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DOI 10.1007/s00170-013-5407-x
ORIGINAL ARTICLE
Received: 18 March 2013 / Accepted: 4 October 2013 / Published online: 24 November 2013
# Springer-Verlag London 2013
1 Introduction
Lean manufacturing system (LMS) is a philosophy or concept
that aims to improve productivity and reduce waste. Lean
manufacturing endeavors to use less of everything: less
investment in equipment and tools, less manufacturing space,
less workers, and less engineering time in product and process
design [13]. The reduction of waste can be in inventory or
resources such as manpower, equipment, or floor space.
Examples of waste reduction include the reduction of process
defects, less scrap, and low inventory [10]. Vinodh et al. [20]
maintain that sustainable benefits can be obtained from
reduction of work-in-process, elimination of potential waste
from damaged products and lesser floor space utilization. The
objective of lean manufacturing is to reduce waste in terms of
waiting time, setup time and work-in-process (WIP) inventory
[9]. Waste specially in the context of the manufacturing
environment or company means redundant application of
resources that does not contribute value to the product, for
which the customer is unwilling to pay. Some of the
manufacturing wastes are overproduction, WIP inventory,
finished parts inventory, inappropriate processing,
transportation, defects, and scrap [11].
The implementation of lean manufacturing philosophy or
concept in the various manufacturing sectors has been
documented in the literature in recent years. The analysis of
case studies dealing with the application of lean manufacturing
can be found in steel production [1], aerospace manufacturing
[2], electronic manufacturing [3], automotive production
[7, 19], and aircraft manufacturing [21]. Patnayak et al. [16]
combined lean manufacturing with cellular layout to improve
the efficiency of ammunition components manufacturing. The
present investigation was conducted at Blue Star Limited,
Dadra Plant, India, engaged in manufacturing airconditioning
coils and in particular condenser and evaporator coils for
308
309
310
3.3 Process
3.3.2 Fabrication shop
The manufacturing process of Dadra plant can be divided into
four categories: coil shop, fabrication shop, paint shop, and
assembly lines. The focus of this investigation is coil shop.
The other shops are briefly described below.
3.3.1 Coil shop
Coil shop is one of the most important divisions of Dadra
plant. Coil plays a very important role in airconditioning
system. The whole performance of airconditioning system
depends on heat transfer rate of condenser and evaporator
coils. The heat transfer rate depends on the manufacturing
quality of the coil. Consequently, it is essential to produce
good quality coils. The plant is equipped with the most
advanced technology to produce condenser and evaporator
coils. The important machines in the coil shop are fin press
machine, tube bending machine, expander machine, autobrazing machine, coil bending machine, water deep testing
setup, and drying oven. The flow diagram of coil shop is
shown in Fig. 2.
311
312
Machine
name
Number of
machines
Number of operators/
machine
Average setups
per shift
Utilization %
per machine
Fin press
Hair pin bender
Expander
Auto-brazing
Coil bending
Water testing
2
2
2
1
1
2
1
1
2
6
2
1
10.00
10.00
60.00
5.00
3.00
0.00
5
5
5
10
0-10
4
0.70
1.00
0.31
0.27
0.36
1.00
Figure 5 shows the VSM diagram for the model CODX18013-00. VSM analysis reveals that the percentage value
addition (%VA) is 4.95 %. It is observed that the high setup
time of expander is making expansion operation a bottleneck
and causing a high WIP inventory and preventing one piece
flow across the shop floor. This high setup time causes the
material to be pushed by each workstation to sequential
workstation, which is not ideal in terms of lean manufacturing.
