Best Lean Manufacturing

7/31/2019 Best Lean Manufacturing

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Project by -: Project guide-:

MEDHAVI KAMRAN MR.KULDEEP CHAUDHARY

PROJECTON

LEAN MANUFACTURING


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i. From the point of view of Technical/commercial knowledge /cost reduction/Availability of time, the organization suggestedto take this topic, which is considered to beuseful and meaningful

ii. Now a days wastes is a major problem in

industries hence it is very important reduce it.So lean manufacturing is a very importanttechnique to reducing the wastes.

iii. Lean manufacturing is interesting subject tous and also has a good feature


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Lean = Eliminating Waste

Labor

Overproduction

Space

Defects

Materials

Idle Materials

TransportationTime

Non-Value-Added:

Value-Added

Typically 95% of all lead time is non-value-added


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What Is LeanManufacturing

Lean Manufacturing is a production philosophy, which

shortens the time between customer orders and

product shipment by eliminating the sources of waste.

Begun by Ford, developed in its modern form by the Toyota Motor

Company after the second world war. Created out of necessity: developed by fitting Fords mass production

concepts into the economic realities of pre- and post-war Japan.

The two most influential individuals of TPS are Taiichi Ohno (1912-1990)

and Shigeo Shingo (1909-1990).


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The Concept of Throughput

Definition: Throughput is the time it takes to convert raw material into finished

goods. In other words, if a customer orders a part today, when is that productgoing to be ready to ship?

November 5, 2012Slide 5

Decreased throughput time is the objective.

As throughput time decreases

Falls

Quality

On Time Delivery

Morale

Overburden

Cost

Defects

Inventory

Waste

Improves


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Throughput Time Broken Down

Throughput time can be broken down into value added and non value

added components.

Value Added (VA) Definition:

Activities performed which the customer is willing to pay for. In IndustrialEngineering talk, we say that value added work changes the 1) fit, 2)

form, or 3) function of a part.

Non Value Added (NVA) Definition:

Activities performed which the customer is not willing to pay for whenpurchasing our product. These are activities that our customer does not

want, but our processes require them in order to complete the value

added tasks.

November 5, 2012Slide 6


7/31Slide 7 November 5, 2012

Waste #1: Overproduction

Often referred to as the worst waste. This is

because overproduction will incur some of the otherwastes:

1. Overproduction results in extra inventory.

2. Overproduction requires more laborand all the associatedunnecessary motions.

3. Overproduction is prone to damage. Furthermore, defects will not go

noticed until the overproduction is consumed.

4. Overproduction has to be stored somewhere. This requires space.5. Overproduction requires the use of valuable cycle time.

6. Overproduction needs to be transportedin bulk around the plant.



Waste 2: Inventory Inventory creeps up in many places

Raw Material, WIP, Finished goods,

Any material waiting for value added work should be considered waste.

Excess materials:

Ties up cash.

Is prone to damage.

Requires more space.

Requires extra labor to move around.

Makes visual management more difficult.

Hides other defects (how to distinguish between scrap

and inventory).



Waste 3: Time

Time is a valuable resource.

Dont spend time on non value added activities. Instead, spend it either value adding or

on finding more ways to reduce waste.

Common occurrences of lost time:

Unplanned Machine Downtime

Unnecessary Walking

Waiting for a part, waiting for an order

Waiting / Searching for tools

Arriving late from lunch; leaving early

Waiting for a manager to make a decision

I dont have

time.

How can I help youeliminate waste?



Waste 4: Defects

Defects occur when people make mistakes.

Purchased material should be defect-free

Machines sometimes produce defects

Operation and manufacturing methods are left up to the individual to

develop

Oral instructions are often misunderstood.

What is our goal with defects?

Step 1: We first want to figure out how to prevent passing defective parts

to the customer (surgeon). But this is just a temporary band aid.

Step 2: But this is not enough. Next, we want to prevent from making

defective parts in the first place.



Waste 5: Motion

1.The operator picks up an unprocessedworkpiece.

2. The operators moves a hand to push abutton.

3. The third step is the actual pushing ofthe button.

UNPROCESSED

WORKPIECEPROCESSED

WORKPIECE

2

1

4

3

5

6

Press

4. The operator moves her hand to pick up the processedworkpiece.

5. The processed workpiece is moved to the finished

goods pile.

