Lean Manufacturing

By
Dr. P.V. Mohanram
HoD Mechanical Engineering
PSG College of Technology
 LEAN ⇒ ?

Less of Every thing?

 Space
Inventory
People
Time
Changes in Life Style - Banking facilities

THOSE DAYS

TODAY
Traditional Market Purchase to
Super Market Purchase

TRADITIONAL ……
ASK WHAT YOU WANT & GET

SUPER MARKET/
DEPARTMENTAL STORES
PICK WHAT YOU WANT & PAY
 Flat empowered organisation
Message reaching time 
• Unskilled
• Skilled
• Asst. foreman
• Deputy foreman
• Foreman
• Asst. Manager
• Deputy Manager
• Manager
Changing Scenario
Manager

Be Local
Go Global Supervisor

Think Global
Be Local

Worker

Rs.65 lakhs
per year
savings
 Changing Scenario

Cost + Profit = Selling Price

Selling Price – Profit = Cost

(fixed by customer)

At all cost do it

At no cost I want
Drivers:
– Market
– Competition
– Government policy

Rear view mirror

Past success, do not guarantee future success

If one doesn’t sell his/her products

He/she has to sell the company
 Challenges
Flexibility - Gross, Subtle

Product Complexity - Cell phone, Gauges

Decrease in - Out Sourcing

Production depth (Marriage arrangements)

 Global market
 Faster response
 Buy, test, dispatch (BATA)
 Make daily, sell daily, collect daily
 JIT type delivery
 Goals
 Single piece flow
 Zero scrap (Coolant tank)
 Zero Maintenance (hire / own vehicle)
 Any model any day
 Little of this & little of that
 Zero Inventory
 Lead Time ⇓
 Quality ⇑
 Customer⇒ Worth
 Manufacturer ⇒ Reasonable Profit
 Quality
Inspection

Assurance
Quality
Prevention

Perfection (SONY)

 TRUST ⇒ RUST
 Involve People ⇒ Win over people
(House Construction)  Transparency
 RAISE QUERY ⇒ BURY
 Encourage
 Multi skilled person in house ⇒ Ownership
 Worker - Owner

• Japanese National Railway (JNR)

• Imported Insulator - Rs.8/-

• Indigenous insulator (mica) - Rs.0.30
• Continuous improvement
• Kaizen/Kaikaku
 Essence

 What customer Needs Do it

Doesn’t need Don’t do it
 Customers Pay For
Transforming. . .
• . . .a billet into a piece of machined metal
• . . . A raw potato into chips (which are cooked)
• . . . A request for information into a response
(verbal, email, or letter)
 Definition of value

Things that people Things that they must

receive give up to get them
 Value Addition (maximise)
• Change of geometry of work while passing through it

• Request by customer

• fuel level indicator in scooty

• Legally required

• Strap in cars

• Customer is willing to pay

• Car A/c
Waste of Inventory?
 Inventory
• It reflects an underlying illness of a manufacturing
process

• The best way to reduce inventory is

• improve processes continually
• better scheduling
• lower setup times
• reduce maintenance and break down
• ensure quality &
• build in better functional layouts
 Lean Concept?

Worker
ts

Absentism
ec
ef

Breakdown
D
 Waste of Inventory?

“Slash the inventory level”

Leaner system
Nothing happens -
Attack the root cause
Stoppage occurs -
 Functional-oriented Organisation

Sales

Engineering

Customer
Supplier

Operations

Distribution

Process managed by the function

Relative size of resources managed by the functional organisation

Process-oriented Organisation

Customer

Process Owner

Prospect-proposal-to-payment process

Sales Engineering Operations Distribution

Supplier
Lean Principle
Perfection?

Producing exactly what the

customer needs with no delay at a

fair price with minimum WASTE

Lean Characteristics
Simplicity?
DESIGN? Part Count Reduction
Standardisation

SUPPLIERS? Working closely with a few

trusted partners

PLANT? Factories within factories

Simplest M/c consistent with
quality requirements
Lean Characteristics
Transparency? Adopt visual factory
 Runners, Repeaters &
Strangers
An example from our own life
• Runner - Heartbeat
• Repeater - Breakfast, sleep, etc…
(regularity)
• Stranger - Doing different things in a day
WASTE X VALUE
7 Mudas ( Wastes)
1. Over production
2. Waiting
3. Transporting
4. Inappropriate processing
5. Inventory
6. Unnecessary operator motions
7. Defects
Waste of Over-Production?

