... IMPLEMENTATION SATISH KUMAR SHARMA* Department of Mechanical Engineering, Panipat Institute o... more ... IMPLEMENTATION SATISH KUMAR SHARMA* Department of Mechanical Engineering, Panipat Institute of Engineering & Technology, Panipat-132102, India *Corresponding Author (Email ID: satishsharma847@gmail.com) RAHUL DEV GUPTA ...
PurposeThe purpose of this paper is to explain how value stream mapping (VSM) is helpful in lean ... more PurposeThe purpose of this paper is to explain how value stream mapping (VSM) is helpful in lean implementation and to develop the road map to tackle improvement areas to bridge the gap between the existing state and the proposed state of a manufacturing firm.Design/methodology/approachThrough this case study, the existing stage of manufacturing is mapped with the help of VSM process symbols and the biggest improvement areas like excessive WIP, lead time, cycle time, are identified. Some modifications in current state map are suggested and with these modifications future state map is prepared. Further TAKT time is calculated to set the pace of production processes.FindingsCurrent state and future state of manufacturing of a firm are compared and witnessed: 92.58 percent reduction in lead time, 2.17 percent reduction in processing time, 97.1 percent reduction in WIP and 26.08 percent reduction in manpower requirement.Research limitations/implicationsThe findings are limited due to th...
PurposeThe extant literature fails to provide an efficient method to measure leanness of any manu... more PurposeThe extant literature fails to provide an efficient method to measure leanness of any manufacturing firm. The purpose of this paper is to discuss the concept of leanness and to provide an efficient measurement method for measuring leanness.Design/methodology/approachMeasurement method is based on the judgment and evaluation given by leanness measurement team (LMT) on various leanness parameters such as supplier's issues, investment priorities, Lean practices, and various waste addressed by lean and customers' issues. Further fuzzy set theory is introduced to remove the bias of human judgment and finally defuzzification is done and results are presented in the form of leanness index.FindingsLeanness indices have been developed and presented separately on 100 points scale for all parameters of leanness i.e. LISuppliers = 47.98, LIInvestment = 50.66, LIpractices = 58.38, LIWaste = 60.01, LICustomers = 47.1.Research limitations/implicationsThis leanness measurement method...
International Journal of Productivity and Performance Management, 2009
PurposeThe purpose of this paper is to discuss a survival strategy for industry in recessionary t... more PurposeThe purpose of this paper is to discuss a survival strategy for industry in recessionary time by means of lean principles and philosophies.Design/methodology/approachThe paper presents the views of the authors regarding the application of lean principles and philosophies to overcome recession, followed by interaction with industrial personnel about recession, its effects and prevention.FindingsRecessionary time is the time for industries to follow lean guidelines and to look in to their business chain from raw material to end customer in order to remove all types of waste.Originality/valueThe paper provides some real help as to how to survive in recession as there is little published research on this topic.
Purpose-Lean production has been proved to be a cost-effective and efficient means of production ... more Purpose-Lean production has been proved to be a cost-effective and efficient means of production that reduces non-valve added activities. Industry 4.0 (I4.0) is a technology-driven platform that allows machines to interact with other systems through artificial intelligence, machine learning, industrial Internet of Things (IoT), etc. that improve the production system with flexibility, quality and customization throughout the whole value chain. New approaches to digitization of lean production have recently been emerged and they are transforming the industry and increasing productivity throughout the value chain. Through this article, an effort has been made to review the research published in this field. Design/methodology/approach-This paper reviews the literature published in various journals, the databases Web of science (WoS), ScienceDirect, Scopus, Emerald etc. were referred with a focus on lean concepts and tools and I4.0 technologies; it has been noticed that the integration of the lean tools with I4.0 technologies is a very effective tool for the industry. Findings-It has been found in the literature published earlier in various journals that lean manufacturing (LM) is commonly acknowledged and considered a best practice to improve the productivity. It is concerned with the tight integration of people into the industrial process through continuous improvement which leads to value addition throughout the whole value chain by eliminating non vale added activities. The findings show that organizations can improve their productivity and flexibility with speed and accuracy by integrating I4.0 technologies with LM, which is foremost need of any industry across the world. Originality/value-This article accentuates the connections between the principles and tools developed under the umbrella of I4.0 and those developed by the LM techniques, with a specific emphasis on how some of the principles and tools of I4.0 improve the implementation of lean principles dependent on the competence levels of the technology. Very few articles have been published in this area, and this paper is an original piece of research covering a review of extant research published in various journals.