The high WIP level causes material handling problem, coil
damage, and other quality problems. To reduce the WIP level
between fin press and expander, it is imperative to reduce the
setup time of expander, so that instead of pushing the batch
material to the expander, it will allow the expander to pull the
material from the fin press. Also to reduce the WIP between
the expander and the auto-brazing, the production rate of the
auto-brazing machine should be reduced. Necessary
adjustment should be made in speed and number of operators
to attain a balance between output of two expanders and
output of auto-brazing machine. Furthermore, once the setup
identifies
313
Fig. 4 Coil shop layout (current state). Note: Racks are used for WIP storage
CODX-18D013-00
CODX-D260-00
CODX-12D025-00
COCD-16D177-00
1.69
0.87
2.11
2.27
1.30
0.80
1.30
1.30
0.29
0.21
0.20
0.45
3.27
3.19
3.31
3.15
CODX-18D013-00
CODX-D260-00
CODX-12D025-00
COCD-16D177-00
Set up time
No. of Facilities
Batch Size
2.09
1.27
2.51
2.67
10.00
2.00
25.00
3.70
3.20
3.70
3.70
60.00
2.00
25.00
0.97
0.82
0.79
1.30
5.00
1.00
25.00
2.18
2.13
2.21
2.10
0.00
3.00
25.00
314
Supplier
NVA
Customer
PPC
Fin press
HPB
Lacing
Expander
Pt
1.69
1.00
MP
ST 10.00
WIP 1.00
Shift 1.00
Pt
1.09
1.00
MP
ST 10.00
WIP 1.00
Shift 1.00
Pt
3.02
4.00
MP
5.00
ST
WIP 25.00
Shift 2.00
Pt
1.30
2.00
MP
ST 60.00
WIP 25.00
Shift 2.00
0.00
11.69
1.69
VA
VA=Pt
11.09
1.09
92..5
0
80.41
3.02
Auto
brazing
Pt
0.29
6.00
MP
ST 10.00
WIP 25.00
Shift 1.00
1.30
NVA=((Pt*WIP)+ST)
Coil
bending
Pt
0.00
MP 2.00
3.00
ST
WIP 1.00
Shift 1.00
17.14
0.29
Manual
brazing
Pt
0.79
MP 1.00
0.00
ST
WIP 1.00
Shift 1.00
3.00
0.00
Water
testing
Pt
3.27
MP 2.00
0.00
ST
WIP 1.00
Shift 2.00
0.79
0.79
3.27
3.27
0.00
NVA=219.89
VA=11.44
% VA=4.95
Fig. 5 Value stream map (VSM)current state (CODX-18013-00). PPC Production planning and control, Pt process time (min), MP manpower (no.),
ST setup time (min), WIP work-in-process inventory (no.), shift (no.)
315
To generate ideas for improvement, the Gemba (hands-onKaizen) is conducted. The participants were shop floor
engineers and experienced operators. Following suggestions
are made after brain storming sessions at the workplace. It is
expected that the design change will eliminate all the nonvalueadded contents, and thus, element time will be reduced
accordingly. The suggestions are made to simplify the design
of the key component like receiver plate, aluminum frame
holding mechanism, holding block, back plate, door plate
support, door plates, etc. Five design Kaizens (Figs. 8, 9, 10,
11, and 12) were proposed to change the design of key setup
elements or components. Figure 8 (Kaizen 1) shows the design
change (before and after) of the row change mechanism.
