IDENTIFICATION OF WASTAGES IN LEAN MANUFACTURING

IDENTIFICATION OF WASTES IN LEANMANUFACTURING

2015-16

A

SEMINAR

ON

IDENTIFICATION OF WASTES IN LEAN

MANUFACTURINGSUBMITTED TO THE

DEPARTMENT OF MECHANICAL ENGINEERING

K.I.T's COLLEGE OF ENGINEERING,

KOLHAPUR

SUBMITTED BY

MISS. SMITA A. PATIL

SMITA A .PATIL B-139


2015-16

UNDER THE GUIDANCE OF

PROF.A.M.CHOUGULE

YEAR 2015-2016

Table of Contents

SR.NO. TITLE PAGE

NO.1 Abstract 4

2 Introduction 4

33.1

3.2

3.3

3.4

3.5

3.6

3.7

3.8

Wastes in Manufacturing

Overproduction

Waiting

Inventory or Work in process (WIP)

Processing waste

Transportation

Motion

Making defective problems

Underutilizing people

4

4

5

5

6

6

6

6

7



2015-16

44.1

4.2

4.3

4.4

4.5

4.6

Elements in Lean Manufacturing

Elimination of waste

Continuous improvement

Pull system

One- piece flow

Cellular manufacturing

5S

7

7

8

8

9

9

9

55.1

5.2

5.3

5.4

5.5

5.6

Keys to Lean Success

Prepare and motivate people

Employ improvement

Share information and manage expectations

Identify and empower champions, particularly

operation managers

Atmosphere of experimentation

Installing ‘enlighten’ and realistic

performance measures

10

10

10

10

10

10

10

66.1

6.2

Comparison Between Traditional and Lean

Manufacturing

Overall organization characteristics

Manufacturing methods

11

11

12

7 Benefits of Lean Manufacturing 13



2015-16

8 8.1

8.2

8.3

8.4

8.5

8.6

Case Study

Defects

Motion waste

Waiting waste

Transport waste

Excess processing

Inventory waste

14

14

15

16

16

17

18

9 Conclusion 19

1

0

References 20

1.Abstract:

In 1900’s U.S. manufacturers like Henry ford brought the

concept of mass production. U.S. manufacturers have always

searched for efficiency strategies that help reduce costs,

improve output, establish competitive position, and increase

market share. Early process oriented mass production

manufacturing methods common before World War II shifted

afterwards to the results-oriented, output-focused,



2015-16

production systems that control most of today's

manufacturing business .The word ‘lean’ refers to lean

manufacturing or lean production as it uses less of

everything, compared to mass production. It only uses half

of the human effort in the factory, half of the

manufacturing space, half of the investment in tools and

half of the engineering hours to develop a new product in

half the time. Essentially, the core idea of lean

manufacturing is to maximize customer value while minimizing

waste. The ultimate goal of implementing lean production in

an operation is to increase productivity, enhance quality,

shorten lead times, and reduce cost and so on. These factors

indicate the performance of a lean production system.

Typically the types of waste considered in a lean

manufacturing system include:

1. Overproduction

2. Waiting

3. Inventory or Work in process (WIP)

4. Processing waste

5. Transportation

6. Motions

7. Making Defective Products

8. Underutilizing People



2015-16

This paper also include elements and benefits of lean

manufacturing ,comparison between traditional and lean

manufacturing and case study. Lean manufacturing cannot be

attained in one day or one week or one month or in a year.

It needs lot of commitment and hard work. Also there is no

end in lean manufacturing.

KEYWORDS:

Study of inline process, concentrate on reducing overall

cycle time, reduce idle time.

2.INTRODUCTION:In today’s business world, companies are constantly

competing with one another to produce the products with the

best quality while at the same time increasing their profit.

One way to increase a company’s profit, reduce cost and

remain competitive in the market is to eliminate the

unnecessary factors involved in the manufacturing process.

This can be done using a variety of methods. One method,

known as lean manufacturing, is a process which is designed

to reduce the time and effort it takes to make a product,

taking into account issues such as time, wasted material,

man power, and idle equipment. The process of Lean

Manufacturing has been the main concerns and issues of many

manufacturing companies throughout the world. Many processes

leading up to lean manufacturing have influenced this



2015-16

greatly such as Interchangeable parts, Just in Time

Production, the Ford Assembly line, and the Toyota

Production Systems. Eli Whitney is considered to be the

founding father of this process with his idea of

interchangeable parts.

