KAVALI

PAPER PRESENTATION
ON
LEAN MANUFACTURING PROCESS
PRESENTED BY
TV SANDEEP
IV B Tech
Mechanical Engineering
PBR VITS
Kavali.
E mail:
tvsthegreat!"ah##.c#.in
$% VIS%N&
IV B Tech
Mechanical Engineering
PBR VITS
Kavali.
E mail:
vishn'ta'r's(!"ah##.c#.in
Lean

Manufacturing Process
Abstract:
This paper investigates the implementation of lean manufacturing in a custom
transducer manufacturing company. The paper explains that lean production emphasizes
It relates that lean manufacturing is a more capable system of production than
)#r*ism
Ke" +#r*s:




,hat is lean man'-act'ring.
/Lean manufacturing is defined as the approach to aligning the components of an
organization with its manufacturing processes in order to achieve highest and most optimum
productivity levels. Cutting waste, shrining factory space and eliminating unnecessary
inventory are the basic Lean !anufacturing techni"ues have been around for a long time
and can greatly simplify a production process.
Intr#*'cti#n:
Lean production is aimed at the elimination of waste in every area of production
including customer relations, product design, supplier networs and factory management.
#
Its goal is to incorporate less human effort, less inventory, less time to develop products,
and less space to become highly responsive to customer demand while producing top
"uality products in the most efficient and economical manner possible.
Lean !anufacturing is an operational strategy oriented toward achieving the shortest
possible cycle time by eliminating waste. It is ey thrust to increase the value$added wor by
eliminating waste and reducing incidental wor. The techni"ue often decreases the time
between a customer order and shipment, and it is designed to radically improve profitability,
customer satisfaction, throughput time, and employee morale. Lean manufacturing process
loos lie a smoothly flowing river, with gravity 0the c'st#mer1 pulling the value 0+ater1
down from the mountain spring 0-act#ries1.
The benefits generally are lower costs, higher "uality, and shorter lead times. The
term %lean manufacturing% is coined to represent half the human effort in the company, half
the manufacturing space, half the investment in tools, and half the engineering hours to
develop a new product in half the time.
The characteristics #- lean 2r#cesses are:
,here is material +aste*.
&aturally material will be wasted in the following
'
Over2r#*'cti#n:
Invent#r" #r +#r3 in 2r#cess 0,IP1( is material between operations due to large lot
production or processes with long cycle times.
)eople waiting for( !achinery, Tooling, *aw !aterials, !aintenance, etc.
!achinery waiting for( !aintenance, )eople, !aterials, Tooling etc.
Causes+
Inconsistent wor methods, long changeover times.
Trans2#rtati#n( does not add any value to the product. Instead of improving the
transportation, it should be minimized or eliminated ,e.g. forming cells-. . !oving materials
or people over long distances can double or triple handling.
Causes+
)oor layout, lac of co$ordination of processes, poor houseeeping, poor worplace
organization, multiple storage locations
Pr#cessing +aste: should be minimized by asing why a specific processing step is needed
and why a specific product is produced. /ll unnecessary processing steps should be
eliminated. 0nnecessary or inefficient processing e.g. removing burrs caused by dull tools
Causes+
Inappropriate tooling or e"uipment, poor tooling maintenance, failure to combine operations
M#ti#n: of the worers, machines, and transport ,e.g. due to the inappropriate location of
tools and parts- is waste. Instead of automating wasted motion, the operation itself should be
improved. Inventory hides problems and causes extra handling, extra paperwor, extra space
and extra cost.
Causes+
1
Long changeover times, unreliable e"uipment, unbalanced flow, incapable suppliers,
inaccurate forecasting, large batch sizes
,aiting: for a machine to process should be eliminated. The principle is to maximize the
utilization2efficiency of the worer instead of maximizing the utilization of the machines. .
/ny motion of people or machines which does not add value to the product or service
Causes+
Lac of worplace organization, poor layout, inconsistent wor methods, poor machine
design
Ma3ing *e-ective 2r#*'cts: is pure waste. )revent the occurrence of defects instead of
finding and repairing defects. 3crap, rewor, customer returns, customer dissatisfaction
Causes+
Incapable processes, insufficient training, lac of standardized procedures
De-ective *esign:
Re*'cti#n #- Re*'cti#n #- 045(1 +astages:
)erfect first$time "uality $ "uest for zero defects, revealing 4 solving problems at
the source
5aste minimization 6 eliminating all non value adding activities 4 safety nets,
maximize use of scarce resources ,capital, people and space-
7
Continuous improvement 6 reducing costs, improving "uality, increasing
productivity and information sharing
)ull processing( products are pulled from the consumer end, not pushed from the
production end
8lexibility 6 producing different mixes or greater diversity of products "uicly,
without sacrificing efficiency at lower volumes of production
9uilding and maintaining a long term relationship with suppliers through
collaborative ris sharing, cost sharing and information sharing arrangements.
Commonly encountered problems in any industry are as follows(
Preventive 2r#6lems: Taguchi experiments, :esign for manufacture, "uality
function deployment, )oa yoe, 8ailure modes and effects analysis,
;ouseeeping ,7 3<s-, etc.=
Detect 2r#6lems: 3tatistical process control, !anagement by waling around,
Customer satisfaction, surveys, /udits, )roduct strip down, and still prevalent is
inspection and testing etc.=
Anal"7e 2r#6lems: The root cause of problems. ,)areto analysis, measles charts,
Ishiawa diagrams, 7 why>s, flow 2 time charts, value stream mapping, et




