Process improvement through Lean-Kaizen using value stream map: a case study in India

Kumar, Sunil; Dhingra, Ashwani Kumar; Singh, Bharat

doi:10.1007/s00170-018-1684-8

Cited by 101 publications

(73 citation statements)

References 51 publications

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“…There are the steps which can reduce the timings and improve the quality and manufacturing cost along with the target of reduction in the cost. From small scale industries to large scale industries this method can be implemented successfully [4] [12][18] [20]. The main motto is to keep the things in the correct place and position to avoid the waste and unwanted actions but before the implementation of this process in any manufacturing unit it is very important for An Experimental Examination of '5S' Technique for Continuous Improvement of the Manufacturing Process Dhara Goswami, Ravi Kant Gupta, Bharmal Choudhary the top leaders of the industry to understand the method very briefly.…”

Section: S Methodsmentioning

confidence: 99%

An Experimental Examination of ‘5S’ Technique for Continuous Improvement of the Manufacturing Process

Goswami¹,

Gupta²,

Choudhary³

2019

IJITEE

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 Abstract. Lean manufacturing is the way of continuous improvement, provide support and execution of lean production system. This technique focused on improving quality of products, minimum cost, customer satisfaction and eliminating waste in industry. This research helps out to find out the various strategies of lean manufacturing. The main objective of this research paper is to study and analysis of improvements in waste reduction a well as improving productivity using 5S technique for an automobile ancillary unit for its production shop floor producing components from where the entire data is abstracted by applying 5S evolution methodology. Furthermore, the features and classification of 5Stechnique is discussed.

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Section: S Methodsmentioning

confidence: 99%

An Experimental Examination of ‘5S’ Technique for Continuous Improvement of the Manufacturing Process

Goswami¹,

Gupta²,

Choudhary³

2019

IJITEE

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“…Hal ini sejalan dengan Kaizen. Melalui kaizen dilakukan pengurangan waste secara terusmenerus melalui perubahan kecil yang pada akhirnya menghasilkan pengurangan waktu setup, tenaga kerja, waktu tunggu produksi dan waktu yang bernilai tambah secara signifikan [4]. Dengan demikian konsep lean dan kaizen dapat digunakan untuk meningkatkan produktivitas pada lantai produksi.…”

Section: Pendahuluanunclassified

Untitled

2020

Jurnal Ilmu Pengetahuan dan Teknologi

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Saat ini industri berupaya untuk meningkatkan daya saingnya. Hal ini membuat industri manufaktur perlu mengadaptasi konsep Lean-Kaizen. Lean-Kaizen berarti menghilangkan pemborosan (waste) melalui perbaikan perbaikan kecil yang dilakukan secara berkesinambungan. Penelitian ini mengambil studi kasus pada PT Inoac Poltechno Indonesia, yang bergerak di bidang produksi busa. Produksi saat ini hanya mencapai 56% dari target yang direncanakan. Disamping itu ditemukan banyak produk cacat dan kegiatan yang tak bernilai tambah. Oleh sebab itu perlu dibuat peta kondisi saat ini untuk menemukan waste dan mengetahui kaizen yang akan dilakukan. Selanjutnya dikembangkan peta masa depan dengan standardisasi kerja dan Value Stream Mapping guna mengetahui aktivitas yang tidak memiliki nilai tambah. Perhitungan Waste Assessment Model (WAM), menunjukkan waste terbesar adalah defect (26.73%), inventory (15.79%), dan waiting (13.35%). Studi ini menemukan bahwa dengan penambahan trolley, operator, pembuatan SOP, penjadwalan maintenance mesin akan membuat aktivitas non value added (NVA) berkurang dari 29.95% menjadi 20.5%. Process Cycle Efficiency meningkat dari 22.31% menjadi 28.25% (sehingga telah memenuhi persyaratan PCE internasional untuk industri manufaktur).

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“…Poka-yoke and brainstorming lean tools used to reduce inventory level, lead time and cycle time [11]. Industry 4.0 and lean manufacturing aim to enhance productivity and flexibility [12].…”

Section: Literature Reviewmentioning

confidence: 99%

Capacity Enhancement through Value Stream Mapping and Line Balancing Technique in Compressor Assembly Line

Dinesh¹,

Sathishkumar²,

Krishnakumar³

2019

IJITEE

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In competitive global market, manufacturers are urged to know the customer needs well in advance to serve the customer. Customer satisfaction and on time delivery of products play a vital role in establishing long and healthy relationship. When demand for a product is growing, manufacturer ought to plan their activity well in advance to ensure product availability to customer. Capacity planning is done considering dynamically varying demand of customers. Manufacturers are also continuously thriving to reduce cost by enhancing machine utilization. But, Capacity loss is unavoidable in any manufacturing facility. And also it is basic necessity that production capacity to be enhanced, with production cost in consideration. The study intends to increase the capacity of an assembly line and in parallel optimize the manpower (productivity improvement). It deals with identifying non value adding activities and handling them to enhance the capacity of an assembly plant to meet forecast demand. These improvements achieved by using the lean tool, “Value stream mapping (VSM)” which helps to segregate value addition and non-value addition activities for each machine or work station and also will help in continual improvement. Current and future state mapping of assembly line will showcase the lean waste involved in process, current issues, line imbalance, possibilities of further improvements, gap between takt and actual cycle time, inventory at each assembly points, WIP machines and lead time at each stations. These individual issues are sorted out by generating kaizens at each station, which involves brain storming and expert opinion, involving all members of team. These improvements will spread over the entire process flow chain as small pockets. These many numbers of small pockets of improvements is harvested by using another lean tool, “Line balancing”. Line balancing will improve the overall line efficiency and hence capacity enhancement & man power optimization is achieved. The benefits of value stream mapping followed by line balancing technique had yielded capacity enhancement by 86%, manpower reduction by 28%, productivity improvement by from 1.24 to 1.70 units per person per day, through put time reduced from 325.6 to 259.5 mins, line efficiency improved from 79.7% to 97.9% and VA ratio improved from 33 to 37%.

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Process improvement through Lean-Kaizen using value stream map: a case study in India

Cited by 101 publications

References 51 publications

An Experimental Examination of ‘5S’ Technique for Continuous Improvement of the Manufacturing Process

An Experimental Examination of ‘5S’ Technique for Continuous Improvement of the Manufacturing Process

Untitled

Capacity Enhancement through Value Stream Mapping and Line Balancing Technique in Compressor Assembly Line

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