Kanban/ Contingency plans

Waste of Waiting?

Waiting x Smooth flow

WASTE OF TRANSPORTING?

Small wheeled containers/ Manual

 5S Map of Layout in Machining Operations

BEFOR
E

AFTER
Waste of Inappropriate processing?

• “Using a hammer to crack a nut”

• One big machine instead of several smaller
ones discourages ownership (distributed to
the points of use)
• Smallest machine capable of producing the
required quantity
Waste of Unnecessary Motion

“Quality of work Life”

Bending
Reaching
Number of turns to loose a nut > 2
Walking wider
 Waste of Defects?
Defect = Challenge

= Opportunity to improve

Longer duration of
= Defect cost
undetected defects
 Decision Making
Traditional way Gemba way (workplace)
1. Remain in office 1. Go to actual workplace

2. Discuss opinions 2. Look at the actual process

3. Simulation, class 3. Observe what is actually

room teaching, etc. happening

4. Collect the actual data

Chalk
circle approach Impementation by involving
Senior Manager (60%) everyone in the workplace
 Process
• Effective
Output meets stakeholder’s expectations

• Efficient
Cycle time required to produce error free output 

• Flexible
Adjust quickly and easily to
1. Internal constraints
2. Poor input quality
3. Changes in stakeholders requirements
Mass Customisation?
 Mass Customisation
• Production of customised products/services unique
for each customer
Variety Infinity
Example:
• “Three days a car”
• Configurable softwares
• Modularity
• Variety introduction stage be advanced forward
 Takt time?
= average rate at which customer buy products

= rate at which are product are to be manufactured

It should drive the whole thinking of the plant

(bottleneck resources)
 Enforced breakthrough
(Kaikaku or Kaizen Blitz)

KAIZEN APPROACH

INNOVATION APPROACH
Productivity

Productivity
KAIZEN

What should be Innovation

KAIZEN

Maintenance
Deterioration by
poor performance

Time Time
Changeover Reduction (SMED)

 Measure and record changeover times

 Put the pressure on reducing and keeping to
setup times
 Involve the team in analysis
 Make a video and get operators to record and
critique
 Consider a financial incentive for quick setup
Mixed Model Production?
 Overall Equipment Effectiveness
• A measure of effectiveness of a single piece of
equipment, monitoring the six major losses

• Breakdowns
Availability
• Set-up & adjustment
• Idling & minor stops
Performance
• Reduced speed
• Start-up
Quality
• Quality defects
 AGILITY?

Bringing together core skills &

competencies from several organisations
to achieve convenience, flexibility cost &
service

agility = cost + quality + delivery + flexibility

Process Performance Measure

Increase

Value Added Value Added time

=
Ratio Lead Time

Decrease
Why planning is a value
adding activity?

Results - better (minimise rework)

- faster
- adaptable to change
Simplify, Eliminate, Combine
 VA or NVA?

• Approval - 1 Signature?
- more than 1 signature?
 VA or NVA?

Counting - once?
- more than once?
 VA or NVA?

• Sorting document prior to allocation?

 VA or NVA?

• Sorting prior to selective assembly?

 VA or NVA?

• Movement, storage?
 VA or NVA?

• Machine repair? • Rework?

VA or NVA?

• Processing waste
(chips, scrap)?
 VA or NVA?

• Observing the on-going process?

• Adjustments in machine?
 VA or NVA?
• Measurement?
 VA or NVA?
• Verification?
 VA or NVA?
• Auditing?
 VA or NVA?
• Hand written request?
• Typist typing the written request?
 VA or NVA?

• Sending reminders?
 VA or NVA?
• Set-up time?
 VA or NVA?
• Searching for file?
 VA or NVA?
• Processing an insurance claim?
 VA or NVA?

• Review meeting of
projects?

