Development of Zero Waste Management model with Agility for Pump Industry

P Senthil kumaar1, P Maniiarasen2,

Department of Mechanical Engineering, Nehru Institute of Engineering and Technology, Thirumalayampalayam, Coimbatore 641105. reksena@yahoo.co.in

Abstract Lean manufacturing becomes essential in todays world of increasing cost of materials and reducing price of finished goods. This research paper tries to analyse the various ways to reduce or eliminate wastes. Combining the concepts of green manufacturing with that of lean techniques leads to the development of ZERO waste Management model .This new methodology of manufacturing will reduce the cost of manufacturing, pollution effects, and also elaborates how to move towards complete green manufacturing .Agility is vital due to the continuous change of models and products. Customers expect more and more new varieties with lowest cost and highest quality. Through this research a methodology to develop Zero waste model with agility will be developed. Keywords: Just in Time, 5s Technique, Green manufacturing, Agility.
I. INTRODUCTION

information management becomes much simpler and more accurate. The original seven wastes are:

About Lean manufacturing

The core idea is to maximize customer value while minimizing waste. Simply, lean means creating more value for customers with fewer resources. A lean organization understands customer value and focuses its key processes to continuously increase it. The ultimate goal is to provide perfect value to the customer through a perfect value creation process that has zero waste. To accomplish this, lean thinking changes the focus of management from optimizing separate technologies, assets, and vertical departments to optimizing the flow of products and services through entire value streams that flow horizontally across technologies, assets, and departments to customers. Eliminating waste along entire value streams, instead of at isolated points, creates processes that need less human effort, less space, less capital, and less time to make products and services at far less costs and with much fewer defects, compared with traditional business systems. Companies are able to respond to changing customer desires with high variety, high quality, low cost, and with very fast throughput times. Also,

Transport (moving products that are not actually required to perform the processing) Inventory (all components, work in progress and finished product not being processed) Motion (people or equipment moving or walking more than is required to perform the processing) Waiting (waiting for the next production step) Overproduction (production ahead of demand) Over Processing (resulting from poor tool or product design creating activity) Defects (the effort involved in inspecting for and fixing defects) About Green manufacturing

The term green manufacturing can be looked at in two ways: the manufacturing of green products, particularly those used in renewable energy systems and clean technology equipment of all kinds, and the greening of manufacturing reducing pollution and waste by minimizing natural resource use, recycling and reusing what was considered waste, and reducing emissions.

About Agile manufacturing Agile manufacturing is organization that has created the training to enable it to respond needs and market changes while and quality. a term applied to an processes, tools, and quickly to customer still controlling costs

An enabling factor in becoming an agile manufacturer has been the development of manufacturing support technology that allows the marketers, the designers and the production personnel to share a common database of parts and products, to share data on production capacities and problems particularly where small initial problems may have larger downstream effects. It is a general proposition of manufacturing that the cost of correcting quality issues increases as the problem moves downstream, so that it is cheaper to correct quality problems at the earliest possible point in the process. Agile manufacturing is seen as the next step after lean manufacturing in the evolution of production methodology. 2. Literature Survey Lyonnet et al. (2010), [1] developed a methodology to evaluate the level of maturity in the screw cutting sector companies regarding their understanding of lean manufacturing and application. Eswaramoorthi et al. (2010), [2] proposes an integrated cost model for a typical assembly process to determine cost per part more precisely by considering seven types of "contributing factors". Rajenthirakumar et al. (2011), [3] describes an application of value stream mapping (VSM) in a construction equipment company. According to Marc Helmold (2011), [4] lean principles and methods must be part of total supplier management in any enterprise. Rajenthirakumar et al, (2011), [5] addresses the implementation of the lean principles in an automotive manufacturing company with a focus on tube subassembly line. According to the reference of Marksberry et al. (2011), [6] research looks at common approaches, theories, and problems concerning the role of the executive and how it can affect companies in their efforts to adopt Lean tools and principles. According to the reference of S. Abuthakeer et al. (2010), [7] research paper attempts to integrate Value Stream Map (VSM) with the cost aspects.

