WHAT IS LEAN

MANUFACTURING?
Lean manufacturing or lean 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.

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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

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HISTORY
• Taiichi Ohno of Toyota then developed the Toyota Production
System (TPS), which used Just In Time manufacturing 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.

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TYPE OF WASTE
The original seven muda are:
• 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
• Defects : the effort involved in inspecting for and fixing defects 4
TYPE OF WASTE
• Overproduction : production ahead of demand
• Over Processing :resulting from poor tool or product design creating
activity

• 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.

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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 as Kaizen.

• 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 using Root Cause Analysis. If a machine is constantly
breaking down, you might think the problem is mechanical and decide
to purchase a new machine.
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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 include Brainstorming and Cause & Effect
Diagrams.

• Stage 3 – Solve the Root Cause, and Repeat the Cycle

Using an appropriate problem-solving process, decide what you must
do to fix the issue to create more efficiency.

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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)
• 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
• Total Productive Maintenance (TPM)
• Value Stream Mapping
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 L E A N TO O L U S E D :

K AIZEN
A P P L I E D AT : A N N A P U R N A I N D U S T R I E S
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WHAT IS KAIZEN?
• KAIZEN is a Japanese word which consist of two terms I,e. KAI
means “CHANGE” and ZEN means “GOOD”.
• So over all KAIZEN means “Changes done for better improvement in
a management system of companies”.

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WHAT IS KAIZEN?
• In simple manner KAIZEN means continuous improvement by including
all members, Higher authorities, Managers, Workers and each and
everyone related to it with practical implementation of ideas.
• Kaizen refers to a series of activities through which waste sources
are eliminated one at a time, for minimal cost, by workers pooling
their wisdom and understanding of the work, thus increasing
efficiency in an effective timely manner.

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KAIZEN RULES
• Involve everyone
• Prepare the group
• Plan for success
• Keep the kaizen training to what is actually needed for the event
• Provide the kaizen training at the right time
• Properly scale the scope of kaizen event
• Keep your kaizen goals simple
• Pick the right lean tool for the job and use it well.
• Go to gemba and stay there the entire week
• Speak with data
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ADVANTAGES OF KAIZEN
• Continuous improvement
• People learn from their mistakes
• People find ways to make things better
• Goods and services also improve over time
• Leads to improved morale, better products, and reduced cost
• Improves quality
• Increases efficiency
• Improves customer satisfaction
• Value can be added using kaizen in service industries
• Applies to all non-manufacturing fields
• Tools specifically adapted for this purpose 13
 A P P L I E D AT :

ANNAPURNA
KNITTINGS

A D D R E S S : A N N A P U R N A K N I T T I N G S , P L OT N O 6 4 , P R A S H A N T I
N A G A R , S H A K T I P U R A M , K U K AT PA L LY, H Y D E R A B A D – 5 0 0 0147 2
LISTED IN…
• Socks Manufacturers
• Socks Retailers
• Socks Distributors
• Woolen Stump Socks Exporter
• School socks Manufacturers
• Socks Nylon Dealers
• Golf Socks Exporters
• Woolen Socks
• Ladies socks Manufacturers
• Wind sock Manufacturers
• Tennis socks Retailers 15
MANUFACTURING PROCESS

• Designing socks
• Knitting socks
• String of socks
• Sock separation
• Linking the toe
• Seaming
• Turning
• Dyeing
• Drying
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• Shaping with steam
• Shaping with heat
• Pairing and folding
• Pairing
• Packaging
• Labeling
• The warehouse 17
KAIZEN IN
ANNAPURNA KNITTINGS
1 . P R O C E S S F L O W I M P R O V I S AT I O N
2 . L AY O U T C H A N G E
3. RAC K SEQUENC E
4 . C O M M O N T H R E A D I N V E N T O RY
5 . I M P R OV E M E N T

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1. ACTUAL MANUFACTURING
PROCESS FLOW

Seaming/ Wet Board

Knitting Packaging
Linking Finish Pairing

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1. IMPROVISED PLAN IN THE
KNITTING SECTION

Wet Finish
Knitting

Knitting
Seaming/ Seaming/
Linking Linking
Drying

Racks
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1. IMPROVISED PLAN IN THE
KNITTING SECTION
• The above movement of item is represented by
• The workers required for sock seperation are represented by
• The worker who feed the machine for seaming/ linking is represented
by
• As we can see, the average waiting time would be reduced probably.
• Earlier, total no. of sets produced was 3. Due to decrease in
waiting time, it would be increased to 4.

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2. ACTUAL LAYOUT OF RACKS IN STORE

Entry/exit

Register Table

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2. PROBLEMS WITH ACTUAL
LAYOUT
• Too congested.
• Very less space for movement in between the racks.
• Loss of materials.
• Improper working condition.

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2. NEW LAYOUT OF RACKS IN STORE

Entry/exit

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2. ADVANTAGES OVER OLD LAYOUT
• Space saved.
• More space for movement and material transportation.
• Visualization of dead stock.
• Reduction in misplacement of materials.
• Reduction in loss and deterioration of
materials.
• Reduction in mismatching of materials.
• Better workplace.
New proposed idea of racks

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3. RACK SEQUENCE
Problems with old number sequence
• Each block have a front and back section.
• No visual display of section and direction of number.
• Number sequences of the blocks are not in continuous order
• Some racks have no number.
• Different blocks have different number pattern.

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3. RACK SEQUENCE
Benefits of New number sequence
• Front and back section eliminated.
• Each block is numbered in same manner.
• Each block gets number sequence from 1 to 14.
• Single Iron racks are also getting numbered.

1A 2A 3A 4A 5A 6A 7A 8A

1B 2B 3B 4B 5B 6B 7B 8B

1C 2C 3C 4C 5C 6C 7C 8C

1D 2D 3D 4D 5D 6D 7D 8D

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4. COMMON THREADS INVENTORY
Problems with common threads inventory
• Placed in corner racks.
• Nobody’s able to pay proper attention to them.
• Some common threads are huge amount while some are in less than
required.
• Usually requirement of scissors and staple pins are come in sight
when they are below to minimum
required quantity.

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4. COMMON THREADS INVENTORY
Solution for common threads inventory level
• A specific block for common threads.
• Visual display of material average daily consumption, lead time and
minimum required quantity, at the material location.
• Helps in visually comparing the physical amount and required amount
of the materials.
• Helps in maintaining economic level of common threads inventory.

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5. IMPROVEMENT
• Placement of cutting trims like scissors,trimmers, stapler in a
proper place & proper manner.

Actual Situation Proposed idea

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CONCLUSION
• The Lean Manufacturing concept in the Industry can reduce the
operational cost in manufacturing by eliminating the process
waste, empowering people with greater communication, increasing
the higher productivity in the execution process and turning the
organization into a learning organization.

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REFERENCES
• http://www.whatissixsigma.net/andon/
• http://www.leanproduction.com/top-25-lean-tools.html#visual-
factory
• http://www.kaizen-news.com/go-lean-visual-factory/
• https://en.wikipedia.org/wiki/Andon_(manufacturing)
• https://bobsleanlearning.wordpress.com/2010/09/16/root-cause-
analysis-overview/
• http://www.lean-manufacturing-japan.com/scm-
terminology/bottleneck-constraint.html
• https://en.wikipedia.org/wiki/Lean_manufacturing
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THANK
YOU
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