• Regular production meetings?

 VA or NVA?
• SPC Chart?
• Preparing master schedule?
• Calibration of instruments?
• Posting a customer order in number of
locations?
• Queue?
• Payment of tax?
• Assembly of parts?
 Indirectly adding customer
value
• Employee welfare
• Community welfare
measures
• Supplier/vendor/dealer
promotion meets
• Poka-Yoke process error
prevention
• Process planning
SATCHIDANADA JOTHI NIKETHAN, KALLAR
 Importance of visuals
“Can you see it? If yes, then improvement is possible”
E.g. Defective components, trend charts
 Learning Process

Inquire

Learn from every experience

 Lean Manufacturing II
Value Stream Mapping (VSM)

Faculty of Mechanical Sciences

PSG College of Technology
 Introducing VSM
• What is VSM?

• An example from “Learning to See”

• By Mike Rother and John Shook

• Current-state Map (snap shot)

• Future-state Map
 Why Value Stream Mapping?
• Helps to see the present state
• See the sources of waste in the
value stream
• A graphical representation
which can be used to study the
effect of any change on the
performance measure
• Lead time
• Total processing time
Value Stream Improvement and
Process Improvement
- A Case Study
 Understanding the VSM Tool
Product
Family

Current-State Understanding how the shop

Drawing floor currently operates.
Eventually repeat

Future-State Designing a lean flow and

Drawing how to get there

Implementation
 Terms
Cycle Time? (for a process)

Time taken for a part to complete a given process

(or the time it takes for an operator to go through all
of his/her work elements before repeating them)
 Terms
Value Added Time?
VA Time

Time associated with those activities that

actually transform the part in a way that the
customer is willing to pay for.
 Lead Time?

Waiting Cycle time

for all
Time processes
+
(NVA) Other VA
time
 Terms
Lead Time? The time taken for
one part to move
through all the
processes of a
value stream; from
- or - start to finish
 Typical Steps for Current State
Drawing
1. Customer information
2. Quick walk through in the shop floor to identify the main
processes (in order)
3. Fill in the data boxes and draw inventory triangles
4. Delivery to customer
5. Supplier data
6. Information flow (manual & electronic)
7. Determine the current state and identify what is VA and
NVA
The Current State
• Define the Customer’s demand
Customer Requirements
• 18,400 pieces per month
• 12,000 per month of type “LH”

• 6,400 per month of type “RH”

• The company operates on two shifts

• Palletized returnable tray packaging with 20 brackets in a

tray and upto 10 trays on a pallet. The customer orders in
multiple of trays
• One daily shipment to the assembly plant (customer) by
truck
Customer Requirements

Assembly Plant
(customer)

18,400 units per month

12,000 LH
6,400 RH
20 units per tray
The Current State
• Define the Customer’s demand
• Map the basic production processes
Mapping The Process
 Mapping tips
• Do an initial quick walk through from door to door and
then go back to gather the information
• Begin at the shipping dock (customer end) and work
upstream to the receiving dock (supplier end)
• Let each person/team map entire value stream
himself/herself
• Mapping begins with the customer requirements
 Mapping Icons
Current-State Drawing
Pr. Control
Outside Source or
MRP Electronic
Customer
Information
Manual flow
Raw Matl.
supplier
Informat Assy. Plant
ion Manual (customer)
Truck flow Informat
Tue & Fri Shipme ion 1 time
nt flow daily
Stamping I Assembly
I I
Inventory
(incl. count & time) Manufacturi
ng Process
2 Shifts Material 2 Shifts (or a
Days of Inventory Cycle time moveme Cycle time Department
C/O time nt via C/O time )
Data Box
push
VA Time
 Map the Basic Production Processes
Assy. Plant
(customer)
18,400 units/month
12,000 LH
6,400 RH
20 units/tray