Lean-Kaizen is composed of two words lean and Kaizen; lean means elimination of non-value added a... more Lean-Kaizen is composed of two words lean and Kaizen; lean means elimination of non-value added activities (waste) and Kaizen means continuous improvement. Hence, Lean-Kaizen means continuous elimination of wastes through small-small improvements. This paper presents implementation of Lean-Kaizen concept in a small-and medium-scale enterprise (SME) at a non-capital region in India. The existing situation of the shop floor of selected SME was recorded, and current state map was prepared. The takt time was calculated, and bottlenecks were identified. Finally, a future state map was developed and gap areas were identified that served as a guide for determining the future lean activities. The " 5-why " method was employed for identifying root causes in order to bridge the identified gap, and Kaizen events were proposed as solutions. In this study, two Kaizen events were proposed. In the first Kaizen event, the poka-yoke technique was used to control the variation caused by the slide of cylindrical grinding machine which eliminated wheel touch mark problem on the selected product. In the second Kaizen event, the brainstorming technique was applied to clamp the workpiece on the serration side rather than the slot side which eliminated the roughness on outer diameter. After the implementation of Kaizen events, reduced inventory level, reduced lead time and reduced cycle time, rework elimination, improved productivity, and improved product quality were achieved. It is concluded that Lean-Kaizen is an effective and reliable improvement technique which helps to tackle all types of inefficiencies hidden in the organizations.
Purpose: This paper presents a roadmap to implement Lean-Kaizen concept using value
stream mappin... more Purpose: This paper presents a roadmap to implement Lean-Kaizen concept using value stream mapping (VSM) to identify hidden continuous improvement opportunities in a small and medium -sized enterprise (SME) located at the non-capital region of India. Design/ methodology/ approach: From the collected data, a current state map was prepared that indicated the current operating situation of selected SME. The takt time was calculated and those processes which attained higher cycle time than takt time were identified. The continuous flow processing was achieved by adjusting cycle time of each process and supermarket pull system was developed to control the production at the workstations. Finally, a future state map was developed that served as a guide for future lean activities. Few problems were identified to realize the future state. The ‘5-why’ analysis was employed for identifying root causes of these problems and Kaizen events were proposed as solutions. In this case study, one Kaizen event was identified in which brainstorming technique was used to control the variation caused by unorthodox fixture design for clamping and de-clamping of case product and thus eliminated non-value added activities performed by the operator on a milling machine. Finding: Before and after implementation of value stream map, the data obtained was analyzed and eliminated rework time, reduced inventory level, reduced lead time and cycle time, improved productivity and product quality are presented as finding. Lean-Kaizen provides a better chance for every individual of the industry to have a hand in achieving organization’s goals to attain continuous progress in productivity and quality of the product. Even good understanding of the concept of lean tools and techniques by SMEs, the employee willingness and motivation to identify and eliminate wastes are found feeble. Originality/ value: This study is among best practices to identify hidden improvement opportunities in the regular production of the product to increase productivity and improve quality using value stream map. The research paper gives useful understandings to the lean implementers, Kaizen identifiers, consultants, and researchers.
Keywords: Lean-Kaizen, Value Stream Map, Lean Manufacturing
Lean-Kaizen is composed of two words lean and Kaizen; lean means elimination of non-value added a... more Lean-Kaizen is composed of two words lean and Kaizen; lean means elimination of non-value added activities (waste) and Kaizen means continuous improvement. Hence, Lean-Kaizen means continuous elimination of wastes through small-small improvements. This paper presents implementation of Lean-Kaizen concept in a small-and medium-scale enterprise (SME) at a non-capital region in India. The existing situation of the shop floor of selected SME was recorded, and current state map was prepared. The takt time was calculated, and bottlenecks were identified. Finally, a future state map was developed and gap areas were identified that served as a guide for determining the future lean activities. The " 5-why " method was employed for identifying root causes in order to bridge the identified gap, and Kaizen events were proposed as solutions. In this study, two Kaizen events were proposed. In the first Kaizen event, the poka-yoke technique was used to control the variation caused by the slide of cylindrical grinding machine which eliminated wheel touch mark problem on the selected product. In the second Kaizen event, the brainstorming technique was applied to clamp the workpiece on the serration side rather than the slot side which eliminated the roughness on outer diameter. After the implementation of Kaizen events, reduced inventory level, reduced lead time and reduced cycle time, rework elimination, improved productivity, and improved product quality were achieved. It is concluded that Lean-Kaizen is an effective and reliable improvement technique which helps to tackle all types of inefficiencies hidden in the organizations.
