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International Journal of Advance Engineering and Research

Development
Volume 2,Issue 7, July -2015

A REVIEW -“INVESTIGATION ON LEAN MANUFACTURING”

Mohit B.Diwan¹ , Pragnesh K. Brah mbhatt ²
¹ Ph.D. Scholars, Department of Mechanical Engineering, Rai University, Ahmadabad (Guj.), India
²Asso.Prof. vishvakarma Govt.Engg.College, Ahmedabad , India

Abstract : Today, numerous companies have a major opportunity to reduce their costs and customer lead time and cycle
time through the application of Lean Manufacturing System or Lean Philosophy. Implementation of Lean helps to
improve their productivity and efficiency. This paper aim to have a brief study on the literature related to lean
philosophy in the manufacturing industries and integrate the different lean tool for getting better productivity in different
industries. The outcomes from this review is hope justify the needs of further research in area of Lean Manufacturing,
aimed at strengthen its philosophy towards more realistic applications. In addition, the model also shows how lean
dimensions in the manufacturing system related to eight types of wastes.

Key words: Lean Manufacturing: Lean philosophy: Lean Tools: Wastes: Lean Implementation

I. INTRODUCTION:
The Lean Production philosophy aims at reducing the operating costs through the elimination of waste. Waste is
everything that does not add value to the product of services (Womack and Jones,1996;Modern,1983) and by eliminating
the waste, ultimately its will enhance value to the production system to produce a good quality products at customers
satisfaction(Moayed and Shell,2009;Sanchez and Peres,2001). Lean production developed by Toyota that focus on the
elimination of waste in all forms of material or people wait ing time, excess inventory and overproduction, unnecessary
processing steps/movement of material or people. It has a widespread application cover all aspects of the manufacturing
functions from product development, procurement and manufacturing over to distribution (Womack, et al., 1990). The
concept of lean production has become do minant in most organization
(Karlsson and Ahlstrom, 1996) and many organizations are adopting it in order to keep their competit ive edge in both
domestic and international ma rket.
Manufacturing enterprises then tried to implement holistic Lean Production Systems in order to achieve more
sustainable results. Nevertheless, most LPS imp lementations still fall short of the expectations. Several author identified
that many companies focus on the visible elements of LPS like methods and tools and tend to change the layouts and
processes of their production. However, the critical factors for the sustainable success of production systems are
generally rather people-related than technology-related.
Th is paper aims to briefly study the literature related to lean philosophy in manufacturing industries. The main
focus on the role of Lean tools in the established quality improvement and minimu m wastages. Effort was made to
critically the published research related to Lean philosophy in manufacturing industries.

Objective of lean philosophy:

 Labor costs reduction,
 Shortening product development.
 Shortening production period.
 Reduction of manufacturing and warehouse space.
 Guaranteed delivery of products to the customer.
 Maximu m quality at min imu m cost.

Thorough literature survey on lean manufacturing and lean assessment has been carried out in order to achieve the
objective of this research. The existing and current model of leanness is identified and studied. However, the emphasis of
the research is more on the identification of indicators, practices or tools or techniques for the imp lementation of lean in
manufacturing. the literature survey on various data bases such as Scopus, Google scholar, ISI Web of Knowledge and so
on.

II. IMPLEMENTING LEAN TOOLS AND TEC HNIQ UES OF RES EARCH:
Tools (Methodologies) that are part of “lean” are address in literature. Lean has a very extensive collection of tools and
concepts. Surveying the most important of these, understanding both what they are and how they can help is an excellent
way to get started. There are a lot of great ideas to exp lore in lean. The Figure No.1 shows some of the common Lean
Tools.

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 International Journal of Advance Engineer ing and Research Development (IJAERD)
Volume 2,Issue 7, July -2015, e-ISSN: 2348 - 4470 , print-ISSN:2348-6406

Figure No: 1 Lean Tool

Once industries pinpoint the major source of waste, tools such as continuous improvement, just -in-t ime production,
production smoothing and other will guide co mpanies through corrective actions so as to eliminate waste. In the
following sections a brief description of such tools is given.

Table No.1 Addition Essentials Lean Tools

5S Overall Equ ip ment Effectiveness (OEE)
Andon PDCA (Plan, Do, Check, Act)
Bottleneck Analysis Poka-Yo ke (Error Proofing)
Continuous Flow Root Cause Analysis
Gemba (The Real Place) Single M inute Exchange of Die (SM ED)
Heijunka (Level Scheduling) Six Big Losses
Hoshin Kanri (Po licy Deploy ment) SMART Goals
Jidoka (Autonomation) Standardized Work
Just-In-Time (JIT) Takt Time
Kaizen (Continuous Improvement) Total Productive Maintenance (TPM)
Kanban (Pull System) Toyota Production System (TPS)
KPI (Key Performance Indicator) Value Stream Mapping (VSM )
Muda (Waste) Visual Factory

Just-in-t ime (JIT) JIT: A philosophy of manufacturing based on planned elimination of all waste and continuous
improvement of productivity. It encompasses the successful execution of all manufacturing activities required to produce
a final product. JIT is an inv entory strat egy imp lemented to imp rove the return on invest ment of a business by
reducing in -p rocess inv entory and its associated Carry ing costs

5-S

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 International Journal of Advance Engineer ing and Research Development (IJAERD)
Volume 2,Issue 7, July -2015, e-ISSN: 2348 - 4470 , print-ISSN:2348-6406

Six Sig ma.