Stamping Spot Spot Assembly Assembly Shipping

I Welding #1 Welding #2 #1 #2
I I I I I
1 1 1 1 1 1
The Current State contd…
• Define the Customer’s demand
• Map the basic production processes
• Define the data to be collected
• Cycle time (C/T) • No. of operators
• Changeover time • Working time
(C/O) (in secs minus breaks)
• Batch size • Uptime
OEE
• Pack size • Scrap rate
The Current State
• Define the Customer’s demand
• Map the basic production processes
• Define the data to be collected
• Collect and map the data
Working time calculation
8 Hours x 60 mins/hr x 60 secs/min
= 28,800 s/shift

Subtract breaks:
2 x 10 mins break = 20 mins x 60 s/min
= 1,200 s
28,800 – 1,200 = 27,600 working s/shift
 Fill in Data boxes and
Inventory triangles
Assy. Plant
(customer)
18,400 units/month
12,000 LH
6,400 RH
20 units/tray

Stamping Spot Spot Assembly Assembly Shipping

I Welding #1 Welding #2 #1 #2
I I I I I
Coils 4600 LH 1100 LH 1600 LH 1200 LH 2700 LH
5 Days 1 2400 RH 1 600 RH 1 850 RH 1 640 RH 1 1440 RH 1

C/T 39 s C/T 46 s C/T 62 s C/T 40 s

C/T 1 s
C/O 480 s C/O 600 s C/O 600 s C/O 0 s C/O 0 s

Uptime 85 % Uptime 100 % Uptime 80 % Uptime 100 % Uptime 100 %

Working 27,600 s Working 27,600 s Working 27,600 s Working 27,600 s Working 27,600 s
time time time time time
The Current State
• Define the Customer’s demand
• Map the basic production processes
• Define the data to be collected
• Collect and map the data
• Define the supplier’s data
 Add Supplier’s Data
Assy. Plant
(customer)
Raw Mtl. 18,400 units/month
Supplier 12,000 LH
6,400 RH
20 units/tray

Tue & Fri

I time
daily

Stamping Spot Spot Assembly Assembly Shipping

I Welding #1 Welding #2 #1 #2
I I I I I
Coils 4600 LH 1100 LH 1600 LH 1200 LH 2700 LH
5 Days 1 2400 RH 1 600 RH 1 850 RH 1 640 RH 1 1440 RH 1

C/T 39 s C/T 46 s C/T 62 s C/T 40 s

C/T 1 s
C/O 480 s C/O 600 s C/O 600 s C/O 0 s C/O 0 s

Uptime 85 % Uptime 100 % Uptime 80 % Uptime 100 % Uptime 100 %

Working 27,600 s Working 27,600 s Working 27,600 s Working 27,600 s Working 27,600 s
time time time time time
The Current State
• Define the Customer’s demand
• Map the basic production processes
• Define the data to be collected
• Collect and map the data
• Define the supplier’s data
• Map the information flow
 How do processes know
what to make?
Assy. Plant
6 week forecast 90/60/30 Day (customer)
Pr. Control
Raw Mtl. forecast 18,400 units/month
Supplier 12,000 LH
Weekly forecast MRP
Daily order 6,400 RH
20 units/tray

Weekly Schedule
Tue & Fri Daily Ship
I time
Schedule
daily

Stamping Spot Spot Assembly Assembly Shipping

I Welding #1 Welding #2 #1 #2
I I I I I
Coils 4600 LH 1100 LH 1600 LH 1200 LH 2700 LH
5 Days 1 2400 RH 1 600 RH 1 850 RH 1 640 RH 1 1440 RH 1

C/T 39 s C/T 46 s C/T 62 s C/T 40 s

C/T 1 s
C/O 480 s C/O 600 s C/O 600 s C/O 0 s C/O 0 s

Uptime 85 % Uptime 100 % Uptime 80 % Uptime 100 % Uptime 100 %

Working 27,600 s Working 27,600 s Working 27,600 s Working 27,600 s Working 27,600 s
time time time time time
The Current State
• Define the Customer’s demand
• Map the basic production processes
• Define the data to be collected
• Collect and map the data
• Define the supplier’s data
• Map the information flow
• Calculate the status of the current state
Value added vs
Non value added time (Time Line)