... IMPLEMENTATION SATISH KUMAR SHARMA* Department of Mechanical Engineering, Panipat Institute o... more ... IMPLEMENTATION SATISH KUMAR SHARMA* Department of Mechanical Engineering, Panipat Institute of Engineering & Technology, Panipat-132102, India *Corresponding Author (Email ID: satishsharma847@gmail.com) RAHUL DEV GUPTA ...
PurposeThe purpose of this paper is to explain how value stream mapping (VSM) is helpful in lean ... more PurposeThe purpose of this paper is to explain how value stream mapping (VSM) is helpful in lean implementation and to develop the road map to tackle improvement areas to bridge the gap between the existing state and the proposed state of a manufacturing firm.Design/methodology/approachThrough this case study, the existing stage of manufacturing is mapped with the help of VSM process symbols and the biggest improvement areas like excessive WIP, lead time, cycle time, are identified. Some modifications in current state map are suggested and with these modifications future state map is prepared. Further TAKT time is calculated to set the pace of production processes.FindingsCurrent state and future state of manufacturing of a firm are compared and witnessed: 92.58 percent reduction in lead time, 2.17 percent reduction in processing time, 97.1 percent reduction in WIP and 26.08 percent reduction in manpower requirement.Research limitations/implicationsThe findings are limited due to th...
PurposeThe extant literature fails to provide an efficient method to measure leanness of any manu... more PurposeThe extant literature fails to provide an efficient method to measure leanness of any manufacturing firm. The purpose of this paper is to discuss the concept of leanness and to provide an efficient measurement method for measuring leanness.Design/methodology/approachMeasurement method is based on the judgment and evaluation given by leanness measurement team (LMT) on various leanness parameters such as supplier's issues, investment priorities, Lean practices, and various waste addressed by lean and customers' issues. Further fuzzy set theory is introduced to remove the bias of human judgment and finally defuzzification is done and results are presented in the form of leanness index.FindingsLeanness indices have been developed and presented separately on 100 points scale for all parameters of leanness i.e. LISuppliers = 47.98, LIInvestment = 50.66, LIpractices = 58.38, LIWaste = 60.01, LICustomers = 47.1.Research limitations/implicationsThis leanness measurement method...
International Journal of Productivity and Performance Management, 2009
PurposeThe purpose of this paper is to discuss a survival strategy for industry in recessionary t... more PurposeThe purpose of this paper is to discuss a survival strategy for industry in recessionary time by means of lean principles and philosophies.Design/methodology/approachThe paper presents the views of the authors regarding the application of lean principles and philosophies to overcome recession, followed by interaction with industrial personnel about recession, its effects and prevention.FindingsRecessionary time is the time for industries to follow lean guidelines and to look in to their business chain from raw material to end customer in order to remove all types of waste.Originality/valueThe paper provides some real help as to how to survive in recession as there is little published research on this topic.
Purpose-Lean production has been proved to be a cost-effective and efficient means of production ... more Purpose-Lean production has been proved to be a cost-effective and efficient means of production that reduces non-valve added activities. Industry 4.0 (I4.0) is a technology-driven platform that allows machines to interact with other systems through artificial intelligence, machine learning, industrial Internet of Things (IoT), etc. that improve the production system with flexibility, quality and customization throughout the whole value chain. New approaches to digitization of lean production have recently been emerged and they are transforming the industry and increasing productivity throughout the value chain. Through this article, an effort has been made to review the research published in this field. Design/methodology/approach-This paper reviews the literature published in various journals, the databases Web of science (WoS), ScienceDirect, Scopus, Emerald etc. were referred with a focus on lean concepts and tools and I4.0 technologies; it has been noticed that the integration of the lean tools with I4.0 technologies is a very effective tool for the industry. Findings-It has been found in the literature published earlier in various journals that lean manufacturing (LM) is commonly acknowledged and considered a best practice to improve the productivity. It is concerned with the tight integration of people into the industrial process through continuous improvement which leads to value addition throughout the whole value chain by eliminating non vale added activities. The findings show that organizations can improve their productivity and flexibility with speed and accuracy by integrating I4.0 technologies with LM, which is foremost need of any industry across the world. Originality/value-This article accentuates the connections between the principles and tools developed under the umbrella of I4.0 and those developed by the LM techniques, with a specific emphasis on how some of the principles and tools of I4.0 improve the implementation of lean principles dependent on the competence levels of the technology. Very few articles have been published in this area, and this paper is an original piece of research covering a review of extant research published in various journals.