Implementation of lean construction in three phases, beginning with
stabilization, reducing in$flow variation ,process-, and finally turning to operations.
Lean construction has at least two foci that distinguish it from traditional construction
management. ?ne focus is on waste and the reduction of waste. 9reaing from the
@
conversion process model, and reconceiving production processes in terms of Aosela<s
flow process model reveals the time and money wasted when materials and information
are defective or idle. Instead of simply improving the efficiency of conversion processes,
the tas is extended to the management of flows between conversions. Conse"uently, in
addition to its focus on waste, lean construction also focuses on managing flows, and to
do so, puts management systems and processes into the spotlight along with production
processes. 8low management is a much more difficult tas on complex, fast trac
proBects such as refineries, chemical plants, food processing plants, paper mills, etc.
These proBects have long, complicated supply chains, many players, typically are under
pressure to hit maret windows for product, and are subBect to multiple, extensive
process design changes motivated by the opportunity to mae much more money than is
lost through disruption of construction. In this environment, traditional approaches to
construction management fail miserably. The conversion process model conceals
everything that needs to be revealed= particularly the design of systems and processes to
manage wor and wor flow.


C
8ean 2r#*'cti#n:
5aste is defined by the performance criteria for the production system. 8ailure to
meet the uni"ue re"uirements of a client is waste, as is time beyond instant and inventory
standing idle. !oving toward zero waste, perfection shifts the improvement focus from the
activity to the delivery system. Lean production continues to evolve but the basic outline is
clear. :esign a production system that will deliver a custom product instantly on order but
maintain no intermediate inventories.
The concepts include(
Identify and deliver value to the customer value( eliminate anything that does not add
value.
?rganize production as a continuous flow.
)erfect the product and create reliable flow# through stopping the line, pulling
Inventory, and distributing information and decision maing.
)ursue perfection( :eliver on order a product meeting customer re"uirements
5ith nothing in inventory.
Di--erences 6et+een 8ean 9 $'rrent 2r#cesses:
D