Stamping Customer Demand

12,000 LH/month 6,400
I I
RH/month
Coil 1 4600 LH
s 2400 RH12,000/20 = 600 LH per day
5
Day C/T 1 sec 6400/20 = 320 RH per day
s
C/O 480 sec
4,600/600 = 7.7 days
Uptime 85 % Max.
2400/320 = 7.5 days
Working 27,600 sec
time

5 Days 7.7 Days

1 sec
 What is “Touch Time” vs Lead Time
Current-State Drawing
Assy. Plant
6 week forecast 90/60/30 Day (customer)
Pr. Control
Raw Mtl. forecast 18,400 units/month
Supplier 12,000 LH
Weekly forecast MRP
Daily order 6,400 RH
20 units/tray

Weekly Schedule
Tue & Fri Daily Ship
I time
Schedule
daily

Stamping Spot Spot Assembly Assembly Shipping

I Welding #1 Welding #2 #1 #2
I I I I I
Coils 4600 LH 1100 LH 1600 LH 1200 LH 2700 LH
5 Days 1 2400 RH 1 600 RH 1 850 RH 1 640 RH 1 1440 RH 1

C/T 39 s C/T 46 s C/T 62 s C/T 40 s

C/T 1 s
C/O 480 s C/O 600 s C/O 600 s C/O 0 s C/O 0 s

Uptime 85 % Uptime 100 % Uptime 80 % Uptime 100 % Uptime 100 %

Working 27,600 s Working 27,600 s Working 27,600 s Working 27,600 s Working 27,600 s
time time time time time
Production lead
5 Days 7.7 Days 1.8 Days 2.7 Days 2 Days 4.5 Days
Time = 23.7 days
Processing
1 sec 39 secs 46 secs 62 secs 40 secs
Time = 188 secs
Analyse the Improvement
Opportunities
• Compute the takt time
What is our Production
for each shift
18,400 pieces per month

12,000 per month of type “LH”

6,400 per month of type “RH”

12,000 LH/20 = 600 LH/day

6,400 RH/20 = 320 RH/day

600 + 320 = 920 pcs/day/2 shifts = 460 pcs/shift

 Takt time (Drum
beating)
• How to synchronise the pace of production to match the pace
of sales
• Rate for producing a component based on its sales rate
Operating time per shift
Takt time =
Customer requirement per shift

27,600 secs
60 sec
per shift
= 60 sec
460 pcs 60 sec
per shift
The Principles of Just-In-Time

• Paced to Takt Time

• One piece flow production

• At the Pull of the customer

Analyse the Improvement
Opportunities
• Compute the takt time
• Continuous flow
Continuous flow processing?
• Batch & Push Processing
Process Process Process
A B C

1 min

Lead time: 30++ minutes for total order

• Continuous Flow “make one, move one”
Process Process Process
A B C

Lead time: 12 minutes for total order

 Steady Velocity
Traditional: Batch Production (like a meandering stream with many stagnant pools, waterfalls, and eddies)

When do we get our Parts? 2 WEEKS!

FLOW:Production: Pipeline with fast-flowing water or product

The right Job must keep moving

Analyse the Improvement
Opportunities
• Compute the takt time
• Continuous flow
• Determine what prevents us from producing
to takt time
 Bottleneck operation
Line Balancing
70 62
60
50 46
39 40
40
30
20
10
1
0
Stamping Weld #1 Weld #2 Assemble #1 Assemble #2

Total work = 188 sec Takt time = 60 sec

work
= # Operators reqd. 188/60 = 3.13 Operators
Takt
Line Balancing contd…
• If 3.13 operators are required, 4 operators are
wasteful; but 3 operators can’t do the work
• Combine some tasks?
• Can the work be reduced to 56 s per operator so that
pace can be maintained?
• Find a way to reduce the total work content to 168 s
or less
Line Balancing
70 56
contd…
56 56
60
50 17
40 27

30 56
20 39
29
10
1
0
Stamping Weld Weld/Assy Assemble

S W W A A
Earlier processing time = 1 + 39 + 46 + 62 + 40 = 188 sec
S W W A
New processing time = 1 + 39 + (17 + 29) + (27 + 56) = 169 sec
{102 sec. of assy time reduced to 83 sec}
What if flow is not possible?
Kanban: only make the customer wants