6. The operator moves to pick up the next unprocessed

workpiece.

The Activity of a Press Operator.

:



Waste 6: Transportation

Moving material around the plant does not

add any value.

Wheres the factory?

How does Material Move within the Factory?


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Slide 13 November 5, 2012

Waste 7: Space

The more space required to build product, the more of our potential profits go into plant rental,

tax payments, etc

But it is deeper than that: If we use more space than is necessary to produce, we will inevitably

be incurring more motion and energy to achieve this output.

Even if space reduction will not reduce the rent, it will have benefits on our production activities.

Also, a surplus of space invites other production headaches such as:

Inventory

Damaged Goods

Trash and Scrap

Etc

Will saving a few square feet really make a difference?


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Workplace Organization (5 S)

Sort

Straighten

Scrub (sweep)

Standardize

Self discipline


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Cylinder Liners

A cylinder liner is a cylindrical part to be fitted intoan engine block to form a cylinder. It is one of themost important functional parts to make up theinterior of an engine.

This is called Cylinder liner.


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Case Studies

Case Study on wet liners The table contains operations, process, Machine, value

added and non value added (Waiting, loading, unloading time) activities.......

For the completion of one wet liner the various operationperformed/machines used are

Listed in the following table .by collecting all the detailsfrom these process we have obtained value added and non

value added activities in terms of time (min, sec). The data is collected for number of wet liners, but we

have listed only for two wet liners.


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Case study for wet liners

Sl. no Process Machine Value

added

In min

Non value added in min

Waiting

in min

Loading

in sec

Un loading

in sec

1 Rough O.D C.N.C m/c 5 15 960 30 25

2 1st I.D Conventional

turning m/c

6 15 25 20

3 Jig size O.D C.N.C 2 5 24 30 25

4 2nd I.D Conventional

turning m/c

7 5 16 25 20

5 O.D pre finish C.N.C 4 960 25 40


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6 Rough honing Convention 350 20 25 20

7 Finish turning O.D C.N.C 5 45 480 25 40

8 Finish Honing Conventional 2 15 240 25 20

9 Honing Conventional 1 40 240 25 20

10 TOTAL 38 2963 240 240


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Calculations:

Total time = Value Added + Non Value Added.

Non Value Added = Waiting + Loading + Unloading time

Total Time = 38 + 2971 in min= 3009 min

Value Added = 1.3%

Non Value Added = 98.7%


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Existing bar Graph for Wet Liner

The below graph shows Time vs. process

time vs process

38

2971 3009

0

1000

2000

3000

4000

process

time

time

time 38 2971 3009

value added in min non value added total min


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Existing wet liners layoutThe following is the existing layout which shows the motion of wet liners for

various operations


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This table shows the Existing operational distance

between one machine to another machine.

Sl. no Operation Distance (meter) Total ( meters)

1 Rough O.D 7+1.5+1.5+2+7 19

2 1st I.D 1.5+0.5+3.5 5.5

3 Jig size O.D 1.5+1.5+5.5 8.5

4 2nd I.D 1.5+2.5 4

5 O.D pre finish 57+2.5+2+8 69.8

6 Rough honing 2+5 7

7 Finish turning O.D 2.5+2+5 9.5

8 Finish Honing 2.5+0.5+1.5 4.59 Honing 1.5+0.5+2 4

10 Total 131.8


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Observations

To start machining they need minimum 150-200 pieces hence itstaking more time for waiting.

If there is fast dispatch, company will stop this process and sendthe workers for fast dispatch, for this waiting time increases.

One shift working time is 8hours, but workers works only 6.5hours shift. They are taking more time to change setting of machine. Transforming the pieces from one machine shop to another

machine shop. There is not smooth flow of pieces. Process goes in zigzag shape. Due to Semi finish and heat treatment delay waiting time

increases. They are committed to do minimum 140 liners per shift but theyare not achieving it. Due to power fluctuation and labor problem waiting time of

liners increases. They are not delivering the product to customer in schedule time


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Suggestions

Proposed Layout for Wet Liners


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In the existing layout the various operations arecarried out in two machine shop If they implement U-shaped .All the machines can be provided in the shopfloor instead of two shop floors, hence save thespace

Eliminating the Workers leads in reducing the Laborcost (Existing 8 labors are working, by applying U-shaped layout; we can reduce up to 3 workers).