The term s ix sig ma co mes fro m the field o f stat istics. Six Sig ma app roach has b roadened to include such th ings as
program and p ro ject management too ls and ru les all o f which are co mp lementary to lean manu factu ring

Value Stream Mapping

Value Stream Mapping is a method used for business process and product improvement, which orig inated with the
development of the Lean business philosophy. The value stream Mapping is the collection of all of the value-added and
non value-added activities that generate the product or service that is required to meet the customer‟s needs. A value
stream map illustrates the flow of materials and informat ion as the product or service moves through the process.

In the lean philosophy, "value" is determined by the end customer. It means identify ing what the customer is willing to
pay for, what creates "value" for him. The whole process of producing and delivering a product should be examined and
optimized fro m the customer‟s point of view. So once "value" is defined, we can exp lore the value stream, being all
activities both value-added and non-value added that are currently required to bring the product from raw material to end
product to the customer. Next , wasteful steps have to be eliminated and flow can be introduced in the remaining value -
added processes. The concept of flow is to make parts ideally one piece at a time fro m raw materials to fin ished goods
and to move them one by one to the next wo rkstation with no wait ing time in between.

Modern Engineering is given closed look towards all the engineering processes like design, manufacturing, supplying
and servicing of equipments and machines to the end customers. The faster and robust proc esses have always been boon
of the industry; to cater the ever-changing taste and demand of customers. Prevailing volatile market condition co mpels
the Industry to imp lement the various lean tools to meet the fierce competit ion erupted out of global compe tition,
changing customer demands, pressure on time to market etc. Thus, industry may select VSM to as a viable alternative to
enhance their co mpetitive edge.

To combat the above situations, Indian manufacturers are all have to implement the Lean Manufac turing System in a big
way to join with the global users. The main aim of this research is to reduce the cycle time and to eliminate unwanted
facilit ies and suggest improvement measures fro m the lean manufacturing perspective . VSM is the tool used for
business process & product improvement . The value stream M app ing is the co llect ion of all of the value -added and
non value-added activ it ies that generat e the product o r serv ice that is requ ired to meet the custo mer‟s needs

SM ED reduces waiting and overproduction by creating shorter mach ine setup times.

Poka Yo ke (Error Proofing) Error proofing is a structured approach to ensure quality and error free manufacturing
environment. Error Proofing assures that defect will never be passed to next
operation. Poka Yo ke means fool proofing, it is all about ensuring that the mistake doesn‟t happen. Error proofing is a
manufacturing technique of preventing errors by designing the manufacturing process, equipment and tools so that an
operation literally cannot be performed incorrect ly. The basic concept of this is avoiding the problems by correcting the
process

Kanban: A method for maintain ing an orderly flow o f material. Kanban cards are used to indicate material order points,
how much material is needed, it should be delivered. Production Kanban are also used to control production.

Kaizen: The Japanese term for improvement continuing imp rovement involving everyone managers and workers. In
manufacturing, kaizen relates to finding and eliminating waste in machinery, labour or production methods. Kaizen is a
simp le parts-movement system that depends on cards and boxes/containers to take parts from one workstation to another

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 International Journal of Advance Engineer ing and Research Development (IJAERD)
Volume 2,Issue 7, July -2015, e-ISSN: 2348 - 4470 , print-ISSN:2348-6406

on a production line. The essence of the kanban concepts is that a supplier or the warehouse should only deliver
components to the production line as and when they are needed, so that there is no storage in the production area.

 The fi ve steps invol ved in the Lean philosophy:

Step 1: S pecifyi ng Value

Womack and Jones states that value can only be defined by the ultimate consumer and is only meaningful when
expressed in terms of a specific product with specific capabilit ies which meets the customer‟s needs at a specific price at
a specific time. The problem is that while value is defined by the customer, it is created by the producer and many things
get in the way when producers try to express how they provide value.

Step 2: Identi fying the val ue stream

Value stream is defined as: all the specific actions required to bring a specific product (whether a good, a service)
Identify all the steps across the whole value stream, tracking the sequence of processes from raw materials to finished
goods that deliver customer value.

Step 3: Creating fl ow
Make sure those steps flow better ensures actions, which create value flow p roperly and eliminate delays and interruption
to create a smooth process.