A new vocabulary has developed in the past decade that stems

from the Toyota Production System. Lean manufacturing is a

concept whereby all production employees work together to

eliminate waste (Meyers and Stewart, 2002). Manufacturers

throughout industries are moving to a different system of

production called Lean Manufacturing. It is not talking

about adding some new techniques onto how to build products,

but actually changing the way of thinking about

manufacturing (Abdullah, 2003). The seven wastes that are

targeted by the Lean Manufacturing Philosophy are:

Overproduction, Inventory, Over-processing, Motion, Waiting,

Defects, and Transportation (Poppendieck, 2002). Palestinian

companies that are seeking the ability of an effective

competition in the local as well as the global marketplace

should be in superiority of producing their products within

the least possible costs to achieve excellence in price and

quality. There are 33933 working establishments in Gaza

Strip including 3529 manufacturing firms. In reality, the

manufacturing activities in Gaza Strip represent 10.4% of

the total economy in Gaza Strip (PCBS, 2008).



2015-16

3.HISTORY :

Eiji Toyoda and Taiichi Ohono at Toyota Motor Company in

Japan pioneered the concept of the ‘Toyota Production

System’, or what is known today in US as “Lean

Manufacturing.” Lean is a continuous improvement process

designed for long term maximization of company resources.

[ohno 1998] .Lean Manufacturing is the relentless

elimination of waste. Waste is using resource without adding

value. Lean manufacturing aims to achieve the same output

with less input; such as less time, less space, less human

effort, less machinery, less material and less cost

[Wolfgang Apel,Jia Yong Li,Vanessa Walton,2007].Essentially,

lean manufacturing seeks to produce a product that is

exactly what the customer wants, when the customer wants it,

while minimizing all non-value added activities in

production [Womack & Jones, 1996]. Japanese manufacturers

re-building after the Second World War were facing declining

human, material, and financial resources. Early Japanese

leaders such as the Toyota Motor Company's Eiji Toyoda,

Taiichi Ohno, and Shingeo Shingo developed a disciplined,

process-focused production system now known as the "lean

production." The objective of this system was to minimize



2015-16

the consumption of resources that added no value to a

product. Below is a timeline showing how lean manufacturing

has progressed since Eli Whitney introduced Interchangeable

Parts.

Figure 1 - History of Manufacturing Source (Strategosinc,

2008.)

4.Wastes in Manufacturing:The aim of Lean Manufacturing is the elimination of waste in

every area of production including customer relations,

product design, supplier networks, 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 quality products in the most efficient and economical

manner possible. Essentially, a "waste" is anything that



2015-16

the customer is not willing to pay for. Typically the types

of waste considered in a lean manufacturing system include:

Figure 2

4.1. Overproduction

To produce more than demanded or produce it before it is

needed. It is visible as storage of material. It is the

result of producing to speculative demand. Overproduction

means making more than is required by the next process,

making earlier than is required by the next process, or

making faster than is required by the next process. Causes

for over production waste include:

•Just-in-case logic

•Misuse of automation

•Long process setup

•Unleveled scheduling

•Unbalanced work load

•Over engineered

• Redundant inspections



2015-16

4.2.Waiting

For a machine to process should be eliminated. The

principle is to maximize the utilization efficiency

of the worker instead of maximizing the utilization of the

machines.

Causes of waiting waste include:

•Unbalanced work load

•Unplanned maintenance

•Long process set-up times

•Misuses of automation

•Upstream quality problems

•Unleveled scheduling

4.3. Inventory or Work in process (WIP)

This is material between operations due to large lot

production or processes with long cycle times.

Causes of excess inventory include:

• Protecting the company from inefficiencies and

unexpected problems

• Product complexity

• Unleveled scheduling

• Poor market forecast

• Unbalanced workload

• Unreliable shipments by suppliers

• Misunderstood communications

• Reward systems



2015-16

4.4. Processing waste

It should be minimized by asking why a specific processing

step is needed and why a specific product is produced. All

unnecessary processing steps should be eliminated.

Causes for waste include:

Product changes without process changes

Just-in-case logic

True customer requirements undefined

Over processing to accommodate downtime

Lack of communications

Redundant approvals

Extra copies/excessive information

4.5 Transportation

This does not add any value to the product. Instead of

improving the transportation, it should be minimized or

eliminated (e.g. forming cells).

