PROJECT ON LEAN MANUFACTURING

Project by -: MEDHAVI KAMRAN Project guide-: MR.KULDEEP CHAUDHARY

0BJECTIVE & MOTIVATION

i. From the point of view of Technical /commercial knowledge /cost reduction/ Availability of time, the organization suggested to take this topic, which is considered to be useful 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 important technique to reducing the wastes.

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

Lean = Eliminating Waste

Non-Value-Added: Value-Added
Labor Overproduction Space Defects Materials Idle Materials

Transportation Time

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

What Is Lean Manufacturing

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).

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 product going to be ready to ship?

As throughput time decreases

Quality On Time Delivery Morale Overburden Improves Cost Defects Inventory Waste Falls

Decreased throughput time is the objective.

Slide 5

November 5, 2012

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 Industrial

Engineering 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 when
purchasing our product. These are activities that our customer does not want, but our processes require them in order to complete the value added tasks.

Slide 6

November 5, 2012

Waste #1: Overproduction

Often referred to as the worst waste. This is because overproduction will incur some of the other wastes:
1. Overproduction results in extra inventory. 2. Overproduction requires more labor and all the associated unnecessary 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 transported in bulk around the plant.

Slide 7

November 5, 2012

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).

Slide 8

November 5, 2012

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

I dont have time. How can I help you eliminate waste?

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

Slide 9

November 5, 2012

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.

Slide 10

November 5, 2012

Waste 5: Motion
The Activity of a Press Operator.
Press

5 6

UNPROCESSED WORKPIECE

PROCESSED WORKPIECE

1.

The operator picks up an unprocessed workpiece. The operators moves a hand to push a button. The third step is the actual pushing of the button.

4. 5. 6.

The operator moves her hand to pick up the processed workpiece. The processed workpiece is moved to the finished goods pile. The operator moves to pick up the next unprocessed workpiece.

2.

3.

Slide 11

November 5, 2012

Waste 6: Transportation

How does Material Move within the Factory?

Moving material around the plant does not

add any value.

Wheres the factory?

Slide 12

November 5, 2012

Waste 7: Space
Will saving a few square feet really make a difference?

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

Slide 13

November 5, 2012

Sort Straighten Scrub (sweep) Standardize Self discipline

Workplace Organization (5 S)

Cylinder Liners
A cylinder liner is a cylindrical part to be fitted into an engine block to form a cylinder. It is one of the most important functional parts to make up the interior of an engine. This is called Cylinder liner.

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 operation performed/machines used are Listed in the following table .by collecting all the details from 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.

Case Studies

Case study for wet liners

Sl. no Process Machine Value added In min 5 15 6 Non value added in min Waiting in min 960 15 Loading in sec 30 25 Un loading in sec 25 20

1 2

Rough O.D 1st I.D

C.N.C m/c Conventional turning m/c

3
4 5

Jig size O.D

2nd I.D O.D pre finish

C.N.C
Conventional turning m/c C.N.C

2 5
7 5 4

24
16 960

30
25 25

25
20 40

Rough honing

Convention

350

20

25

20

Finish turning O.D

C.N.C

5 45

480

25

40

Finish Honing

Conventional

2 15

240

25

20

Honing

Conventional

1 40

240

25

20

10

TOTAL

38

2963

240

240

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%

Existing bar Graph for Wet Liner

The below graph shows Time vs. process

time vs process
4000 2971 3000 3009

time

2000 1000 38 0 time value added in min 38 non value added 2971 process total min 3009

time

Existing wet liners layout

The following is the existing layout which shows the motion of wet liners for various operations

This table shows the Existing operational distance

between one
Sl. no 1 2 3 4 5 6 7 8 9 10

machine to another machine.

Operation Rough O.D 1st I.D Jig size O.D 2nd I.D O.D pre finish Rough honing Finish turning O.D Finish Honing Honing Total Distance (meter) 7+1.5+1.5+2+7 1.5+0.5+3.5 1.5+1.5+5.5 1.5+2.5 57+2.5+2+8 2+5 2.5+2+5 2.5+0.5+1.5 1.5+0.5+2 Total ( meters) 19 5.5 8.5 4 69.8 7 9.5 4.5 4 131.8

To start machining they need minimum 150-200 pieces hence its taking more time for waiting. If there is fast dispatch, company will stop this process and send the workers for fast dispatch, for this waiting time increases. One shift working time is 8hours, but workers works only 6.5 hours 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 they are 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

Observations

Suggestions
Proposed Layout for Wet Liners

In the existing layout the various operations are carried out in two machine shop If they implement Ushaped .All the machines can be provided in the shop floor instead of two shop floors, hence save the space Eliminating the Workers leads in reducing the Labor cost (Existing 8 labors are working, by applying Ushaped layout; we can reduce up to 3 workers). Implementing another CNC machine (In existing 2 operation are done in one CNC machine in Machine shop 01) production can be increased.

Proposed Component motion distance

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

1
2 3

Rough O.D
1st I.D Jig size O.D

3.5+1.5+1.5+2+3.5
1.5+0.5+1.5 1.5+1.5+3.5

12
3.5 6.5

4
5 6 7 8 9 10

2nd I.D
O.D pre finish Rough honing Finish turning O.D Finish Honing Honing Total

1.5+2.5
2.5+2+3.5 2+3.5 2.5+2+5 2.5+0.5+1.5 1.5+0.5+2

4
8 7 9.5 4.5 4 59

If Liners are moved in linear form then, Considering the highest value added time in operation In Wet Liners 4th operation is taken as Bottle Neck, First component = 46 min For 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 liner component is 5765 min ,After implementing lean technique the time required to prepare a 100 wet liner component is 888 min In Air Cooled Liners 7th operation is taken as Bottle Neck, For first component = 56 min For 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 technique the time required to prepare a 100 wet liner component is 956 min.

Wet Liners
Others 10% Material 26% Material Labour

Existing Cost Analysis Pie Chart

Profit 18% Proposed Cost Analysis Pie Chart : Consumables Electricity Electricity 13% Consumables 13% Profit Labour 20% Others

Others 10% Profit 9% Electricity 13% Material 30% Material Labour Consumables Electricity Profit Consumables 13% Others Labour 25%

Cost Analysis

Conclusion
Business activities can contain enormous quantities of built-in waste (7 waste). The greatest obstacle to the waste's removal is usually failure to recognize it. Lean manufacturing includes techniques for recognition and removal of the waste. This delivers an overwhelming competitive advantage

REFERENCE

Ohno, Taiichi (1988). Toyota Production System. Productivity Press. p. 8. ISBN 0-915299-14-3
http://elsmar.com/

Elsmar forum

The Elsmar Cove National and International Business Standards Compliance Discussion Forums. Study of TOYOTA Production System, Shigeo Shingo, 1981, p 70, ^ Toyota Vision and Philosophy. http://www.leanmanufacturingconcepts.com and http://www.lean.org