Dr.N.G.P.

Institute of Technology
Approved by AICTE, New Delhi & Affiliated to Anna University, Chennai
Recognized by UGC & Accredited by NAAC with A+ and NBA [BME, CSE, ECE, EEE & Mechanical]

Department of Mechanical Engineering

Name of the Faculty : Dr D VASANTH KUMAR

Subject Name & Code : LEAN MANUFACTURING & OIM552

Branch & Department : B.E MECHANICAL

Year & Semester : III & V

Academic Year : 2021 - 2022

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 Syllabus
• UNIT I - Introduction to Lean Manufacturing

• UNIT II - Cellular manufacturing, JIT, TPM

• UNIT III - Set-up Time Reduction, TQM, 5S, VSM

• UNIT IV - SIX SIGMA

• UNIT V - Case studies

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 Course Outcomes
• CO1 : Demonstrate the principles of lean manufacturing

• CO2 : Analyze the various methods for productivity measurement and

improvement
• CO3 : Apply the tools/techniques of lean manufacturing to industrial
problems
• CO4 : Execute various phases of Six Sigma for real time application

• CO5 : Analyze how lean techniques can be applied to various industry

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 Unit 1 – Introduction to Lean Manufacturing

• Conventional Manufacturing versus Lean Manufacturing

• Principles of Lean Manufacturing

• Basic elements of lean manufacturing

• Introduction to LM Tools

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Traditional Manufacturing Process

Welding Casting

Forming
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 Lean Manufacturing
Lean-manufacturing is a
methodology that focuses on
minimizing waste within
 manufacturing systems while
simultaneously maximizing
productivity

Hare lost the race only because he had been overconfident careless
lax
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 How ?
Traditional Lean

Production is driven by customer

Production driven by a sales forecast demand; items are only produced when
an order is placed
Problems are viewed as opportunities for
Problems are viewed as just that,
improvement often through root cause
problems
analysis
WIP is a sign that a process needs to
Work in process (WIP) is viewed as a improved and is considered a type of
normal part of operations waste that should be reduced or
eliminated
Improve system (disregarding all of the Improve system by 1) Eliminating waste
types of waste in the process) and 2) Improving current processes.

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 That’s it
Traditional Lean

Everyone is empowered, trained in the

Management is the primary driver of
principles of lean and encouraged to look
change
for ways to improve processes.
If a process is working (if it isn't broke) Always look for ways to improve
don't fix it processes
Everyone performs the same task the
Standardized work (people performing
exact same way until a better way is
the same task the same way) only exists
discovered; then everyone performs the
in documents like SOPs, rarely in reality.
task the new and improved way
Focuses on building processes that are
Focuses on training and relies on people
error proofed (a person cannot make a
to not make mistakes
mistake or it would be difficult to do so).
Systems thinking (views the organization
Views the organization as a series of
as a whole), often ignoring or unable to
interrelated processes that can and
see the enormous opportunities for
should be improved.
improvement.Mech/Dr.N.G.P.IT 8
 Lean Vs Traditional
Parameters Lean System Traditional System

Inventory Low inventory High inventory

Production rate Takt time based Cycle time based

Machine change over High flexibility Low flexibility

Quality Build in quality Rework

Operational stability TPM Maintenance Schedule

Flexibility Cross-trained personal Restricted

Supplier involvement Long term Short term

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 Wastes of Lean Manufacturing
Seven forms of waste
provide ample opportunity
for action plans directed
toward reduction or
elimination of items that fails
to add value to the final
product
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Another lean waste

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 How Lean Works

No one can become perfect in just one day. Only Practice makes
a man perfect. But now the phrase is changed; only perfect practice
makes the difference. You must strive for progress and not perfection.

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 Basic Element of Lean

• Focused factory networks • Quick setup

• Kanban production control • Pull production system

• Group technology • Preventive maintenance

• Small-Lot production • Uniform plant loading

• Quality at the source • Supplier networks

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LEAN PRINCIPLES

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 What you Learnt ?