Causes of transportation waste include:

• Poor plant layout

• Poor understanding of the process flow for production

• Large batch sizes, long lead times, and large storage

areas

4.6 Motion

Motion of the workers, machines, and transport (e.g. due

to the inappropriate location of tools and parts) is



2015-16

waste. Instead of automating wasted motion, the

operation itself should be improved.

Causes of motion waste include:

• Poor people/machine effectiveness

• Inconsistent work methods

• Unfavorable facility or cell layout

• Poor workplace organization and housekeeping

• Extra "busy" movements while waiting

4.7 Making Defective Products

This is pure waste. Prevent the occurrence of defects

instead of finding and repairing defects.

Causes of processing waste include:

• Weak process control

• Poor quality

•Unbalanced inventory level

• Deficient planned maintenance

• Inadequate education/training/work instructions

• Product design

• Customer needs not understood

4.8. Underutilizing People

Not taking advantage of people's abilities.

Causes of people waste include:

Old guard thinking, politics, the business culture

Poor hiring practices

Low or no investment in training



2015-16

Low pay, high turnover strategy

Nearly every waste in the production process can fit into at

least one of these categories. Those that understand the

concept deeply view waste as the singular enemy that greatly

limits business performance and threatens prosperity unless

it is relentlessly eliminated over time. Lean manufacturing

is an approach that eliminates waste by reducing costs in

the overall production process, in operations within that

process, and in the utilization of production labor. The

focus is on making the entire process flow, not the

improvement of one or more individual operations.

5. ELEMENTS OF LEAN MANUFACTURING:Those concepts that lead to the implementation of lean

manufacturing successfully are called elements of lean

manufacturing. The basic elements of lean manufacturing are

waste elimination, continuous improvement, pull system, one-

piece workflow, cellular manufacturing and 5S’s. When these

elements are focused in the areas of cost, quality and

delivery, this forms the basis for a lean production system.

5.1 Elimination of Waste

Waste is anything that doesn’t add value to the product.

Seeing whether the process is adding value to the product or

not is the best way to identify wastes. Is the activity

adding value?



2015-16

If YES If NO

Is this the best way to do it? Can it be eliminated? If not,

can it be reduced?

Out of the complete processes in an industry only about 5 %

actually add value to the product. Rest of the process does

not add any value. Rest 35% activities are such that even

though this doesn’t add any value but still it cannot be

eliminated as it is necessary. For eg. Inventory cannot be

completely reduced, scrap materials cannot be made zero, it

may take few minutes to load unload and load for next

operation etc. So focus should be on complete elimination of

waste activities and reducing the necessary non-value adding

activities.

5.2 Continuous Improvement

Japanese looked at improving their work every time they do

it. This lead to the development of concept called

continuous improvement. Japanese rather than maintaining the

improvement they have achieved they concentrated in

continuously improving their work. This improvement can be

in any field like quality, error proofing, lead-time

reduction etc. So the focus should be on how you can improve

your work than the same done last time. Improvement is

classified into innovations and kaizen. Innovations are

those improvements which cause drastic changes. These occur

due to huge technological advancements in the field of



2015-16

research and development. These are mostly done by high

level engineers. Kaizen include small improvements done by

lower order employees.

According to the level of employees the type of improvements

each should focus are as shown below .In order to achieve

continuous improvement the work culture of the workers

should be modified. The workers should be aimed at improving

their work each time they do it.

5.3 Pull system

Manufacturing system can be divided into two

1) Push system – Here the products are made according to

the market forecast and not according to the current

demand. So here the information flow is in the same

direction as the product flow. So there may chance of

piling of finished goods as there are always

fluctuation in demand. Thus the product is pushed

through the production line.

2) Pull system- Here the product is made according to the

customer demand. So the information of the quantity and

type of product flow in the opposite direction to that

of the product. Here no piling of finished products

occurs as the production is according to the customer

demand. Hence the customer pulls the product through

the production line.

5.4 One-Piece Flow



2015-16

One piece flow is one of the important techniques in

implementing lean manufacturing. Traditional batch

production in mass production is replaced by one piece flow

in lean manufacturing. Here batch size is reduced to almost

one. This reduces the total lead time and also reduces

waiting between operations or queuing.

5.5 Cellular Manufacturing

In traditional mass production machines are arranged

according to its functions. But in cellular manufacturing

machines are arranged according to the processes involved in

production. The plants layout is designed in such a way that

transportation between machineries is reduced to minimum.

For the implementation of such a good plant layout deep

knowledge of processes as well as proper analysis of

processes involved in production is necessary.