Lean-Kaizen is composed of two words lean and Kaizen; lean means elimination of non-value added a... more Lean-Kaizen is composed of two words lean and Kaizen; lean means elimination of non-value added activities (waste) and Kaizen means continuous improvement. Hence, Lean-Kaizen means continuous elimination of wastes through small-small improvements. This paper presents implementation of Lean-Kaizen concept in a small-and medium-scale enterprise (SME) at a non-capital region in India. The existing situation of the shop floor of selected SME was recorded, and current state map was prepared. The takt time was calculated, and bottlenecks were identified. Finally, a future state map was developed and gap areas were identified that served as a guide for determining the future lean activities. The " 5-why " method was employed for identifying root causes in order to bridge the identified gap, and Kaizen events were proposed as solutions. In this study, two Kaizen events were proposed. In the first Kaizen event, the poka-yoke technique was used to control the variation caused by the slide of cylindrical grinding machine which eliminated wheel touch mark problem on the selected product. In the second Kaizen event, the brainstorming technique was applied to clamp the workpiece on the serration side rather than the slot side which eliminated the roughness on outer diameter. After the implementation of Kaizen events, reduced inventory level, reduced lead time and reduced cycle time, rework elimination, improved productivity, and improved product quality were achieved. It is concluded that Lean-Kaizen is an effective and reliable improvement technique which helps to tackle all types of inefficiencies hidden in the organizations.
Purpose: This paper presents a roadmap to implement Lean-Kaizen concept using value
stream mappin... more Purpose: This paper presents a roadmap to implement Lean-Kaizen concept using value stream mapping (VSM) to identify hidden continuous improvement opportunities in a small and medium -sized enterprise (SME) located at the non-capital region of India. Design/ methodology/ approach: From the collected data, a current state map was prepared that indicated the current operating situation of selected SME. The takt time was calculated and those processes which attained higher cycle time than takt time were identified. The continuous flow processing was achieved by adjusting cycle time of each process and supermarket pull system was developed to control the production at the workstations. Finally, a future state map was developed that served as a guide for future lean activities. Few problems were identified to realize the future state. The ‘5-why’ analysis was employed for identifying root causes of these problems and Kaizen events were proposed as solutions. In this case study, one Kaizen event was identified in which brainstorming technique was used to control the variation caused by unorthodox fixture design for clamping and de-clamping of case product and thus eliminated non-value added activities performed by the operator on a milling machine. Finding: Before and after implementation of value stream map, the data obtained was analyzed and eliminated rework time, reduced inventory level, reduced lead time and cycle time, improved productivity and product quality are presented as finding. Lean-Kaizen provides a better chance for every individual of the industry to have a hand in achieving organization’s goals to attain continuous progress in productivity and quality of the product. Even good understanding of the concept of lean tools and techniques by SMEs, the employee willingness and motivation to identify and eliminate wastes are found feeble. Originality/ value: This study is among best practices to identify hidden improvement opportunities in the regular production of the product to increase productivity and improve quality using value stream map. The research paper gives useful understandings to the lean implementers, Kaizen identifiers, consultants, and researchers.