Paranitharan et al. (2011), [8] focus to review current manufacturing practices & visual identification of waste, based on the comparison and input review a modelled step by step procedure has proposed to infuse the lean concept implementation using five step approaches. Osama Erfan (2010), [9] attempts to apply the principles of lean manufacturing in the service sector in Libya with the purpose of eliminating wastes and increasing capacity. According to the reference of Ravikumar Marudhamuthu et al. (2011), [10] research addresses the implementation of lean principles in an Indian garment export industry. John J. Cooper Jr.s (2009), [11] research examines the issues and illustrates an implementation model that can be used to accomplish the goal of utilizing the lean principles through the use of academic, simulation, and real life examples. According to the reference of Salah R. Agha et al. (2010), [12] research deals with quantifying the effects of implementing lean construction using discrete system simulation. Mohamed A. Gadallas (2010), [13] work introduces the concept of excogitating agile transformation from an initiated lean transformation through finding a pathway between the two. According to the reference of Bhim Singh et al. (2010), [14] an attempt has been made to identify the scope for lean implementation in Indian industry which forces the Indian industry to adopt lean manufacturing initiatives. Stuart So (2010), [15] empirically examines the influence of e -supply strategy on lean manufacturing adoption in EMSC (electronic-enabled manufacturing supply Chains) aiming to create lean suppliers through waste reduction. Zhihong Zhang et al (2008), [16] reveal that, Quantitative analysis was used to illustrate the effect of green manufacturing. Allan Beck (2012), [17] suggest a different approach that highlights the advantages of a proximity-based model interspersed with the components of agile manufacturing. K. Cheng et al. (1998), [18] presents a new approach to implementing agile design and manufacturing concepts based on the integration of artificial intelligence (AI) and Internet technologies with the conventional design and manufacturing techniques. Y.Y. Yusuf et al. (2004), [19] reviews emerging patterns in supply chain integration, also explores the relationship between the emerging patterns and attainment of competitive objectives. A. Gunasekaran et al (2002), [20] present a case study conducted on agile manufacturing in the GEC Marconi Aerospace Company. A. Gunasekaran et al. (2002), [21] presented a framework as a basis for understanding the major strategies and relevant technologies of AM. Vinodh et al (2012), [22] present a

30-criteria agility assessment model which could be utilised to measure agility and to identify the agile characteristics of organisation. Yu-Ying Huang et al.(2009), [23] present the evolution of researches in agility, provides further insights for future studies with respect to where this topic should or would develop. Nazar Dahmardeh et al. (2010), [24] indicate that Responding to changes, and taking advantage of them through strategic utilisation of managerial and manufacturing methods and tools, are the pivotal concepts of agile manufacturing. Debra A. Elkins et al. (2004), [25] discuss two simple decision models that provide initial insights and industry perspective into the business case for investment in agile manufacturing systems. Luis M. Sanchez et al. (2001), [26] review a wide range of recent literature (About 73 papers on agile manufacturing from premier scientific journals and conferences) and a classification scheme to organize these is proposed. Dr. Kenneth Stier (2003) [27] reveals that simulation helps build the confidence to apply lean manufacturing techniques. 3. Proposed Methodology The first step in lean manufacturing is to identify the wastes by the technique Value Stream mapping. This will be done by conducting brain storming session among the employees. Also Survey will be conducted through a questionnaire among manufacturers, Dealers, retail Sellers, service centres and customers. By the application of Just in time (JIT) and 5 S techniques wastes can be reduced. JIT allows only limited quantity of required raw materials and other components for a particular time. As the available quantity is the same for the production rejections and reworks may be reduced. Awareness has to be created about 5 S technique to keep everything neat and tidy at their respective places. This will expose unnecessary materials and these will be removed. S . N 1 Table.1 Execution plan details Works to be Time Additio Remark done frame for nal time s completio if n of require works d Developing 25 days 5 days questionnaire for surveying (For both lean and agile

manufacturin g) Surveying 2 Developing current state VSM Implement changes Developing future state VSM Conduction of Brainstormin g session and gathering ideas Awareness about 5 S technique and practicing Developing Zero waste management model Segregation of agile ideas and grouping Formation of agile model Formation of green manufacturin g model 6 months 3 months