/ligns )roduction
3ystem ?bBectives 5ith
Interests
Trades )roduction
3ystem Efficiency 8or
/pparent 3ecurity
$#mmercial
c#ntracts
*educe variation
increase 3ystem
Throughput
)oint speed
The g#al #-
s'2ervisi#n
!aing and eepings
commitments
8ollowing orders
$#:#r*inati#n
3teering Tracing
$#ntr#l
Internal External
&ncertaint"
Learning Anowing
Planning
8ean Nat'ral
A22licati#ns:
Si;:sigma 0<: 1:
/ structured process improvement program for achieving virtually zero defects ,'.1 parts
per million- in manufacturing and business processes. The combined effect of Lean
!anufacturing and 3ix 3igma has led to improvements in product "uality ,FDG reduction in
errors- and turnaround time ,7HG reduction-. These improvements have resulted not only in
cost reduction, but also the possibility of presenting these improvement stories to the
customer, building the reputation of the company as a leading supplier of "uality, and
thereby increasing the probability of getting higher volumes of business.
$ell'lar Man'-act'ring:
Cellular !anufacturing seems simple. 9ut beneath this deceptive simplicity are
sophisticated socio$technical systems. )roper functioning depends on subtle interactions of
people and e"uipment. Each element must fit with the others in a smoothly functioning, self$
regulating and self$improving operation. Lean manufacturing is heart of cellular
!anufacturing and wor cells. 3o many benefits of them are increased by adopting this
method. It increases productivity and "uality.
9y adopting this method the following benefits are in cellular manufacturing(
I. 5I) reduction 7. Juality improvement
#. )roductivity improvement @. Enhanced teamwor and communication
'. 3pace utilization
1. Lead time reduction
F
Mechanical engineering:
In mechanical engineering, the process usually begins with a team review of the
materials and processes. The team will include a cost accountant, manufacturing and design
engineers. Juite often, parts can be combined into a single inBection$molded plastic or die$
cast part reducing both fabrication and assembly costs. 8asteners are eliminated, reduced or
commonized. Tolerances ,critical dimensions- are eliminated, widened and adapted to
production processes to achieve theoretical IHHG yields. /dBustments are eliminated. The
tooling cost and any production machinery costs are estimated and financial feasibility
established with return on investment. *euse of existing machinery and capabilities is often
essential.
S#-t+are engineering:
In software engineering the process begins with a re"uirement review, to eliminate
unnecessary re"uirements, and substitute mechanical and electrical components with
software. 3oftware generally has a lower per$component cost than other disciplines,
especially in the large production runs typical of a lean product. The design then attempts to
eliminate costly software components, especially those that are purchased.
De-ense in*'str":
The department of defense has launched a number of initiatives whose common
obBective has been to reduce the costs of weapon systems that are planned, under
development, or in production. The military aircraft industry has recently made extensive
use of integrated product teams in its efforts to ensure that all ey staeholders in the
production process, both internal and external, are given a voice in aircraft design
IH
Im2#rtance #- lean #n 2e#2le:
/s anyone in popular industries and you<ll hear that it<s the people who mae the
difference in a lean implementation. ?ne of the most immediate effects of implementing
lean manufacturing techni"ues is that operational improvements will free up capacity. In
other words, employees may suddenly find themselves with time on their hands. 3uccessful
companies have learned that it is not that difficult to turn people into valuable resources who
will "uicly lift the manufacturing enterprise and dramatically transform its fortunes.
A*vantages:
*educed lead time
?ptimized space usage
Increased productivity
Improved product "uality
Improved on$time shipments


Lean manufacturing process results from the application of a new form of production
management to construction. Essential features of lean manufacturing process include a clear set
of obBectives for the delivery process, aimed at maximizing performance for the customer at the
proBect level, concurrent design of product and process, and the application of production control
throughout the life of the product from design to delivery. ?f course the contractor may be, but
we cannot now unless the contractor is embedded in a principle based production system. 9y
contrast we often see that behavior considered immoral is in fact a logical response to the failure
in the underlying production system. 8ailure to provide labor to a proBect can be understood as
evidence of bad upbringing.

+++.strateg#sinc.c#m
+++.lean.#rg.c#m
+++.n#rthenlight.c#m
+++.2r#*'ctivit"inc.c#m
+++.sae.#rg
/The Machine that change* ,#rl*= ::::::::::: >ames P. ,#mac3 an* Daniel T.
>#nes
II