Earlier the aluminum frame of the machine had to be adjusted
manually for different number of coil row. The operation was
very risky due to safety hazard and took a long time to perform,
as the aluminum frame had to be dismantled and moved
316
Operation
Cumulative Remark(s)
time (min)
10
Internal
0.52
0.52
20
30
Internal
Internal
0.18
0.30
0.70
1.00
40
Internal
0.57
1.57
50
60
70
Internal
Internal
Internal
0.12
0.37
1.20
1.68
2.05
3.25
80
Internal
1.32
4.57
90
Internal
9.81
14.38
100
Internal
11.23
25.61
110
Internal
10.50
36.11
120
Internal
9.46
45.57
130
Internal
3.65
49.22
140
Internal
1.90
51.12
Internal
2.50
53.62
Internal
Internal
Internal
1.40
0.50
2.45
55.02
55.52
57.97
Manually done
Delay
Manually done
150
160
170
180
&
&
&
317
Circular Washer
Square Washer
318
Fig. 10 Design change of door
plate support (Kaizen 3)
319
Operation
Earlier time
(min)
Suggestions
10
0.52
0.27
0.27
20
30
40
50
60
70
80
0.18
0.30
0.57
0.12
0.37
1.20
1.32
NA
Provide separate tool set for each operator
Provide separate tool set for each operator
NA
Provide separate tool set for each operator
Verify the need of operation
0.18
0.17
0.28
0.12
0.37
0.60
1.32
0.45
0.62
0.90
1.02
1.38
1.98
3.30
9.81
11.23
10.50
9.46
2.45
2.81
2.63
2.37
5.75
8.56
11.19
13.55
3.65
1.90
0.00
1.20
13.55
14.75
2.50
17.25
1.40
0.50
18.65
19.15
0.00
19.15
90
100
110
120
130
140
150
160
170
180
Take the coil down and fit the tube sheet, and
tighten the side stopper
2.50
1.40
0.50
2.45
Expected
new time
(min)
Cumulative
time (min)
320
5 Discussion
LMS was successfully applied to improve productivity of
airconditioning coil manufacturing. The coil output per shift
(of 8 h, 450 min work time, 30 min personal time) improved
from 121 coils to 214 coils or productivity improvement of
Fig. 14 Coil shop layout
(future state)
321
CODX-18D013-00
CODX-D260-00
CODX-12D025-00
COCD-16D177-00
Set up time
Batch size
Number of facilities
2.09
1.27
2.51
2.67
10.00
25.00
2.00
2.10
1.60
2.10
2.10
20.00
25.00
2.00
0.97
0.82
0.79
1.30
5.00
25.00
1.00
(4) fitting the receivers in the receiver plates, and (5) mounting
and adjusting side stoppers as per width of coil. Several
innovative design changes were made that included using gear
rack and gear pinion mechanism for row change, using
rectangular spacer and scale on the both side of the machine
for easy alignment of back plates, fixing the location of the
door plate in door frame to eliminate the possibility of
variation and need for readjustment, designing receiver plate
with spring, and cam and lever mechanism of locking system
for easy insertion of receivers in plate and one touch locking
and converting continuous groove in door plates to fixed holes
for accurate mounting of side stopper. Additionally, Kaizen
work methods improvement included the provision of: (1)
numerical scale on both sides of the expander machine to
avoid visual judgment error, (2) movable trolley to facilitate
accessories transportation, and (3) individual (operator) set of
pneumatic tools and side stoppers to avoid waiting and delay.
The success of the LMS application can be attributed in
particular to: (1) top management support for LMS
philosophy and a commitment for continuous improvement
through providing continuous employment [5], job assurance,
and resources; (2) formation of LMS team with members from
functional departments and appointing lean coordinator and
lean associate coordinate for future continuity of the LMS
program; (3) provision of necessary orientation and training
[4]; and (4) collection of relevant and accurate functional
(operational) data for the selected products.
It should be recognized that LMS as a philosophy or
concept provides the required environment to reduce waste.
However, the design and work methods improvement can
only be achieved through systematic engineering analysis that
includes work design and work method engineering. For
making meaningful improvements, often new approach and
innovations are required. To obtain the full cooperation of
work force for the continuous improvement, the top
management must follow the policy of continuous
employment and adapt progressive approach towards
business to provide job security to the workforce.