For both lean and agile manufac turing -

3 4 5

1day 9 months 1 day

5 months -

1 day

3 months

2 months

4 months

2 months 2 months 1 month 2 months

9 1 0 1 1

4 months 2 months 3 months

From the surveys, discussions and brainstorming sessions among the employees and customers wastes and the ways to eliminate them will be identified. Benchmarking [To find the best practices in the industry established and followed by the leader] will be done for gathering the informations, Procedures and Methodologies adapted for green manufacturing. Foundry and painting divisions cause major air and soil pollution in the pump manufacturing industry. Also the methods to control electric power consumption throughout the lifecycle of the products [from the purchase of the raw materials to the safe disposal of the

used product after the useful life is completed] will be designed. Among customers and service center personnel survey will be conducted to find the requirements of the end users periodically depend upon the market trend and new products of the competitors. Design, Research and development departments will update continuously based on the requirements. For example the water level controller is to be bought separately and fitted with the pumping system for household pumps .This can be integrated along with the pumps so that the consumers will be benefitted. Similarly for the agriculture pumping systems now the remote starting and switching off system using cell phone (Mobile) sms has to be bought separately and installed. If this remote switching system is integrated with the agriculture pumping system the cost also may reduce. In future requirement of pumps [With lowest power consumption and highest output] that can be operated using house (Domestic) ups will arise. Datas, informations will be gathered simultaneously for lean green and agile manufacturing through various methods. All the methods, processes will be analysed deeply. Current value stream map will be drawn. After implementing changes future state V.S.M. will be drawn. These exercises are continuous in nature. There is always a room for improvement. Combining lean and green manufacturing efforts leads to Zero waste management model. 4. Results and conclusion Based on the planning research will be carried out. A Zero waste Management model with agility will be developed. Model can be continuously updated for changes at regular intervals of time. Especially when new models are introduced in the market, existing products has to be improved and modified. REFERENCES [1] Barbara Lyonnet, Maurice Pillet and Magali Pralus, Lean manufacturing in the screw cutting sector: assessment of maturity level, Int. J. Rapid Manufacturing, Vol. 1, No. 3 , p.256, 2010 . [2] M. Eswaramoorthi, P.S.S. Prasad and P.V. Mohanram, Developing an Effective Strategy to Configure Assembly Systems Using Lean Concepts, International Journal of Lean Thinking, Volume 1, Issue 2, p.14, December 2010. [3] D. Rajenthirakumar, P.V. Mohanram and S.G. Harikarthik, Process Cycle Efficiency Improvement

through Lean: A Case Study International Journal of Lean Thinking, Volume 2, Issue 1, p.46, June 2011. [4] Marc Helmold, Driving value in the upstream management through lean principles International Journal of Lean Thinking, Volume 2, Issue 2, December 2011. [5] D. Rajenthirakumar and P.R.Thyala, Transformation to lean manufacturing by an automotive manufacturing company International Journal of Lean Thinking, Volume 2, Issue 2, December 2011. [6] P. Marksberry and S. Hughes, The Role of the Executive in Lean: A Qualitative Thesis Based on the Toyota Productions System International Journal of Lean Thinking, Volume 2, Issue 2, December 2011. [7] S. S. Abuthakeer, P.V. Mohanram and G. Mohan Kumar, Activity Based Costing Value Stream Mapping International Journal of Lean Thinking Volume 1, Issue 2, December 2010. [8] K. P. Paranitharan, M. Shabeena Begam, S. Syath Abuthakeer and M. V. Subha, Redesigning an Automotive Assembly Line Through Lean Strategy, International Journal of Lean Thinking, Volume 2, Issue 2, December 2011. [9] Osama M. Erfan, Application of lean manufacturing to improve the performance of health care sector in Libya, International Journal of Engineering & Technology IJET-IJENS Vol: 10 No: 06, December 2010. [10] Ravikumar Marudhamuthu, Marimuthu krishnaswamy, and Damodaran Moorthy Pillai, The Development and Implementation of Lean Manufacturing Techniques in Indian garment Industry, Jordan Journal of Mechanical and Industrial Engineering, Volume 5, Number 6, Dec. 2011 ISSN 1995-6665 Pages 527 532. [11] John J. Cooper Jr., The integration of a lean manufacturing competency-based training course into university curriculum Online Journal of Workforce Education and Development Volume IV, Issue 1 - Fall 2009. [12] Salah R. Agha, Mamoun Al qedra and Ramadan Al Kurd and Reem Mohanna, Quantifying lean construction effects: a discrete system simulation approach Int. J. Rapid Manufacturing, Vol. 1, No. 3, p.292, 2010. [13] Mohamed A. Gadalla, A conceptual framework to excogitate agile from lean transformation Int. J. Rapid Manufacturing, Vol. 1, No. 3, p.308, 2010. [14] Bhim Singh, S.K. Garg and S.K. Sharma, Scope for lean implementation: a survey of 127 Indian

