LEAN MANUFACTURING

DIFFERENT LEAN TOOLS USED IN INDUSTRIES

WHAT IS LEAN
MANUFACTURING?
Lean manufacturingorlean 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 work loads ("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.
HISTORY
Henry Ford was one of the first people to
develop the ideas behind Lean Manufacturing.
He used the idea of "continuous flow" on the
assembly line for his Model T automobile,
where he kept production standards extremely
tight, so each stage of the process fitted
together with each other stage, perfectly. This
resulted in little waste.
But Ford's process wasn't flexible. His
assembly lines produced the same thing,
again and again, and the process didn't easily
allow for any modifications or changes to the
end product
HISTORY
Taiichi Ohno of Toyota then developed the
Toyota Production System (TPS), which
usedJust In Timemanufacturing methods to
increase efficiency. As Womack reported in his
book, Toyota used this process successfully
and, as a result, eventually emerged as one
the most profitable manufacturing companies
in the world.
TYPES OF WASTE
The original sevenmudaare:
Transport (moving products that are not actually required to
perform the processing)
Inventory (all components,work in process, 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, interruptions of
production during shift change)
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)
TYPES OF WASTE
Later an eighth waste was defined by Womack
et al. (2003); it was described as
manufacturing goods or services that do not
meet customer demand or specifications.
Many others have added the "waste of unused
human talent" to the original seven wastes.
LEAN MANUFACTURING
PROCESS
Stage 1 Identify Waste
According to the Lean philosophy, waste always
exists, and no matter how good your process is right
now, it can always be better. This commitment to
continuous improvement is known asKaizen.
Stage 2 Analyze the Waste, and Find the
Root Cause
For each waste you identified in the first stage,
figure out what's causing it by usingRoot Cause
Analysis. If a machine is constantly breaking down,
you might think the problem is mechanical and
decide to purchase a new machine.
LEAN MANUFACTURING
PROCESS
But Root Cause Analysis could show that the real
problem is poorly trained operators who don't use
the machine properly. Other effective tools for
finding a root cause
includeBrainstormingandCause and Effect
Diagrams.
Stage 3 Solve the Root Cause, and Repeat
the Cycle
Using an appropriateproblem-solvingprocess,
decide what you must do to fix the issue to create
more efficiency.
DIFFERENT LEAN TOOLS
5S
Andon
Bottleneck Analysis
Continuous Flow
Gemba (The Real Place)
Heijunka (Level Scheduling)
Hoshin Kanri (Policy Deployment)
Jidoka (Autonomation)
Just-In-Time (JIT)
Kaizen (Continuous Improvement)
Kanban (Pull System)
KPIs (Key Performance Indicators)
Muda (Waste)
Overall Equipment Effectiveness (OEE)
PDCA (Plan, Do, Check, Act)
Poka-Yoke (Error Proofing)
Root Cause Analysis
Single-Minute Exchange of Dies (SMED)
Six Big Losses
SMART Goals
Standardized Work
Takt Time
Total Productive Maintenance (TPM)
Value Stream Mapping
Visual Factory
PROJECT 1
 1

3
 Numbering
Spreading, Spreading,
Bits

Bits
marking & marking &
Cutting Cutting
Checking

Racks
12
TABLE PLAN IN THE CUTTING 13
SECTION

3
TABLE PLAN IN THE CUTTING 14
SECTION
TABLE PLAN IN THE CUTTING 15
SECTION

As we can see, the average waiting time has been

reduced by 52 mins (74-22).
The above readings were taken for the item no. 776N
for PUMA. The runtime cost for that style no. is 2.5
mins.
Work Center cost for spreading and cutting is Rs.
2.24 per min.
Earlier, total no. of sets spread and cut on one table
was 3. Due to decrease in waiting time, it increased
the no. of sets to 4.
On an average, a set contains 70 lays. And it also
comprises of 6 ways of garment.
Production per day = (3x70x6) =1260(Earlier)
Production per day = (4x70x6) = 1680 (Later)
TABLE PLAN IN THE CUTTING 16
SECTION
Budgeted cost = Runtime x WCR x Production
= 2.5 x 2.24 x 1680
= Rs 9408 per day

Actual cost = Man Power x WCR x 480

Total man power used for cutting and
spreading is 3 (2 spreaders and 1 cutter)
Therefore actual cost = 3 x 2.24 x 480 = Rs.
3225.6 per day
Profit = Budgeted cost actual cost
= Rs (8400-3225.6)
= Rs 5174 per day