CELL ADVANTAGES OVER FUNCTIONAL DEPARTMENT:

1. Shorter Lead Time

2. Improved Quality - Quicker problem identification

3. Improved Quality - Less potential rework or scrap

4. Less Material Handling

5. Improved Coordination

6. Reduced Inventory

7. Simplified Scheduling



2015-16

8. Less Space Required

5.6. The 5 S’s

Figure 3

It is the Japanese method of keeping the work place clean

and tidy. This helps in reducing many unnecessary movements.

The 5S’s are:

Sort (Seiri) - Perform “Sort Through and Sort

Out,” by placing a red tag on all unneeded

items and moving them to a temporary holding area.

Within a predetermined time the red tag items are

disposed, sold, moved or given away.

Set in Order (Seiton) - Identify the best location

for remaining items, relocate out of place items,



2015-16

set inventory limits, and install temporary

location indicators.

Shine (Seiso) - Clean everything, inside and out.

Standardize (Seiketsu) - Create the rules for

maintaining and controlling the first 3S’s and use

visual controls.

Sustain (Shitsuke) - Ensure adherence to the 5S

standards through communication, training, and

self-discipline.

6.Keys To Lean Success:Following are some considerations to successful lean

implementation

6.1 Prepare and Motivate People

• Widespread orientation to Continuous Improvement,

quality, training and recruiting workers with appropriate

skills

• Create common understanding of need to change to lean

6.2 Employee Involvement

• Push decision making and system development down to the

‘lowest levels’

• Trained and truly empowered people

6.3 Share Information and Manage Expectations

6.4 6.4 Identify And Empower Champions, Particularly

Operation Managers



2015-16

• Remove roadblocks (i.e. people, layout, systems

• Make it both directive yet empowering

6.5 Atmosphere of Experimentation

• Tolerating mistakes, patience, etc.

• Willingness to take risks

6.6 Installing "Enlightened" And Realistic Performance

Measures

Evaluation, and reward systems. Does away with

rigid performance goals during implementation

Measure results and not number activities/events

Tie improvements, long term, to key macro level

performance targets (i.e. inventory turns,

quality, delivery, overall cost reductions)

After early wins in operations, extend across ENTIRE

organization.

7.Comparison Between Traditional And Lean

Manufacturing:

For years manufacturers have created products in

anticipation of having a market for them. Operations have

traditionally been driven by sales forecasts and firms

tended to stockpile inventories in case they were needed. A

key difference in Lean Manufacturing is that it is based on



2015-16

the concept that production can and should be driven by

real customer demand. Instead of producing what you hope to

sell, Lean Manufacturing can produce what your customer

wants with shorter lead times. Instead of pushing product

to market, it's pulled there through a system that's set up

to quickly respond to customer demand.

Lean organizations are capable of producing high-quality

products economically in lower volumes and bringing them to

market faster than mass producers. A lean organization can

make twice as much product with twice the quality and half

the time and space, at half the cost, with a fraction of the

normal work-in-process inventory. Lean management is about

operating the most efficient and effective organization

possible, with the least cost and zero waste.

7.1.Overall Organizational Characteristics:

Traditional mass production lean production Business

Strategy Product-out strategy focused on exploiting

economies of scale of stable product designs and non-unique

technologies Customer focused strategy focused on

identifying and exploiting shifting competitive advantages.

Customer Satisfaction Makes what engineers want in large

quantities at statistically acceptable quality levels;

dispose of unused inventory at sale prices Makes what

customers want with zero defect, when they want it, and only



2015-16

in the quantities they order

Leadership by executive command Leadership by vision and

broad participation

Organization Hierarchical structures that encourage

following orders and discourage the flow of vital

information that highlights defects, operator errors,

equipment abnormalities, and organizational deficiencies.

The flat structures that encourage initiative and encourage

the flow of vital information that highlights defects,

operator errors, Equipment abnormalities and organizational

deficiencies

External Relations Based on price Based on long-term

relationships

Information Management Information-weak management based on

abstract reports Information-rich management based on visual

control systems maintained by all employees

Cultural Culture of loyalty and obedience, subculture of

alienation and labor strife Harmonious culture of

involvement based on long-term development of human

resources

Production Large-scale machines, functional layout, minimal

skills, long production runs, massive inventories Human-

scale machines, cell-type layout, multi-skilling, one-piece

flow, zero inventories . Operational capability Dumb tools



2015-16

that assume an extreme division of labor, the following of

orders, and no problem solving skills Smart tools that

assume standardized work, strength in problem

identification, hypothesis generation, and

experimentation .Maintenance by maintenance specialists

Equipment management by production, maintenance and

engineering.

