IMPROVEMENT in INDUSTRIAL PROCESS

through LEAN METHODOLOGY Andrew Joseph.V, Akshay.CC, Eashwar.S, Ebenezer.J

Mechanical Engineering, Anna University

ajandrewjoseph@gmail.com

akshay.cc95@gmail.com

eashwar336@gmail.com

ebenezergladwin06@gmail.com

Abstract-Lean manufacturing or lean production, often simply "lean", is a systematic method for the elimination of waste ("Muda")

within a manufacturing system. Lean also takes into account waste created through overburden ("Muri") and waste created through

unevenness in workloads ("Mura"). Working from the perspective of the client who consumes a product or service, "value" is any

action or process that a customer would be willing to pay for. lean is centered on making obvious what adds value by reducing everything

else. Our main motive is to analyze the whole process taking place in the industry and help them reduce the waste (TIMWOOD) by

using various lean tools (5S, Spaghetti plot, KAIZEN, Poka-Yoke).

I. INTRODUCTION

Lean is the set of "tools" that assist in the identification and steady elimination of waste. As waste is eliminated quality improves

while production time and cost are reduced. A non-exhaustive list of such tools would include: SMED, value stream mapping,

Five S, Kanban (pull systems), Poka-yoke (error-proofing), total productive maintenance, elimination of time batching, mixed

model processing, rank order clustering, single point scheduling, redesigning working cells, multi-process handling and control

charts.

Lean implementation is therefore 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. These concepts of flexibility and

change are principally required to allow production leveling (Heijunka), using tools like SMED, but have their analogues in other

processes such as research and development (R&D). The flexibility and ability to change are within bounds and not open-ended,

and therefore often not expensive capability requirements. More importantly, all of these concepts have to be understood,

appreciated, and embraced by the actual employees who build the products and therefore own the processes that deliver the value.

The cultural and managerial aspects of lean are possibly more important than the actual tools or methodologies of production

itself. There are many examples of lean tool implementation without sustained benefit, and these are often blamed on weak

understanding of lean throughout the whole organization. Lean aims to make the work simple enough to understand, do and

manage.

II. OBJECTIVE

To improve the industrial process by implementing suitabletechniques in order to gain more output for the same input.

III. INDUSTRY OVERVIEW

A. Industry Details

• Company Name- S.V ENGINEERING WORKS

▪ Type of Industry- Furniture and Fabrication

▪ Address- Nehru nagar, via Nallampalyam road, M.K. Palayam QTRS, Ganapathy, Coimbatore-06

B. Products Manufactured in The Industry

• Truss or Industrial shed

• Gates & Grills

• Rolling Shutters

• Steel Racks

C. Operations Involved

• Welding

• Cutting

• Drilling

• Grinding

• Bending

D. Tools & Methodology Used

• 5S- Organizing Workspace

Science, Technology and Development

Volume VIII Issue VIII August 2019

Issn : 0950-0707

Page No : 7

• SPAGHETTI PLOT- Visualization of the flow in a system and Optimization

• KAIZEN- Continuous improvement

E. Types of Waste Found in the Industry

• Unscheduled Transport

• Excess Motion

• Lead or Waiting time

• Over Processing

• Defects

IV. IMPLEMENTATION

A. Spaghetti Plot

1) Base Layout:The base layout of the firm before implementation of lean tools is plotted below:

Fig. 1 Base Layout

2) Spaghetti Plot for Truss:

Fig. 2 Spaghetti plot for Truss

Science, Technology and Development

Volume VIII Issue VIII August 2019

Issn : 0950-0707

Page No : 8

3) Spaghetti Plot for Gates and Grills:

Fig. 3 Spaghetti Plot for Gates & Grills

4) Spaghetti Plot for Rolling Shutters:

Fig. 4 Spaghetti Plot for Rolling Shutters

Science, Technology and Development

Volume VIII Issue VIII August 2019

Issn : 0950-0707

Page No : 9

5) Nested Layout:

Fig. 5 Nested Layout

6) Feasible Layout of the Industry:

Fig. 6 Feasible Layout

Science, Technology and Development

Volume VIII Issue VIII August 2019

Issn : 0950-0707

Page No : 10

B. 5S

5S is the name of a workplace organization method that uses a list of five Japanese words: seiri,seiton,seiso,seiketsu and

shitsuke.Transliterated into Roman script, they all start with the letter "S". The list describes how to organize a work space for

efficiency and effectiveness by identifying and storing the items used, maintaining the area and items, and sustaining the new

order. The decision-making process usually comes from a dialogue about standardization, which builds understanding among

employees of how they should do the work.