Keywords: Lean-Kaizen, Value Stream Map, Lean Manufacturing
Lean-Kaizen is composed of two words lean and Kaizen; lean means elimination of non-value added a... more Lean-Kaizen is composed of two words lean and Kaizen; lean means elimination of non-value added activities (waste) and Kaizen means continuous improvement. Hence, Lean-Kaizen means continuous elimination of wastes through small-small improvements. This paper presents implementation of Lean-Kaizen concept in a small-and medium-scale enterprise (SME) at a non-capital region in India. The existing situation of the shop floor of selected SME was recorded, and current state map was prepared. The takt time was calculated, and bottlenecks were identified. Finally, a future state map was developed and gap areas were identified that served as a guide for determining the future lean activities. The " 5-why " method was employed for identifying root causes in order to bridge the identified gap, and Kaizen events were proposed as solutions. In this study, two Kaizen events were proposed. In the first Kaizen event, the poka-yoke technique was used to control the variation caused by the slide of cylindrical grinding machine which eliminated wheel touch mark problem on the selected product. In the second Kaizen event, the brainstorming technique was applied to clamp the workpiece on the serration side rather than the slot side which eliminated the roughness on outer diameter. After the implementation of Kaizen events, reduced inventory level, reduced lead time and reduced cycle time, rework elimination, improved productivity, and improved product quality were achieved. It is concluded that Lean-Kaizen is an effective and reliable improvement technique which helps to tackle all types of inefficiencies hidden in the organizations.
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stream mapping (VSM) to identify hidden continuous improvement opportunities in a small
and medium -sized enterprise (SME) located at the non-capital region of India.
Design/ methodology/ approach: From the collected data, a current state map was prepared
that indicated the current operating situation of selected SME. The takt time was calculated
and those processes which attained higher cycle time than takt time were identified. The
continuous flow processing was achieved by adjusting cycle time of each process and
supermarket pull system was developed to control the production at the workstations. Finally,
a future state map was developed that served as a guide for future lean activities. Few
problems were identified to realize the future state. The ‘5-why’ analysis was employed for
identifying root causes of these problems and Kaizen events were proposed as solutions. In
this case study, one Kaizen event was identified in which brainstorming technique was used to
control the variation caused by unorthodox fixture design for clamping and de-clamping of
case product and thus eliminated non-value added activities performed by the operator on a
milling machine.
Finding: Before and after implementation of value stream map, the data obtained was
analyzed and eliminated rework time, reduced inventory level, reduced lead time and cycle
time, improved productivity and product quality are presented as finding. Lean-Kaizen
provides a better chance for every individual of the industry to have a hand in achieving
organization’s goals to attain continuous progress in productivity and quality of the product.
Even good understanding of the concept of lean tools and techniques by SMEs, the employee
willingness and motivation to identify and eliminate wastes are found feeble.
Originality/ value: This study is among best practices to identify hidden improvement
opportunities in the regular production of the product to increase productivity and improve
quality using value stream map. The research paper gives useful understandings to the lean
implementers, Kaizen identifiers, consultants, and researchers.
Keywords: Lean-Kaizen, Value Stream Map, Lean Manufacturing
stream mapping (VSM) to identify hidden continuous improvement opportunities in a small
and medium -sized enterprise (SME) located at the non-capital region of India.
Design/ methodology/ approach: From the collected data, a current state map was prepared
that indicated the current operating situation of selected SME. The takt time was calculated
and those processes which attained higher cycle time than takt time were identified. The
continuous flow processing was achieved by adjusting cycle time of each process and
supermarket pull system was developed to control the production at the workstations. Finally,
a future state map was developed that served as a guide for future lean activities. Few
problems were identified to realize the future state. The ‘5-why’ analysis was employed for
identifying root causes of these problems and Kaizen events were proposed as solutions. In
this case study, one Kaizen event was identified in which brainstorming technique was used to
control the variation caused by unorthodox fixture design for clamping and de-clamping of
case product and thus eliminated non-value added activities performed by the operator on a
milling machine.
Finding: Before and after implementation of value stream map, the data obtained was
analyzed and eliminated rework time, reduced inventory level, reduced lead time and cycle
time, improved productivity and product quality are presented as finding. Lean-Kaizen
provides a better chance for every individual of the industry to have a hand in achieving
organization’s goals to attain continuous progress in productivity and quality of the product.
Even good understanding of the concept of lean tools and techniques by SMEs, the employee
willingness and motivation to identify and eliminate wastes are found feeble.
Originality/ value: This study is among best practices to identify hidden improvement
opportunities in the regular production of the product to increase productivity and improve
quality using value stream map. The research paper gives useful understandings to the lean
implementers, Kaizen identifiers, consultants, and researchers.
Keywords: Lean-Kaizen, Value Stream Map, Lean Manufacturing