Engineering "Isolated genius" model, with little input from

customers and little respect for production realities. Team-

based model, with high input from customers and concurrent

development of product and production process design.

7.2 Manufacturing Methods:

Traditional mass production lean production

Production schedules are based on… Forecast — product is

pushed through the facility Customer Order — product is

pulled through the facility. Products manufactured to…

Replenish finished goods inventory Fill customer orders

(immediate shipments). Production cycle times are-

Weeks/months Hours/days. Manufacturing lot size quantities

are… Large, with large batches moving between operations;

product is sent ahead of each operation Small, and based on

one-piece flow between operations. Plant and equipment

layout is by department function By product flow, using



2015-16

cells or lines for product families. Quality is assured-

Through lot sampling 100% at the production source. Workers

are typically assigned- One person per machine with one

person handling several machines. Worker empowerment is… Low

— little input into how operation is performed High — has

responsibility for identifying and implementing improvements

Inventory levels are High — large warehouse of finished

goods, and central storeroom for in process staging Low —

small amounts between operations, ship often. Inventory

turns are… Low — 6-9 turns pr year or less high — 20+ turns

per year. Flexibility in changing manufacturing schedules

is… Low — difficult to handle and adjust to High — easy to

adjust to and implement Manufacturing costs are…Rising and

difficult to control Stable/decreasing and under control.

8.Benefits Of Lean Manufacturing: Establishment and mastering of a lean production system

would allow you to achieve the following benefits:

• Lead time is reduced by 90%

• Productivity is increased by 50%

• Work in process is reduced by 80%

• Quality is improved by 80%

• Space utilization is increased by 75%

These are areas in an establishment that directly affects

its survival. There are many other benefits also which



2015-16

directly or indirectly affects the performance of the

industry.

OTHER BENEFITS Reduced scrap and waste

Reduced inventory costs

Cross-trained employees

Reduced cycle time

Reduced obsolescence

Lower space/facility requirements

High quality & reliability

Lower overall costs

Self-directed work teams

Lead time reduction

Fast market response

Longer machine life

Improved customer communication

Lower inventories

Improved vendor support and quality

Higher labor efficiency and quality

Improved flexibility in reacting to changes

Allows more strategic management focus

Increased shipping and billing frequencies



2015-16

However, by continually focusing on waste reduction, there

are truly no ends to the benefits that can be achieved.

9.CASE STUDY :

Lean Manufacturing Implementation in Malaysian Automotive

Components Manufacturer:

Lean manufacturing implementation in this company was

started in 1996. At that time, the concept of lean

manufacturing is still new and the knowledge in this company

is still at a very low level. In 2002, the president of the

company from headquarter in Japan came and asked to start

lean manufacturing activities where one team was formed with

five full-time members. At the early stage of lean

manufacturing implementation in this company, the project

based approach was used. The project based is a small scale

project where the focus of LM implementation in this company

is to solve the problem at the small area. From the

interview, the authors have formulated the lean

manufacturing implementation approach by this company as

shown in Figure 1.

Fig 1 Lean mfg. implementation approach



2015-16

First, this company

forms a small team

with five full-time

members to run the

lean manufacturing

implementation

project. A few

Japanese experts from

headquarter in Japan

came to teach and

shared their

knowledge of lean

manufacturing

implementation with

the team members.

Second, one model

line was determined

in order to run the


TABLE 1COMPANY’S PROFILE

Company Name MJ SDN.BHD.

Establishment3rd April

1980

Start of Prod.1st July1983

Employees 1200Land Area 70,100 M²

Build up Area17,410 M² (Office + Thermal Systems Plant)14,060 M² (Electronics Plant)

Manufacturing Product ProductsProduct Division

Condenser, Compressor,Hose,

Thermal SystemsAir-conditioning

Piping, Heater, Ventilator,

Plant BlowerCooling Systems RadiatorWiper & Motor Washer

IndustrialProgrammable Controller

Electronics Plant

Systems

ElectronicsEngine Electronic Control Unit

Body Electronics Air-con AmplifierEngine Control CDI Amplifier

CustomersToyota, MJ Group

Companies, Perodua, Honda,

Proton, Others

Achievements1994 – ISO 9002 Certification from SIRIM

2000– ISO 14001 Certification from SIRIM

2003– ISO/TS 16949 Certification from SIRIM

2006 – Company Group President Award2006 – Achieved Zero Emission2007 – TPS Model Company by MAJAICO