1) Before 5s Implementation:

▪ The industry placed all the tools and equipment along with the work piece and templates.

▪ They don’t have a separate place to keep all the tools in an arranged manner.

Fig. 7 Tool Arrangement Before 5S

Fig. 8 Equipment Arrangement Before 5S

Science, Technology and Development

Volume VIII Issue VIII August 2019

Issn : 0950-0707

Page No : 11

2) After 5s Implementation:

For implementing 5S, we requested the industry to fabricate a dedicated tool board so as to quickly access the tools and

other measuring equipment.

Fig: 9 Dedicated Tool Board for Cutting and Grinding wheels

Fig. 10 Arrangement of Equipment after 5S Implementation

Science, Technology and Development

Volume VIII Issue VIII August 2019

Issn : 0950-0707

Page No : 12

Fig. 11 Dedicated Tool Board

Fig. 12 Rack for Fasteners and other Accessories

Science, Technology and Development

Volume VIII Issue VIII August 2019

Issn : 0950-0707

Page No : 13

C. Cause and Effect Analysis

▪ As there were rejections in the products like gates, shutters and M.S. staircase, we implemented Cause and Effect

Analysis (Fish Bone chart) in order to reduce the rejection rate.

▪ After drafting the diagram, it was found that the rejections were chiefly due to delayed delivery of products.

▪ This delay in delivery was analyzed from the diagram and was found that the higher supply lead time and insufficient

workers were the major cause for the delay of products.

Fig. 13 Cause and Effect Diagram

• Finally, from the diagram we suggested the industry to maintain a buffer stock in their inventory in order to eliminate

the supply lead time.

• Also, we suggested the firm to either recruit more staff inside the company or extend the working time.

V. IMPROVEMENT RESULTS

• The overall time between placing order and delivery of products has been reduced by half a day with respect to the type

of products.

• Unnecessary material and worker movement has been eradicated.

• 15% of the total equipment storage space has been saved.

VI. CONCLUSION

Owing to the above specified improvement results, the overall efficiency of the industry has been increased significantly.

REFERENCES

[1] Chopra, S. &Meindl, P., 2004. Supply Chain Management. 2 ed. Upper Saddle River: Pearson

[2] Carter, C., Kale, R. & Grimm, C., 2000. Environmental purchasing and firm performance: An empirical investigation. Transportation Research Part

E: Logistics and Transportation Review, 3(36), pp. 219 - 228.

[3] Gordon, P., 2001. Lean and Green e-Profit for Your Workplace and the Environment. San Francisco: Berrett-Koehler Publishers Inc...

[4] Bevilacqua, A., Ciara pica, F. E. &Giacchetta, G., 2011. Design for Environment as a Tool for the Development of a Sustainable Supply Chain.

London: Springer.

[5] Dennis, P., 2002. Kanban. In: Lean Production Simplified. Second edition ed., pp. 74-78.

[6] Daft, R., 1995. Organization Theory and Design. New York, West Publishing Company.

[7] Hines, P., Holweg, M. & Rich, N., 2004.“Learning to evolve a review of contemporary lean thinking.”International Journal of Operations & Production

Management, 10(24), pp. 994-1011.

[8] Nicholas.J.M., 1998. Competitive Manufacturing Management: Continuous Improvement, Lean Production, Customer-focused

Quality.Irwin/McGraw-Hill.

[9] R, Shah. & T, Ward. P., 2007. “Defining and developing measures of lean production.”Journal of Operations Management, Issue 25, pp. 785 - 805.

Science, Technology and Development

Volume VIII Issue VIII August 2019

Issn : 0950-0707

Page No : 14