W P W

Product Product

Machining Assembly

Pull
Pull
Almost a
Shadow Board
Application of 5S
 MODULE LAYOUT 2W – Starters Assembly
Distributors – Main Assy - Pondy

Internal Fan Alternators Car Starters – Main Assembly

- Pondy
Example of 5S
3K - Dangerous job
In-process Inspection
 AGV for Material Transport

Innovation
Standing pose
 The future state
Future-State Drawing
Assy. Plant
6 week forecast 90/60/30 Day (customer)
Pr. Control
Raw Mtl. forecast 18,400 units/month
Supplier 12,000 LH
Weekly forecast MRP
Daily order 6,400 RH
20 units/tray

Daily order
Coil
Daily w
20 I time
Coil daily
w XOXO
Batch
20 P
20 w
20
Weld &
Coils Stamping Assembly L Shipping
R
chan
1 weld 3 2 Days
geov
At the press er chang 1 Day
Takt 60 sec
eover
EPE 1 mi C/O 56 sec
n
C/O 480 se C/O 0 sec Total work
c welder 169 sec
Uptime 100 %
uptime
Working 2 shift
time s Production lead
1.5 Days 1 Day 2 Days Time = 4.5 days
168 sec Processing
1 sec
Time = 169 secs
Significant Improvements

• Lead time reduced by 81%

• Processing time reduced by 10%
 RECENT TRENDS
Multi-Tasking Machines

Reconfigurable Machines

Parallel Kinematic Machines

Multi-axis Machines

High Speed Machines

 MULTI - TASKING MACHINES
• Intended to Integrate Diverse Operations
• (Turning, Milling, Grinding) – Conflicting
Machine Design

Turning Turning & Milling Twin Spindle

Twin Turret
 Merits of Multi-Tasking Machines
• Reduction in Work in Progress and throughput Time
• Elimination of Part Movement from Machine to Machine
• Avoidance of Multiple Setups
• Completion of Parts in one Machine
• Reduces Overall Parts Cycles
Ingersoll Multitec – Multi-Tasking Machines
1. Milling of flange surface using the vertical spindle unit
2. Drilling of the flange holes using the vertical spindle unit
3. Grinding of the sealing surface
4. Drilling holes using the universal spindle unit
5. Back spot-facing using the universal spindle unit
6. Milling of a vertical slot into the outer diameter
7. Milling of a radial groove
8. Turning of a conical inner face
RE-CONFIGURABLE MACHINES
The concept of re-configurable machines is to design
systems, machines, and controls for cost effective
response to the requirements of manufacturing to meet
the market demand
• To provide exact functionality and capacity when it is
required
• Designed for its rapid change in its structure as well as
hardware and software components
• Combines the functionality of CNC with the high production
rate of conventional dedicated lines
 PARALLEL KINEMATIC MACHINES
• Conventional Machines Adopt Serial Mechanism as their
Kinematic Structures
• Serial mechanism based machines have perpendicular
connection between adjacent links from the base to base to
spindle unit (large work space and simple control operating units)
• Parallel Mechanism – Due to their high stiffness and speed
receives more attention

Machining Center Parallel Mechanism

 •Parallel Link – These links are able to change their lengths
independently to perform 6 d.o.f.s movement of the spindle
•Decreasing inertia mass can increase the velocity and
acceleration o of a machine
•Stiffness of each link can be increased substantially (each link is
subjected only tension and compression, not bending)
•Accuracy of a system can be improved because each link error do
not accumulate while that of serial mechanism does
• Serial mechanism are 3 Axis Cartesian Co-ordinate Systems
Parallel Mechanism are 6 d.o.f.s system which have the ability of 5
face and 6 axis machining.
• Mfg. Cost can decrease since the machine parts can be
modularized.
- Limited Work Space
- Complex control units
Merits
• Stiffness and Accuracy
• Mechanically Less Complex than Conventional Design
• Most Stresses are in Tension and Compression
• High Rigidity
• Multiple Ball Screws Share Machining Loads
• Excellent Volumetric Accuracy
( Errors in individual actuators of PKM Machines Tend to
Average it out rather than Stack up )
Thank you