"Lean Manufacturing System in Management": Contemporary Issue On Seminar A Study On
"Lean Manufacturing System in Management": Contemporary Issue On Seminar A Study On
"Lean Manufacturing System in Management": Contemporary Issue On Seminar A Study On
Acknowledgement
The beatitude, bliss and euphoria that accompany successful completion of any
task would not be complete without the expression of appreciation of simple
virtues to the people who made it possible. So, with reverence, veneration honor I
acknowledge all those whose guidance and encouragement has made successful in
winding up this.
I take this opportunity to thank Mrs. Mahima Rai for her support and
encouragement which helped me in the completion of this report.
I extend my gratitude and thankfulness to apex institute of management & science.
Last but not the least I’m also grateful to my parents for providing me the
continuous support to motivate me to successfully complete my report.
Preface
DIPTI RATHORE
4
Table of contents
S. No Contents P. No.
4. Types of waste 17
5. Lean implementation 20
6. Lean services 25
9. Conclusion 41
10. Bibliography and webliography 42
5
INTRODUCTION
OVERVIEW
HISTORY
In other words, Ford saw the rust and realized that the
steel plant was not recovering all of the iron.
TYPES OF WASTE
While the elimination of waste seem like a simple and
clear subject it is noticeable that waste is often very
conservatively identified. This then hugely reduces the
potential of such an aim. The elimination of waste is the goal
of Lean, and Toyota defined three types of waste: muda,
muri and mura.
LEAN IMPLEMENTATION
Lean Leadership
• PDCA thinking
• Genchi Genbutsu "go and see" philosophy
• Process confirmation
LEAN SERVICES
Lean, as a concept or brand, has captured the
imagination of many in different spheres of activity.
Examples of these from many sectors are listed below.
TECHNIQUES OF LEAN
MANUFACTURING
TQM
TQM is a combination of quality and management tools
through which management and employees can become
involved in the continuous improvement of the process of
production of goods and services. TQM has been defined as
Total :
Quality:
Management:
GOALS OF TQM:
JUST IN TIME
Just-in-time (JIT) is an inventory strategy implemented
to improve the return on investment of a business by
reducing in-process inventory and its associated carrying
costs. The process is driven by a series of signals, which can
be Kanban, that tell production processes when to make the
next part. Kanban are usually 'tickets' but can be simple
visual signals, such as the presence or absence of a part on a
shelf. When implemented correctly, JIT can lead to dramatic
improvements in a manufacturing organization's return on
investment, quality, and efficiency. Some have suggested
that "Just on Time" would be a more appropriate name since
it emphasizes that production should create items that arrive
when needed and neither earlier nor later.
KAIZEN
KAIZEN is Japanese word for improvement. It is a
Japanese philosophy that focuses on continuous
improvement throughout all aspects of life. When applied to
the workplace, Kaizen activities continually improve all
functions of a business from manufacturing to management
and from the CEO to the assembly line workers. By
improving the standardized activities and processes, Kaizen
aims to eliminate waste (see Lean manufacturing). Kaizen
was first implemented in several Japanese businesses during
the country's recovery after World War II, including Toyota,
and has since spread to businesses throughout the world.
5S
5S is a method for organizing a workplace, especially a
shared workplace (like a shop floor or an office space), and
keeping it organized. It's sometimes referred to as a
housekeeping methodology, however this characterization
can be misleading because organizing a workplace goes
beyond housekeeping (see discussion of "Seiton" below).
SIX SIGMA
Six Sigma has grown to become an entire range of
quality tools and techniques in its own right. In environments
like GE, the six sigma approach has broadened to include
such things as programme and project management tools
and rules all of which are complementary to lean
manufacturing. The original concept however that is
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KANBAN
Kanban means "sign" in Japanese, and is a visual
reactive re-order point control system. Reactive in the sense
that without intervention it cannot anticipate peaks or
troughs in demand and adjust accordingly, and a re-order
point system because when a minimum inventory level is
reached, a reorder Kanban is launched. A lean manufacturing
consultant can select an optimum design from a number of
variations on the theme; single card Kanbans (move and
make card), dual card Kanbans (move card and make card).
True Kanban however, can be applied to components of any
value, but is most reliable when demand is predictable and
flat. As with any reactive reorder point system Kanban can
be caught out by peaks in demand, and can hold
unnecessary costly work-in-progress if demand drops. As
such, it works best in an environment which is subject to
Level Scheduling. A two-bin system is a variation on the
Kanban theme, used for low value components, where
inventory value is negligible and level scheduling isn't
necessary.
LEVEL SCHEDULING
Ask any lean manufacturing consultant and they'll tell
you that Level Scheduling is a very under-rated technique,
because it is often a major cost driver and is a key pre-
requisite for robust and low WIP Kanban implementations. It
relies heavily upon quick changeovers (SMED) to ensure that
manufacturing processes can make say components A, B & C
in smaller quantities every day of the week, rather than A for
3 days, then B for 2 days and then C for 2 days. This ensures
that demand throughout the manufacturing system for
upstream specialist resources (e.g. a special process for
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SIMULATION
There are two types of manufacturing system
simulation: computer and manual. Whilst real-time computer
graphics are great fun to watch, but lean manufacturing
specialists find the greatest value is achieved when manual
simulations are played by operators (like a board game) to
test the robustness of a manufacturing system design and in
particular to design Kanban systems. This approach enables
operators to "buy-in" to the design of the manufacturing
system.
• Productivity improvement
• Total Manufacturing time saved
• Less equipment utilization (machine time, wear and
tear)
• Less scrap - material cost saved
• Low inventory levels – stock holding cost saved
• Quality improvement
• Plant space saved – more efficient layout
• Better labor utilization
• Safety of operations
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CASE STUDY
SIX SIGMA AT MOTOROLA
“In 1986, Motorola invented Six Sigma, a quality and
business improvement methodology that is
revolutionizing industry.Two decades and two Malcolm
Baldridge Quality Awards later, Motorola is still finding
new ways to reinvent itself using this techniques.”
-Dan Tegel,Global Director, Digital Six Sigma
Business Improvement, Motorola.
INTRODUCTION
THE IMPLEMENTATION
a) GREEN BELTS:
• This was the basic level training program.
• performing These candidates were employees at all
levels who served as high- team members.
• Their role was to assist the black belts in more
effective and quick completion of the projects.
• Green belt training took only six days.
b) BLACK BELTS :
• The black belt holders were technically oriented
employees, responsible for defining the
organizational goals and looking after change
management.
• They were expected to master a wide variety of
technical tools in a relatively short period of time.
d) CHAMPIONS :
• Champions were high-level individuals like Vice
Presidents who had a high level of accountability and
responsibility for the implementation of Six Sigma
projects.
e) LEADERSHIP :
• The leadership program was intended for the top-
most personnel like the CEO.
• The training program was conducted for two days.
THE BENEFITS
CONCLUSION
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BIBLIOGRAPHY WEBLIOGRAPHY
Bibliography:
1. Production planning and inventory control
-By Seetharama L. Narasimhan Dennis W. Mc
Leavey Peter T. Billington
2. Icfai journal of operations management Vol 6 No. 2
3. Production and Operations Management
-By Dr. Ranjit Singh B. K Sharma
Webliography:
1. “ Malcolm Bridge National Quality Awards 1988 Winner
Motorola Inc.” www.quality.nist.govt,1988
2. www.1000ventures.com
3. www.hrqmc.com