Implementing another CNC machine (In existing 2operation are done in one CNC machine in Machineshop 01) production can be increased.


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ProposedComponent motion distance

Sl. no Operation Distance (meter) Total ( meters)

1 Rough O.D 3.5+1.5+1.5+2+3.5 12

2 1st I.D 1.5+0.5+1.5 3.5

3 Jig size O.D 1.5+1.5+3.5 6.5

4 2nd I.D 1.5+2.5 4

5 O.D pre finish 2.5+2+3.5 8

6 Rough honing 2+3.5 7

7 Finish turning O.D 2.5+2+5 9.58 Finish Honing 2.5+0.5+1.5 4.5

9 Honing 1.5+0.5+2 4

10 Total 59


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If Liners are moved in linear form then,Considering the highest value added time in operationIn Wet Liners 4th operation is taken as Bottle Neck,First component = 46 minFor second component it takes time 8 40 to come

out.840 * 100 = 840 + 46 min =886

At present the time taken to prepare a 100 wet linercomponent is 5765 min ,After implementing leantechnique the time required to prepare a 100 wet linercomponent is 888 min

In Air Cooled Liners 7th operation is taken as Bottle Neck,For first component = 56 minFor second it takes time 9 min to come out

9 * 100 = 900 + 56 = 956 min At present the time taken to prepare a 100 Air Cooled liner

component is 3776 min. After implementing lean techniquethe time required to prepare a 100 wet liner component is956 min.


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Cost Analysis

Material

30%

Labour

25%

Consumables13%

Electricity

13%

Profit

9%

Others

10%

Material

Labour

Consumables

Electricity

Profit

Others

Material 26%

Labour 20%

Consumables

13%

Electricity 13%

Profit 18%

Others 10%

Material

Labour

Consumables

Electricity

Profit

Others

Existing Cost Analysis Pie Chart Proposed Cost Analysis Pie Chart :

Wet Liners


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Conclusion

Business activities can contain enormousquantities of built-in waste (7 waste).

The greatest obstacle to the waste'sremoval is usually failure to recognize it.

Lean manufacturing includes techniquesfor recognition and removal of the waste.

This delivers an overwhelming competitiveadvantage


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REFERENCE Ohno, Taiichi (1988). Toyota Production System.

Productivity Press. p. 8. ISBN0-915299-14-3 Elsmar forum http://elsmar.com/

The Elsmar Cove National and International BusinessStandards Compliance Discussion Forums.

Study of TOYOTA Production System, Shigeo Shingo,1981, p 70,

^ Toyota Vision and Philosophy.http://www.leanmanufacturingconcepts.com andhttp://www.lean.org
http://en.wikipedia.org/wiki/International_Standard_Book_Numberhttp://en.wikipedia.org/wiki/Special:BookSources/0-915299-14-3http://en.wikipedia.org/wiki/International_Standard_Book_Numberhttp://en.wikipedia.org/wiki/Special:BookSources/0-915299-14-3http://elsmar.com/http://www.leanmanufacturingconcepts.com/http://www.leanmanufacturingconcepts.com/http://www.leanmanufacturingconcepts.com/http://elsmar.com/http://en.wikipedia.org/wiki/Special:BookSources/0-915299-14-3http://en.wikipedia.org/wiki/Special:BookSources/0-915299-14-3http://en.wikipedia.org/wiki/Special:BookSources/0-915299-14-3http://en.wikipedia.org/wiki/Special:BookSources/0-915299-14-3http://en.wikipedia.org/wiki/Special:BookSources/0-915299-14-3http://en.wikipedia.org/wiki/Special:BookSources/0-915299-14-3http://en.wikipedia.org/wiki/Special:BookSources/0-915299-14-3http://en.wikipedia.org/wiki/International_Standard_Book_Number


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Documents

Best Lean Manufacturing