Project team:

AJEYA.B.P

GANESH HARIGE
RAJESH CHATRA
ESHAN

Project guide: Company Sponsor :

C.D. Ashok Kumar Model Lathe
Works

Co-guide:
G.V.Girish
 Motivation and Objectives
• 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 Ford’s 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 • Cost
• On Time Delivery • Defects

Improves

Falls
• Morale • Inventory
• Overburden • Waste

Decreased throughput time is the objective.

Slide 5 June 13, 2010

 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 June 13, 2010

 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 June 13, 2010

 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 June 13, 2010

 Waste 3: Time
• Time is a valuable resource.

• Don’t 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: How can I help

I don’t you eliminate
have waste?
– Unplanned Machine Downtime time.

– Unnecessary Walking

– Waiting for a part, waiting for an order…

– Waiting / Searching for tools

schedul
e

– Arriving late from lunch; leaving early

– Waiting for a manager to make a decision

Slide 9 June 13, 2010
 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 June 13, 2010

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

1 5

6
2 4

UNPROCESSED : 3
PROCESSED
WORKPIECE WORKPIECE

1. The operator picks up an unprocessed

4. The operator moves her hand to pick up
workpiece.
the processed workpiece.
2. The operators moves a hand to push a
5. The processed workpiece is moved to
button.
the finished goods pile.
3. The third step is the actual pushing of the
button.
6. The operator moves to pick up the next
unprocessed workpiece.

Slide 11 June 13, 2010

 Waste 6:
Transportation
How does Material Move
within the Factory?

• Moving material around the plant does not add any value.
• “Where’s the factory?”

Slide 12 June 13, 2010

 Waste 7: Space
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 June 13, 2010

 Workplace Organization
(5 S)
• Sort
• Straighten
• Scrub (sweep)
• Standardize
• Self discipline
 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 Studies
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 study for wet liners
Sl. no Process Machine Value Non value added in min
added Waiting Loading Un loading
In min in min in sec in sec

1 Rough O.D C.N.C m/c 5’ 15’’ 960 30 25

2 1st I.D Conventional 6’ 15 25 20
turning m/c

3 Jig size O.D C.N.C 2’ 5’’ 24 30 25

4 2nd I.D Conventional 7’ 5’’ 16 25 20

turning m/c

5 O.D pre C.N.C 4 960 25 40

finish
6 Rough honing Convention 3’50’’ 20 25 20

7 Finish turning C.N.C 5’ 45’’ 480 25 40

O.D

8 Finish Honing Conventional 2’ 15’’ 240 25 20

9 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 3009
3000
time

2000 time

1000
38
0
value added in min non value added total min
time 38 2971 3009
process
 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 machine to another machine.

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

1 Rough O.D 7+1.5+1.5+2+7 19

2 1st I.D 1.5+0.5+3.5 5.5

3 Jig size O.D 1.5+1.5+5.5 8.5
4 2nd I.D 1.5+2.5 4
5 O.D pre finish 57+2.5+2+8 69.8
6 Rough honing 2+5 7
7 Finish turning 2.5+2+5 9.5
O.D
8 Finish Honing 2.5+0.5+1.5 4.5
9 Honing 1.5+0.5+2 4
10 Total 131.8
 Case Study on Air Cooled
Liners
• The table contains operations , process ,
Machine , value added and non value added
( waiting , loading , un loading time)
activities.......
• For the completion of one air cooled 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 air cooled
liners, but we have listed only for two wet
liners.
 Table for Air Cooled Liners

Sl.no operations machines Vale Non value added in (min)

added in Waiting Loading Un loading
(min) in min in sec in sec

1 Rough O. D Hmt lathe 4 480 26 24

2 Rough Bore Accurate 5’28’’ 240 31 29
Lathe
3 Conventiona 4’15’’ 240 25 20
Jig Size
l lathe
4 Second Bore Accurate 5’10’’ 120 28 24
Lathe
5 Pre Finished Shimoga 4 120 25 24
Lathe
Bore
6 Semi Finished Oscar 6 120 26 24
Micron
O. D
7 Drilling Radial Drilling 7 480 60 60
Machine

8 Phosphading 1440

9 Finished Shimoga Lathe 5’10’’ 120 21 19

Bore turning

10 Honing Local 3’50’’ 60 41 24

MabeHydraulic
Machine
11 Finished O .D Oscar Machine 4’10’’ 240 31 18
turning
Total 50 3720 314 266
Calculations:
Total time = Value Added + Non Value Added.

Non Value Added = Waiting + (Loading + Unloading time)

= 3720 + 6’20’’
= 3726’20’’ In min
Total Time = 50 + 3726’ 20’’ in min
= 3776’ 20’’ min
Value Added = 1.32%

Non Value Added = 98.68%

Existing Bar Chart for Air Cooled Liners

Time Vs Process

3726 3776
4000

3000
time in min

2000 Time Vs process

1000 s
50
0
Value Added Non Value Total in min
Time Vs 50 3726 3776
process
process
 Existing Air Cooled Liners layout
The following is the existing layout which shows the motion of air cooled liners
for various operations.
 Observations
• To start machining they need minimum 150-200 pieces hence it’s
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
 Suggestions
Proposed Layout for Wet Liners
• In the existing layout the various operations are
carried out in two machine shop If they implement U-
shaped .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 U-
shaped 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 Rough O.D 3.5+1.5+1.5+2+ 12
3.5
2 1st I.D 1.5+0.5+1.5 3.5
3 Jig size O.D 1.5+1.5+3.5 6.5
4 2nd I.D 1.5+2.5 4
5 O.D pre finish 2.5+2+3.5 8
6 Rough honing 2+3.5 7
7 Finish turning 2.5+2+5 9.5
O.D
8 Finish Honing 2.5+0.5+1.5 4.5
9 Honing 1.5+0.5+2 4
10 Total 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.
8’40’’ * 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.
Proposed Bar Chart for Wet Liners and
Air Cooled Liners

Time vs Process

1500

1000 840 900 886956

Wet Liners
time

Air Cooled Liners

500
46 56
0
Value Non value Total
Wet Liners 46 840 886
Air Cooled 56 900 956
Liners
process
 Proposed Belt Conveyor for Air Cooled
liners process
In existing there are 12 operation running in Air Cooled Liners
process , there are 3 shift running , for each shift they require 2
labors for transportation.
• By applying belt conveyor they can reduce 6 labor from all shifts.,
One Labor salary = 8000 Rs
For six labors = 48000 Rs
So they can save upto 5, 76,000 Rs per annum.
The Cost of Belt Conveyor is 25 lakhs. So by reducing labor they can
recover money within 4 years.
 Cost Analysis
Wet Liners

Existing Cost Analysis Pie Chart Proposed Cost Analysis Pie Chart :

Others
10%
Material Others 10%
Profit Material Material 26% Material
30%
9% Labour Labour
Profit 18%
Electricity Consumables Consumables
13% Electricity Electricity
Profit Profit
Electricity 13% Labour 20%
Others Others
Consumables
Labour Consumables
13%
25% 13%
 Air Cooled Liners

Existing Cost Distribution Chart Proposed Cost Distribution Chart

Existing Cost Distribution Chart Proposed Cost Distribution Chart

Profit
10% Profit
16% Material
others Material Material Material
10% 32% 30%
labor others labor
Electricity Consumables 10% Consumables
10% Electricity Electricity
Electricity
others 10% others
Consumables
10% Profit Consumables Profit
labor labor
10% 24%
28%
 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…
• Elsmar Forum ,
http://elsmar.com/ 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