Lean Tools and Their Implementation

7/30/2019 Lean Tools and Their Implementation

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Lean Tools and theirImplementation

Guided by: Project by:

Prof. Gajanan Patange Bharat Chaudhary (09ME021)

Kaushal Chhadva ( 09ME021)

Akshit Kataria (09ME042)


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Content Introduction to lean manufacturing

Objective of Project

Wastes in Lean Manufacturing

Lean tools

Value stream mapping

5s + Safety

Total productive maintenance

Kanban SMED ( Single minute exchange of dies)

Kaizen


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Content Case studies

1) Navkala Plastic Molding pvt ltd, Ahmedabad

2) Real Casting pvt ltd, Ahmedabad

3) G.S brass Enterprise, Jamnagar ( Under process)

Propose Implantations

Conclusion


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Introduction to lean manufacturing

It is a whole new way of thinking, to serve the customers

with high quality Products, low cost and short deliverytimes.

Lean is a philosophy that seeks to eliminate waste in all

aspects of a firms production activities: human relations,

vendor relations, technology, and the management of

materials and inventory.


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Where can it be applied

Lean is principally associated with manufacturing

industries equally applicable to both service and administration

processes.

Currently it is also being adopted by the food

manufacturing and meat processing sectors.


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Objective of Project

Lean implementation is focused on getting the right

things, to the right place, at the right time, in the rightquantity to achieve perfect work flow while minimizing

waste and being flexible and able to change.

The objective of this Thesis is to carry out a study,

proposal and analysis of improvements about

Manufacturing in Plastic injection molding, Casting andBrass products machining Industries. By getting these

improvements; it would have some benefits, adding more

production and easiness work and also an improvement in

terms of quality.


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Wastes in Lean Manufacturing

Muda (or non value-added work): Muda is discovered after

the process is in place and is dealt with reactively. It isseen through variation in output.

Muri (or overburden): It is focused on the preparation andplanning of the process, or what work can be avoided by

design.

Mura (or unevenness): It focuses on implementation andthe elimination of fluctuation at the scheduling or

operations level, such as quality and volume


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Muda wastes

1) Overproduction: Production ahead of demand

2) Transportation: To move products that is not actually required toperform the processing.

3) Waiting: Waiting for the next production step.

4) Inventory: All components, work-in-progress and finished product not

being processed.

5) Motion: People or equipment moving or walking more than is required toperform the processing

6) Over-Processing: Due to poor tool or product design creating activity.

7) Defects: The effort involved in inspecting for and fixing defects.


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Muri wastes

Work Flow: Logical directions to be taken.

Takt time: Maximum time allowed producing in order to meet demand. When

everyone knows the standard condition, and the standardized work

sequences, the results observed are:

Employee morale is heightened

Higher quality is achieved

Productivity is improved

Costs are reduced.


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Mura wastes It is based on little or no inventory, by supplying the production process with

the right part, at the right time, in the right amount, and first-in, first out

component flow. Just in Time systems create a pull system in which each sub-process

withdraws its needs from the preceding sub-processes, and ultimately from an

outside supplier.


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Lean Tools:-1) Value stream mapping

Value Stream Mapping is a method of creating a "One page picture" of all theprocesses that occur in a company, from the time a customer places an order

for a product, until the customer has received that product in their facility.

The goal is to depict material and information flows across and throughout allValue-Adding Processes required to produce and ship the product to the

customer. Value Stream Maps document all of the processes used to produceand ship a product, both Value-Adding and Non-Value-Adding (Waste)

processes.


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Steps in VSM Plan the activity,

Walk the process and collect the process and step data,

Produce and analyze the current-state value stream map,

Produce a future-state map,

Develop a change plan,

Implement the changes,

Review the process and repeat


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2)5S +Safety


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7 Role of 5S in Different Areas of Industry


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3)Total Productive Maintenance

TPM (Total Productive Maintenance) is an excellent method for meeting

the demands and for continuous flow manufacturing on equipment. TPM

does the following: It increases OEE (Overall Equipment Effectiveness) using improvement activities.

It establishes an autonomous maintenance program performed by equipment

operators.

It establishes a planned maintenance system.

It requires training to improve operation and maintenance skill

It institutes a system for MP (maintenance prevention) design and earlyequipment management.


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Types of Losses

Losses

BreakDowns

Setup andAdjustment

StartupRejects


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Difficulties faced in TPM implementation:

Typically people show strong resistance to change.

Many people treat it just another Program of the month without

paying any focus and also doubt about the effectiveness.