1.64
1.60
1.66
1.58
0.00
25.00
4.00
3.00
2.50
2.00
CODX-18D013-00
CODX-D260-00
1.50
CODX-12D025-00
1.00
COCD-16D177-00
0.50
0.00
1
322
Supplier
NVA
Customer
PPC
Fin press
HPB
Pt
1.69
1.00
MP
10.00
ST
WIP 1.00
Shift 1.00
Pt
1.09
1.00
MP
ST 10.00
WIP 1.00
Shift 1.00
0.00
11.69
1.69
VA
VA=Pt
Lacing
Pt
MP
ST
WIP
Shift
3.02
4.00
5.00
5.00
2.00
11.09
1.09
Expander
Pt
1.30
2.00
MP
ST 20.00
WIP 5.00
Shift 2.00
20.08
3.02
Auto
brazing
Pt
0.29
6.00
MP
ST 10.00
WIP 5.00
Shift 1.00
26.50
1.30
NVA=((Pt*WIP)+ST)
Coil
bending
Pt
0.00
MP 2.00
3.00
ST
WIP 1.00
Shift 1.00
11.43
0.29
Manual
brazing
Pt
0.79
MP 1.00
0.00
ST
WIP 1.00
Shift 1.00
3.00
0.00
Water
testing
Pt
3.27
MP 2.00
0.00
ST
WIP 1.00
Shift 2.00
3.27 NVA=87.85
0.79
0.79
3.27
0.00
VA=11.44
% VA=11.52
Fig. 16 Value stream map (VSM)future state (CODX-18013-00). PPC Production planning and control, Pt process time (min), MP Manpower (no.),
ST setup time (min), WIP work-in-process inventory (no.), shift (no.)
6 Conclusions
In summary, the conclusions reached from this investigation
are the following:
1. LMS was successfully applied to improve productivity of
airconditioning coil manufacturing.
Current
state
Future
state
Improvement
(%)
60.00
25.00
1.30
3.70
121.62
20.00
25.00
1.30
2.10
214.29
66.67
Na
Na
43.24
76.19
2. The coil output per shift (of 8 h, 450 min work time,
30 min personal time) improved from 121 to 214 coils or
productivity improvement of 76 %.
3. LMS tools such as SMED and Kaizen (continuous
improvement) were employed to reduce setup time of
the expander machine from 60 to 20 min, an improvement
of 67 %.
4. VSM, an LMS tool, revealed that the value addition
percentage (%VA) of the coil shop was around 5 %.
VSM (future state) projected the value addition
percentage to be around 12 % after the implementation
of all the improvement projects, the increment of 140 %
from the current level, which resulted from the setup time
reduction of expander machine.
5. Several innovative Kaizens (continuous improvement)
design change or improvements were proposed to reduce
the setup time of the expander. The Kaizen design
included rack (gear) and pinion (gear) mechanism for
row change, using rectangular spacer and scale on both
sides of the machine for the easy alignment of back plates,
fixing the location of the door plate in door frame to
eliminate the possibility of variation and need for
readjustment, designing receiver plate with spring, and
cam and lever mechanism of locking system for easy
insertion of receivers in plate and one touch locking and
converting continuous groove in door plates to fixed holes
for accurate mounting of side stopper.
6. Additional benefits were accrued through a reduction of
WIP inventory and floor space utilization resulting in
improved plant layout. This in turn would reduce
congestion and coil damage and enhance safety at the
workplace.
7. Several Kaizen target changes in work methods were
proposed that included providing scale at both sides of
expander, keeping expander accessories on a movable
7 Future study
To extend the application of LMS at Blue Star Limited with
particular reference to airconditioning coil manufacturing,
future study is in order:
1. Further analysis of process time can surface new
possibilities of improvement.
2. Operator training in skill development would improve
efficiency and thus reduce operator setup and processing
time for the expander and other machines/processes used
in airconditioning coil manufacturing.
3. The lean manufacturing concepts can be extended to other
manufacturing or production areas of the plant such as
fabrication shop and paint shop. The results can also be
shared with other plants. The capacity balancing can be
done after optimizing the percentage value addition in
each shop.
8 Concluding remarks
The lessons learned from this investigation can be applied
successfully in similar companies. Before embarking on
applying LMS for manufacturing productivity improvement,
top management support for LMS philosophy is absolutely
essential.
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