I need ………

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 Lean Principles
• Lean is a continuous process improvement methodology
consisting of five primary principles:
– Value (from the customer's perspective)

– Value Stream (map the steps in the value stream)

– Flow (create a smooth flow)

– Pull (the right amount pulled at the right time, no more, no less)

– Perfection (elimination of all waste in the value stream)

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Lean Principles

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Lean Principles

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 List of Lean Tools
• 5S • Kanban (Pull System)
• Andon
• KPI (Key Performance Indicator)
• Bottleneck Analysis
• Continuous Flow • Muda (Waste)
• Gemba (The Real Place) • Overall Equipment Effectiveness
• Heijunka (Level Scheduling) (OEE)
• Hoshin Kanri (Policy deployment)
• PDCA (Plan, Do, Check, Act)
• Jidoka (Autonomation)
• Just-In-Time (JIT) • Poka-Yoke (Error Proofing)
• Kaizen (Continuous Improvement) • Root Cause Analysis
• Single Minute Exchange of Die (SMED)

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 List of Lean Tools
• Six Big Losses •
• SMART Goals
• Standardized Work
• Total Productive Maintenance (TPM)
• Value Stream Mapping
• Visual Factory

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 Lean Tools
Lean Tool What Is It? How Does It Help?

Organize the work area: Eliminates waste that results from a

•Sort (eliminate that which is not poorly organized work area (e.g.
needed) wasting time looking for a tool).
•Set In Order (organize remaining
items)
5S •Shine (clean and inspect work area)
•Standardize (write standards for
above)
•Sustain (regularly apply the
standards)

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 Lean Tools
Lean Tool What Is It? How Does It Help?

Visual feedback system for the plant Acts as a real-time communication

floor that indicates production status, tool for the plant floor that brings
Andon alerts when assistance is needed, and immediate attention to problems as
empowers operators to stop the they occur – so they can be instantly
production process. addressed
Identify which part of the Improves throughput by
manufacturing process limits the strengthening the weakest link in the
overall throughput and improve the manufacturing process.
Bottleneck Analysis
performance of that part of the
process.
Manufacturing where work-in-process Eliminates many forms of waste (e.g.
Continuous Flow smoothly flows through production inventory, waiting time, and
with minimal (or no) buffers between transport).
steps of the manufacturing process.
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 Lean Tools
Lean Tool What Is It? How Does It Help?

Gemba (The Real Place) A philosophy that reminds us to get out Promotes a deep and thorough
of our offices and spend time on the understanding of real- world
plant floor – the place where real action manufacturing issues – by first-hand
occurs. observation and by talking with plant
floor employees.
Heijunka (Level Scheduling) A form of production scheduling that Reduces lead times (since each product
purposely manufactures in much or variant is manufactured more
smaller batches by sequencing (mixing) frequently) and inventory (since batches
product variants within the same are smaller).
process.
Hoshin Kanri (Policy Deployment) Align the goals of the company Ensures that progress towards strategic
(Strategy), with the plans of middle goals is consistent and thorough –
management (Tactics) and the work eliminating the waste that comes from
performed on the plant floor (Action). poor communication and inconsistent
direction.

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 Lean Tools
Lean Tool What Is It? How Does It Help?

Jidoka (Autonomation) Design equipment to partially automate After Jidoka, workers can frequently
the manufacturing process (partial monitor multiple stations (reducing
automation is typically much less labor costs) and many quality issues can
expensive than full automation) and to be detected immediately (improving
automatically stop when defects are quality).
detected.
Just-In-Time (JIT) Pull parts through production based on Highly effective in reducing inventory
customer demand instead of pushing levels. Improves cash flow and reduces
parts through production based on space requirements.
projected demand. Relies on many lean
tools, such as Continuous Flow,
Heijunka, Kanban, Standardized Work
and Takt Time.
Kaizen (Continuous Improvement) A strategy where employees work Combines the collective talents of a
together proactively to achieve regular, company to create an engine for
incremental improvements in the continually eliminating waste from
manufacturing process. manufacturing processes.
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 Lean Tools
Lean Tool What Is It? How Does It Help?

Kanban (Pull System) A method of regulating the flow of Eliminates waste from inventory and
goods both within the factory and with overproduction. Can eliminate the need
outside suppliers and customers. Based for physical inventories (instead relying
on automatic replenishment through on signal cards to indicate when more
signal cards that indicate when more goods need to be ordered).
goods are needed.
KPI (Key Performance Indicator) Metrics designed to track and The best manufacturing KPIs:
encourage progress towards critical •Are aligned with top-level strategic
goals of the organization. Strongly goals (thus helping toachieve those
promoted KPIs can be extremely goals)
powerful drivers of behavior – so it is •Are effective at exposing and
important to carefully select KPIs that quantifying waste (OEE is agood
will drive desired behavior example)
•Are readily influenced by plant floor
employees (so theycan drive results)
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 Lean Tools
Lean Tool What Is It? How Does It Help?