Step 4: The concept of pull

Pull in simp lest term means that no one upstream should produce a good or service until the customer downstream asks
for it.”Because of its responsiveness, this form of small lot, even single item, production means that the plant only makes
what is ordered when it is ordered

Step 5: The hunt for perfection

Strive for perfection by continually removing successive layers of waste, which is defined as anything that does not add
value to a product or service

Lean manufacturing princi ples include:

 Pull processing products are pulled fro m the consumer end (demand) not pushed from the
 production end (supply)
 Perfect first time quality- quest for zero defects revealing & solving problems at the source.
 Waste minimizat ion- eliminating all activit ies that do not add value & safety nets, maximize use of scarce
resources(capital, people and land).
 Continuous improvement- reducing costs, improving quality, increasing productivity and
informat ion sharing.
 Flexib ility- producing different mixes or greater d iversity of products quickly, without sacrificing efficiency at
lower volu mes of production.
 Building and maintaining a long term relationship with suppliers through collaborative risk sharing, cost sharing
and information sharing arrangements.

III. LEAN THINKING:

Lean thin king is the dynamic knowledge driven and customer focused process by which all people in a defined enterprise
continuously eliminate waste with the goal of creating value. Womack and Jones describe lean thinking as “the
antinodes” to muda. Muda is the Japanese world for waste and specifically “any human activity that absorbs resources
but creates no value”. The essence of lean thinking is the elimination of muda whenever it exists –within the individual
firm but also along the whole supply chain.

There are several typical categories of waste (muda in Japanese) as follows :

1. Defecti ve units (scrap) or rework

The existence of defective units in a process is typically the result of a poor preventive quality system. When an error or
defect is passed onto the next operation or even worse to the customer, a loss is inevitably occurred. As a result,
something has to be manufactured, assembled or serviced twice, whereas the customer will rightfully only pay once for
the goods or service. Thus doing everything right the first time is the most efficient, least wasteful way.

2. over production:
Overproduction consists of making either unneeded excess goods or making needed goods too

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 International Journal of Advance Engineer ing and Research Development (IJAERD)
Volume 2,Issue 7, July -2015, e-ISSN: 2348 - 4470 , print-ISSN:2348-6406

early or in excessive quantity. It is also described as making goods just in case rather that Just in Time (JIT).
Traditionally, manufacturers have used the concept of Economic Order Quantity (EOQ) which is also known as
economic lot size or min imu m cost order quantity to determine
their optimal manufacturing batches and lot sizes

3. Waiti ng
Waiting includes delays coming fro m peoples, processes, or Work in Progress (WIP) inventory
sitting inactive while wait ing for instructions, information, raw materials or any other resources.
Wasteful waiting ties up capital, increases the risk of obsolescence or damage, and other requires additional handling and
movement of goods.

4. Not Use Skills: Not utilizing the talent of employees

5. Trans portation: mult iple handling or movement of products does not add any value to the product.

6. Inventory
Stock that is sitting without providing value to a product accumulates cost. This is usually a costly way to cover up
quality problems such as rework and defects manpower or production scheduling problems excessive lead time and
supplier problems

7. Motions
Unnecessary movement of people , products or equipment does not add value to a product. For example workers walking
back and forth fro m the work area to the supply area, moving around
unneeded equipment or performing redundant motions can be completely eliminated o f automated to speed up the
process.

8. Extra process:
Unnecessary processing steps should be eliminated. Co mbine steps where possible. Over processing is adding
unnecessary features that are not value adding in the eye of the customer. Poor process design can lead to producing
better products or services than a customer needs or is willing to pay for

Principles behind the lean thinking:

 Customer focus: make sure that all the activities of the organization are driven by the customer needs and
expectations
 Eliminate waste with the goal of creat ing value: elimination of waste throughout the value cha in. I.e. those
activities which does not add any value to goods or services in the eye of customers or any for which the
customer is not willing to pay.
 Pursue knowledge driven enterprise transformation: ut ilize the ideas and skills of everyone in the orga nization to
implement systematic changes
 Foster a dynamic process of change and capability building: pursue a proactive , relentless process of ongoing
change and capability build ing to ensure the sustains competitive advantage.

IV. CONCLUS ION:

A review of literature suggests that the imp lementation of lean princip les is not a onetime look at a process and through
implementation, perfect results are achieved. Lean imp lementation is a journey that takes many years and requires a
cultural change. If the principles are applied correctly, significant results can be achieved in the manufacturing process by
understanding the use of Lean Tools, performing time studies, and focusing on incremental changes to the process
through the use of appropriate Lean Tool. By utilizing the principles of lean manufacturing, and applying them
systematically, will help any manufacturing facility drive out the waste that is currently in their process. As it was stated
there are no shortcuts to "world class".

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