OVER

A = AUTOMATIC OPERATION

SUMMARY DATA

MAX-MIN

VA OR NVA

L = LOAD

UL = UNLOAD

I = INSPECT ADDED

O = OTHER

= STANDARD DEVIATION CYCLE TIME IMPROVEMENT DATA

VA = VALUE ADDED

NVA = NON-VALUE

3rd operation

7(b): Defects Found In the Existing Layout and Based On Data Analysis.

                        BEFORE                    AFTER

MATERIAL        GG CAST IRON              GG CAST IRON
INSERT          CNMG 16 04 04 GC 4025     CNMG 16 04 04 IC 9025
VC              60m/min                   70m/min
FEED            0.76                      1.15+50%
PASSES          2.4                       4
CYCLE TIME                                REDUCED BY 40%

From the data analysis, we identified the some defects which are in
the existing process such as Back passing, By-passing etc.