Muda (Waste) Anything in the manufacturing process that Eliminating muda (waste) is the primary
does not add value from the customer’’s focus of lean manufacturing.
perspective.
Overall Equipment Framework for measuring productivity loss for Provides a benchmark/baseline and a
Effectiveness (OEE) a given manufacturing process. Three means to track progress in eliminating
categories of loss are tracked: waste from a manufacturing process. 100%

Availability (e.g. down time) OEE means perfect production

Performance (e.g. slow cycles) (manufacturing only good parts, as fast as

Quality (e.g. rejects) possible, with no down time).
PDCA (Plan, Do, Check, Act) An iterative methodology for implementing Applies a scientific approach to making
improvements: improvements:

Plan (establish plan and expected results) 
Plan (develop a hypothesis)

Do (implement plan) 
Do (run experiment)

Check (verify expected results achieved) 
Check (evaluate results)

Act (review and assess; do it again) 
Act (refine your experiment; try again)

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 Lean Tools
Lean Tool What Is It? How Does It Help?

Poka-Yoke (Error Proofing) Design error detection and prevention into It is difficult (and expensive) to find all
production processes with the goal of defects through inspection, and correcting
achieving zero defects. defects typically gets significantly more
expensive at each stage of production.
Root Cause Analysis A problem solving methodology that focuses Helps to ensure that a problem is truly
on resolving the underlying problem instead eliminated by applying corrective action to
of applying quick fixes that only treat the “root cause” of the problem.
immediate symptoms of the problem. A
common approach is to ask why five times –
each time moving a step closer to discovering
the true underlying problem.

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 Lean Tools
Lean Tool What Is It? How Does It Help?

Single Minute Exchange of Die Reduce setup (changeover) time to less than Enables manufacturing in smaller lots,
(SMED) 10 minutes. Techniques include: reduces inventory, and improves customer

Convert setup steps to be external responsiveness.
(performed while the process is running)

Simplify internal setup (e.g. replace bolts
with knobs and levers)

Eliminate non-essential operations

Create standardized work instructions
Six Big Losses Six categories of productivity loss that are Provides a framework for attacking the
almost universally experienced in most common causes of waste in
manufacturing: manufacturing.

Breakdowns

Setup/Adjustments

Small Stops

Reduced Speed

Startup Rejects

Production Rejects
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 Lean Tools
Lean Tool What Is It? How Does It Help?

SMART Goals Goals that are: Specific, Measurable, Helps to ensure that goals are effective.
Attainable, Relevant, and Time-Specific.
Standardized Work Documented procedures for manufacturing Eliminates waste by consistently applying
that capture best practices (including the time best practices. Forms a baseline for future
to complete each task). Must be “living” improvement activities.
documentation that is easy to change.
Takt Time The pace of production (e.g. manufacturing Provides a simple, consistent and intuitive
one piece every 34 seconds) that aligns method of pacing production. Is easily
production with customer demand. extended to provide an efficiency goal for
Calculated as Planned Production Time / the plant floor (Actual Pieces / Target
Customer Demand. Pieces).

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 Lean Tools
Lean Tool What Is It? How Does It Help?

Total Productive Maintenance A holistic approach to maintenance that Creates a shared responsibility for
(TPM) focuses on proactive and preventative equipment that encourages greater
maintenance to maximize the operational involvement by plant floor workers. In the
time of equipment. TPM blurs the distinction right environment this can be very effective
between maintenance and production by in improving productivity (increasing up
placing a strong emphasis on empowering time, reducing cycle times, and eliminating
operators to help maintain their equipment. defects).
Value Stream Mapping A tool used to visually map the flow of Exposes waste in the current processes and
production. Shows the current and future provides a roadmap for improvement
state of processes in a way that highlights through the future state.
opportunities for improvement.
Visual Factory Visual indicators, displays and controls used Makes the state and condition of
throughout manufacturing plants to improve manufacturing processes easily accessible
communication of information. and very clear – to everyone.

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 Lean Tools
• Takt Time
• A sofa factory works 5 days a week from 8:30 to 16:30 with a
30 minutes break for lunch. 90 sofas have to be produced in a
week. Which is the Takt Time for the sofa factory?

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 Lean Tools
• Available Time
• 8 hours - 30 min (break) = 480 min – 30 min (break) = 450
min a day * 5 days = 2250 min
• Customer's request = 90 sofas
• Takt-Time is = 2250 / 90 = 25 min = 1500 sec
• In other words the factory has to produce 1 sofa every 25
minutes (or 1500 sec) to deliver to the customer on time.

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 Lean Tools
• Takt Time
• A Personal Computer factory works 5 days a week from 8:30 to
16:30 with a 30 minutes break for lunch. 180 Personal
Computers have to be produced in a week. What is the Takt
Time for the Personal Computer factory?

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