Case study on identification and elimination of waste through lean implementation in an automotive part manufacturing industry

Kumar, Ajit; Kumar, Rahul; Narahari, N. S.; Mithilesh, K.M.

doi:10.1504/ijler.2015.071741

Cited by 5 publications

(5 citation statements)

References 6 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Prashar (2014) used Lean-Kaizen approach using VSM for process improvement through redesigning assembly line in an auto component manufacturing (steering systems) unit. Kumar et al (2015) discussed the importance of VSM by mapping the current state and the future state. The study concluded that VSM and Kaizen are effective tools to identify and eliminating waste in the process (Douglas et al , 2015; Kumar et al , 2015; Vinodh et al , 2014).…”

Section: Literature Reviewmentioning

confidence: 99%

“…Kumar et al (2015) discussed the importance of VSM by mapping the current state and the future state. The study concluded that VSM and Kaizen are effective tools to identify and eliminating waste in the process (Douglas et al , 2015; Kumar et al , 2015; Vinodh et al , 2014). Seth et al (2017) applied lean with VSM for reducing C/T reduction in Indian industrial transformer making company and concluded that lean persists same for both simple and complex production environments.…”

Section: Literature Reviewmentioning

confidence: 99%

See 1 more Smart Citation

Lean-Kaizen implementation

Kumar

Dhingra

Singh

2018

JEDT

View full text Add to dashboard Cite

Purpose The purpose of this paper is to present a road map to implement Lean-Kaizen concept using value stream mapping (VSM) to identify hidden continuous improvement opportunities in a small and medium-sized enterprise (SME) located at the non-capital region of India. Design/methodology/approach From the collected data, a current state map was prepared that indicated the current operating situation of selected SME. The takt time was calculated and those processes which attained higher cycle time (C/T) than takt time were identified. The continuous flow processing was achieved by adjusting C/T of each process and supermarket pull system was developed to control the production at the workstations. Finally, a future state map was developed that served as a guide for future lean activities. Few problems were identified to realize the future state. The “5-why” analysis was used for identifying root causes of these problems and Kaizen events were proposed as solutions. In this case study, one Kaizen event was identified in which brainstorming technique was used to control the variation caused by unorthodox fixture design for clamping and de-clamping of case product and thus eliminated non-value-added activities performed by the operator on a milling machine. Findings Before and after implementation of value stream map, the data obtained were analyzed and eliminated rework time, reduced inventory level, reduced lead time and C/T, improved productivity and product quality are presented as finding. Lean-Kaizen provides a better chance for every individual of the industry to have a hand in achieving organization’s goals to attain continuous progress in productivity and quality of the product. Even good understanding of the concept of lean tools and techniques by SMEs, the employee willingness and motivation to identify and eliminate wastes are found feeble. Originality/value This study is among best practices to identify hidden improvement opportunities in the regular production of the product to increase productivity and improve quality using value stream map. The research paper gives useful understandings to the lean implementers, Kaizen identifiers, consultants and researchers.

show abstract

Section: Literature Reviewmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

Lean-Kaizen implementation

Kumar

Dhingra

Singh

2018

JEDT

View full text Add to dashboard Cite

show abstract

“…LMS is widely accepted in the garment industry (Carvalho et al , 2019; Wickramasinghe and Wickramasinghe, 2017; Vijayakumar and Robinson, 2016; Kumar and Sampath, 2012). It has proved its effectiveness as a viable system in the garment industry of Bangladesh also (Hoque et al , 2020; Hamja et al , 2019).…”

Section: Introductionmentioning

confidence: 99%

Implementing and sustaining lean, buyer-supplier role, and COVID-19 pandemic: insights from the garment industry of Bangladesh

Hoque

Maalouf²,

Tanha³

et al. 2023

IJLSS

View full text Add to dashboard Cite

Purpose This study aims to explore the challenges in implementing and sustaining lean in garment supplier factories and the buyer–supplier role in mitigating lean barriers in a typical situation and pandemic. Design/methodology/approach Following a qualitative research approach and multiple embedded case study method, data were collected through in-depth interviews with senior managers of one lead buyer and their four key garment supplier factories in Bangladesh. Within and cross-case analysis, techniques were applied to understand the context-oriented lean challenges and buyer–supplier role in mitigating the challenges. Findings The study findings demonstrate that garment suppliers are less prepared and unsystematic in lean implementation having limited capabilities and less preparation. Moreover, they have limited support from buyers, less commitment from top management and employee resistance to implementing lean. Lean challenges become more intense because of the COVID-19 pandemic. However, buyer–supplier responsible, cooperative and collaborative behaviour can mitigate lean challenges. Research limitations/implications Whereas many stakeholders may be responsible for lean challenges, this study explores dyadic role between buyer and supplier only based on a single lead buyer and their four suppliers. Hence future studies could consider more buyers and suppliers for a holistic understanding. Practical implications This study could help buyers and suppliers understand the underlying causes of lean implementation challenges in garment supplier factories and their role in sustaining lean reducing the challenges, particularly in a pandemic. Originality/value To the best of the authors’ knowledge, for the first time, this study depicts how buyer and supplier can play their due roles to mitigate lean challenges in garment supplier factories in a pandemic situation.

show abstract

“…The purpose is to increase a flexibility of their production lines in order to agree with a mass customization strategy. This reduction in a non-value added workload is similar to a lean manufacturing concept which is currently popular in garment industry [16,20,22,24,25,[27][28][29].…”

Section: Problem Descriptionmentioning

confidence: 97%

“…To successfully use a mass customization strategy which is relatively flexible, a concept of lean manufacturing should be applied. From literature, it is found that this concept is popular among many types of garment manufacturers in many regions of the world [22,[24][25][26][27][28][29]. With this concept, garment manufacturers should reduce their non-value-added workload from their production lines.…”

Section: A Custom Production Strategy a Mass Production Strategymentioning

confidence: 99%

Marker planning for fabric cutting with sewing schedule constraint in mass customization context

Puasakul

View full text Add to dashboard Cite

The objective of this research is to develop heuristics for marker planning problem within a sewing schedule under mass customization production context. In this context, a number of sizes and an amount of demand in each size are varied in a wider range than a mass production system but with lesser total demand. The proposed problem is divided into two subproblems. The first subproblem corresponds with the cost dimension of a marker planning. Hence, the objective is to minimize the total cost related to a number of markers and excessive units. The second subproblem aims to integrate a sewing schedule into marker planning. Therefore, the objective is to minimize a work-in-process inventory workload. The initial solution from the first heuristic is determined by an LP relaxation of marker planning. Then, it is improved by a greedy-based algorithm. This algorithm focuses on reducing an unnecessary plies and adjusting marker patterns. Furthermore, initial solutions are randomized to avoid getting stuck with a local optimum. The second heuristic further improve a first heuristic’s solution by focusing on rearranging marker patterns in order to correspond with a sewing schedule. To measure performance of the proposed heuristics, the first heuristic is tested with many problems. For small-and medium-sized problems, the heuristic can reach to the optimal solutions in all problems while with large-sized problems, heuristic solutions are better than solutions from GA which can reach to optimal solutions as well. The second heuristic is tested with large-sized problems. The second heuristic can perform better than GA method.

show abstract

Case study on identification and elimination of waste through lean implementation in an automotive part manufacturing industry

Cited by 5 publications

References 6 publications

Lean-Kaizen implementation

Lean-Kaizen implementation

Implementing and sustaining lean, buyer-supplier role, and COVID-19 pandemic: insights from the garment industry of Bangladesh

Marker planning for fabric cutting with sewing schedule constraint in mass customization context

Contact Info

Product

Resources

About