industries Int. J. Rapid kManufacturing, Vol. 1, No. 3, p. 323, 2010. [15] Stuart So, Creating lean suppliers: an empirical study of adopting lean manufacturing in supply chains Int. J. Rapid Manufacturing, Vol. 1, No. 3, p.348, 2010. [16] Zhihong Zhang and Xi Tian, Necessarity of Practicing Green Manufacturing in Iron Industry from the Point of Social Responsibility International Journal of Business and Management Vol. 3, No. 12, p.142, December, 2008. [17] Allan Beck, Agile Manufacturing: A Border Perspective International Business & Economics Research Journal Volume 11, Number 9, p.991, September 2012. [18] K. Cheng, D.K. Harrison and P.Y. Pan, Implementation of agile manufacturing an AI and Internet based approach Journal of Materials Processing Technology 76 (1998) p. 96101. [19] Y.Y. Yusuf, A. Gunasekaran b, E.O. Adeleye c and K. Sivayoganathan Agile supply chain capabilities: Determinants of competitive objectives European Journal of Operational Research 159 (2004) p. 379392. [20] A. Gunasekaran, E. Tirtiroglu and V. Wolstencroft An investigation into the application of agile manufacturing in an aerospace company Technovation 22 (2002) p. 405415 [21] A. Gunasekaran and Y. Y. Yusuf, Agile manufacturing: a taxonomy of strategic and technological imperatives Int. J. Prod. Res., 2002, vol. 40, no. 6, p.1357-1385. [22] S. Vinodh V. Uday Kumar and R. Jeya Girubha, Thirty-criteria-based agility as sessment: a case study in an Indian pump manufacturing organisation International Journal of Advanced Manufacturing Technology (2012) 63:p.915929. [23] Yu-Ying Huang and Shyh-Jane Li, Tracking the Evolution of Research Issues on Agility Asia Pacific Management Review 14(1) (2009) p.107-129. [24] Nazar Dahmardeh and Seyyed Ali Banihashemi Organisational Agility and Agile Manufacturing European Journal of Economics, Finance and Administrative Sciences ISSN 1450-2275 Issue 27 (2010). [25] Debra A. Elkins, Ningjian Huang and Jeffrey M. Alden Agile manufacturing systems in the automotive industry Int. J. Production Economics 91 (2004)p. 201 214.

[26] Luis M. Sanchez and Rakesh nagi A review of agile manufacturing systems int. j. prod. res., 2001, vol. 39, no. 16, p. 3561-3600. [27] Dr. Kenneth Stier Teaching Lean Manufacturing Concepts through Project-Based Learning and Simulation Journal of Industrial Technology Volume 19, Number 4 August 2003 to October 2003.

P.Senthilkumar was born on 5 th April 67. He has received B.E. in Mechanical Engineering from Madras University, M.B.A.in Marketing from Indira Gandhi National Open, University New Delhi, M.E. in Industrial Engineering from P.S.G.College of Technology,Coimbatore. He is a Member of Institution of Engineers, India (MIE). Presently he is an Assistant Professor in Mechanical Engineering at Nehru Institute of Engineering and Technology ,Coimbatore. He is actively involved in research and teaching since 1997. He is a life member of Institution of Engineers (India).

Dr.P.Maniiarasen was born on 19/11/1972. He had completed Ph.D in mechanical Engineering from Bharathiar University, Coimbatore, M.E (Refrigeration &Air conditioning) Bharathiar University , Coimbatore, B.E (Mechanical Engg) Marathwada University, Aurangabad, Maharashtra. He got funded project from Institution of engineers in the area of aeronautical engineering(Design and analysis of half rectangular nozzle for turbine exit) worth of Rs 60,000/- (During the academic year 2012-2013).He has submitted 10 project proposals to GTRE/ADA/DST/AICTE/Institution of Engineers. He had received the award of appreciation from the Institution of Engineers for the proactive efforts in learning initiatives , placements, campus research and development efforts. His research interest areas are Analysis flow through Injectors using CFD, Modeling of the swirl Injectors, Combustion analysis using CFD , Mathematical modelling , Aero Dynamic design.