Not sufficient resources (people, money, time, etc.) and assistance

provided

Insufficient understanding of the methodology and philosophy by middlemanagement

TPM is not a quick fix approach, it involve cultural change to the

ways we do things


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4) KANBAN

The premise of Kanban is to create Visual Indicators to allow the operators to

be the ones who determine how much of a product to run when to stop or

change over. Kanban rules also tell the operators What Steps to take whenthey have problems and whom to go when Problems occurs.

Benefits:

Reduce inventory by 80%.

Prevents Overproduction, Which is the mother of all wastes

Places control at the operations Level

Improves responsiveness to changes in demand(reduces Throughput Time)

Minimizes risk of having obsolete Inventory


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5)Single Minute Exchange of Die It provides a rapid and efficient way of converting a manufacturing process

from running the current product to running the next product. This rapid

changeover is key to reducing production lot sizes and thereby improvingflow.

Steps:

Separate internal from external setup operations

Convert internal to external setup

Standardize function, not shape

Use functional clamps or eliminate fasteners altogether Use intermediate jigs

Adopt parallel operations (see image on next slide)

Eliminate adjustments

Mechanization


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6)Kaizen (Continuous Improvement)

Kaizen is a combination of two words, kai and Zen. Kai means to change

or modify and Zen means to Improve or make better.

Kaizen Principles:

Focus on improvements

Blame the process and not the person

Create work teams

Develop self-discipline, a sense of personal responsibility and accountability.

Enable Employees (i.e. Set employees for success)


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Kaizen Process

Defining Problem.

Understanding current state

Finding the root cause.

Planning counter measures

Improving Counter measures

Verifying results

Standardizing and establishing control


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Case Study:1

Company Profile:

Name: Navkala plastics

Number of Working People: 40

Turn Over: 10crores

Product: Plastic caps, bowls, containers, bottles, etc.


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Flow diagram


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Identification of problem

Problem no Problems Weightage out of 101 Too much die changing time 1002 Die life is less 903 New calculations for every die 704 No Inspection unit 205 Time waste during maintenance 906 Manufacturing was not continuous 607 Initial wastage of products 508 Production rate varied a lot 309 Improper space utilization 6010 Die cooling time losses 9011 Improper layout 5012 Cleaning was required in cooling tower 9013 Storage near the production, so no walking

space

70


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Pareto chart


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Why-Why Analysis

Main cause: - Too much Die changing time

Why 1 - All the external operations were also performed after stopping themachine

Why 2 -There was only one operator per machine with no helper, and diewas heavy

Main cause: Die life was less

Why1

Due to the use of recycled plastic material of low grade

Why2- That material was cheap

Other reasons- Too hot plastic if inserted inside can decrease die life, Alsoimproper cooling can reduce the die life.


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Main cause: Production rate varied continuously

Why1- Time wastage between removals of product from mold.

Why2- Machine stops as door opens.

Why3- Door opening and closing time depends on the operator.

Other reasons: Some blockage in nozzle also reduces the mass flow rate

Main cause: Manufacturing was not continuous

Why1- Hopper size was limited to 125 kg only

Why2- When color of product change hopper has to emptied

Why3- Different color require different plastic grains mixture

Other reason

Why1- After some time Die gets heated

Why2- Only water cooling was there, Chillers are better option but notused.

Why3- Chillers require special arrangement


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Main cause: Improper space utilization

Why1- Whole floor was covered by products, wastes, packing materialsand other things

Why2- No proper layout and Upper part of factory was not used

Why3- Lack of 5S Principle implementation


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5S analysis sheet


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Some pictures showing the need of implementation of 5S


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Proposals:

Sorting

Extra wooden roof at the top can accommodate all unused item, increasingfloor space

Use only needed materials, equipment, tooling & supplies when needed.

Eliminate excess / obsolete equipment & inventory

Improve space utilization by eliminating space taken up by unneeded items

and organizing needed items

Set in Order

Locate missing tools, documents, instructions, keys and inventory

Put everything in a useable place

Make every item visible, reachable & available when needed


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Shine in Order

Remove dirt, oil, scraps and garbage

Assign cleaning responsibilities - team effort

Clean on a daily basis - the cleaner the better!

Audit the cleaning process use cleaning checklists

Improve equipment maintenance through cleaning

Clean aisles, walkways, floors, machines, desks

Standardization

Maintain and control continual improvement

Ensure systematic organization, sorting, and scrubbing clean are synchronized

l i


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TPM Implementation

Problems and solutions

1) To avoid breakdowns and for increase in production

Planned maintenance could avoid above problems:

By cleaning the piping systems

By cleaning the nozzle

By replacing door pins

2) Down time losses due to operator fatigue, setup changeover and materialshortages

Keeping 2 extra workers per 5 machines so that every operator can get rest after 2

hours of operation When die has to be changed first all the external operations like moving it by

crane, adjusting nut and bolts of die, other tool needed should be kept readybefore stopping machine

One hopper per 2 machines should be kept extra filled with raw material so, it candirectly be attached to machine when it is required


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3) Start up rejects

Above graph shows after starting the machine rejects are very high

Solution:

For every die parameters like pressure, temperature, dwell time, feedingrate, etc are different. Instead of using try and error method every time

whille using the die, some standardised parameters should be used. Theparameters which are found ok should be stored and directly should be

implemented next time.


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4) Production rejects

There were many rejects due to some machine error, due to impropercooling, plastic getting stick to the die and runner scraps.

Solution

Some rejects are always there but by proper cooling of die sticking problem

can be minimized .

Die should be made such that runners scrap is less

Nozzle should be blockage free so mass flow rate is constant


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Case study:-2

Company Profile:

Name: Real cast foundry

Number of Working People: 35

Turn Over: 20crores

Product: Different casting products like pump casings, flywheels, etc.


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Flow chart


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Problems: 1) Too much wastes

2) Sand reclamation system was not there

3) Improper space Utilization

4) Too much inventory

5) Environmental Pollution


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Pollution due to Pattern Making

VOC (volatile organic compound) from glues, epoxies, and paints.

Waste water: Little or no wastewater generated ,but there is no plan for

water utilization. Residual Wastes: Scrap pattern materials

Mold and Core Preparation and Pouring

Waste mold and core sand potentially containing metals and residual

chemical binders

Charging and Melting

Air Emissions:

Products of combustion, oil vapors, particulates, metallic oxide fumes


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Shakeout, Cooling and Sand Handling

Dust and metallic particulates; VOC and organic compounds from the sanddisposal as there was no treatment system.

Air emission

Sr.

No.Waste

Concentration in mg/kg

Cu Zn Pb Ni

F1 F2 F3 F1 F2 F3 F1 F2 F3 F1 F2 F3

1Sand waste

220 190 182 79 71 67 172 180 158 125 130 118

2 Dust 166 143 151 169 138 149 263 255 248 206 199 224

3Slag waste

520 482 543 306 297 319 49 52 57 484 490 503

4

Waste

From

Ladle

141 130 150 340 312 302 30 26 23 239 227 244

MOEF

Standard 300 1000 100 50


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Result

The foundries generate lot of Solid waste like sand waste, dust, and slagwaste, waste from ladle which is harmful for human health. There is no

arrangement for beneficial reuse, disposal, treatment and handling.

Regarding air emission, foundry is emitting pollutants from differentdepartment namely Furnace operation, Preparation of cores and molds,

Casting, Shakeout and reclamation. There are drastic deviations in alldepartment compare to MOEF Standard. There is low air emission where

induction furnace is installed but they are not running with highest efficiency.


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Scope of lean tools:

Just in time manufacturing- It can help in reducing the overproduction,and hence the above mentioned losses can be reduced.

Total productive maintenance- As per it the regular scheduled maintenanceof various parts like compressors, furnaces, sand mixture, etc. will consumeless power and hence reduce pollution.

By reducing scrap above pollution can be decreased

Scrap may be of runners and gates, reworks, final rejected parts, etc.

KAIZEN- It helps in reducing the overall inventory of the company by properMRP planning, proper control of management over production, etc. So onlythe needed things are ordered reducing inventory, the needed thing are kepton other are switched off, which saves power and cost.

5S- It involves proper arrangement of all the equipments at right place,proper layout of the factory, proper cleaning, etc. If proper arrangement arethere then everything can be found out easily found when required reducingunnecessary buying of inventory


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Why 5S


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Proposals: Extra roofs, where unwanted material can be stored so floor space can be

utilized properly.

All the Pattern, Cope and Drag which are not in use should be marked andstored in separate section.

Every section should be separate pattern making, poring, grinding, etc.

Better cleanliness of Equipment's like Muller machine, Grinders, Containers

which are used for pulling raisin from tanks.

Make every item visible, reachable & available when needed

Ensure systematic organization, sorting, and scrubbing clean are synchronized

Use safety equipments like safety shoes, Helmets, Hand gloves, etc.

Give proper safety guidelines to the workers


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Conclusion

There is an infinite number of ways of implement Lean Manufacturing in

these Industries in future, both the management and the workers have towork together for successful implementation.

Most of lean tools are not costly and can be implemented easily, afterattainment of its use.

Indian small and medium scale industries can get large advantage of it.

Lean Tools and Their Implementation

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