2007– Environment Award from SelangorGovernment

2007– Achieved Quality Management ExcellentAward from MITI

2008– ISO 9001:2000 Certification from SIRIM

2008– OHSAS 18001/MS 1722 Certification fromSIRIM

2009– The winner of Prime Minister HibiscusAward


2015-16

lean manufacturing implementation project. The selection of

the model line was based on the following characteristics;

small area, bottleneck area, and delivery area. Before

running the lean manufacturing implementation, the buffer

stock was ready and prepared at the model line for any

shortages of the product during lean manufacturing

implementation.

Finally, at the project base approach by this company, the

focus of lean manufacturing implementation is reducing the

level of inventory. For this company, inventory is the

mother of other wastes. Reference [16], the father of Toyota

Production System identified seven types of waste:

1. Waste of over production Waste of waiting

inventory

2. Waste of unnecessary transportation Waste

of waiting times

3. Waste of unnecessary processing Waste of

unnecessary motion

4. Waste of defected products

In lean manufacturing implementation approach by this

company, the level of inventory is visualized similar to the

level of water in a river. When they reduced the level of

inventory, this means that they will be able to lower down

the level of water in the river. Consequently, this action

will highlight other wastes hiding at the lower level. The



2015-16

other wastes at the lower level are namely over production,

waiting times, excessive transportation, excessive

processing, excessive motion, and defective products. This

scenario of reducing inventory level can be best illustrated

in Figure 2.

s



2015-16

In the project base approach by this company, they did the

continuous improvement effort at the selected model line.

This continuous improvement effort is continued until a

saturated level of major improvement is made and they

reached the stable condition of the model line. In certain

cases stabilizing the model line, the interviewee

highlighted they did the major improvements for up to ten

times. The duration to complete the LM implementation

project by this case study company is within three to six

months. After that, they will continue the next LM

implementation project to another area following the same

approach.This direction and approach in LM implementation is

similar with a traditional Toyota approach where they begin

with a model line. In Toyota, they helped their external

suppliers to implement TPS through their Operation

Management Consulting Group lead by Taiichi Ohno . However,

findings from the interview session regarding the assistant

from the consultant show different approach. In this case

study company, they did not hire any external consultant.

They solely depended on the internal consultant from their

own group companies and their skill workers that have been

trained in Japan. They also used their own facilities and

their companies’ facilities in order to implement lean

manufacturing tools and techniques. For this case study

company, they did the basic LM implementation largely common



2015-16

sense, and suit with their environment and needs.

The analysis done by reference, found that the major

difficulties companies encounter in attempting to apply lean

are a lack of direction, a lack of planning and a lack of

adequate project sequencing. In this case study company,

they have clear direction from the top management, proper

planning done by the full-time team members, and have a long

term project in LM implementation. This long term project

will be discussed further in the next stage of LM

implementation approach. It can be said that this company

has their own strength and capabilities in order to

implement lean manufacturing and further develop their LM

implementation approach.



2015-16

10.Conclusion:

The purpose of this study was to investigate how to

implement and what approach to be used in order to implement

lean manufacturing in Malaysian automotive components

manufacturer. In order to conduct the lean manufacturing

projects, they have full support and clear direction from

top management level especially from their president of the

company. They have proper planning through their LM approach

and implemented by the five full-time members that produce

the full-time results. They follow the same approach in

another area after having completed the first LM

implementation project. As a result of LM implementation

effort by this case study company, in year 2007 this company

has been awarded as Toyota Production System Model Company

by MAJAICO.As a lean production system model company, this

company has become a reference and role model in

implementing lean manufacturing for other manufacturing

companies in Malaysia. Future work will involve presenting

the next stage of LM implementation approach by this company

towards sustaining lean manufacturing implementation.

Lean manufacturing cannot be attained in one day or one week

or one month or in a year. It needs lot of commitment and

hard work. Also there is no end in lean manufacturing. The



2015-16

more you eliminate waste the more you become lean. That is

why it is said that:

‘lean is a journey.’



2015-16

11. References:

1. Proceedings of the World Congress on Engineering 2011

Vol I WCE 2011, July 6 - 8, 2011, London, U.K.

2. Lean Manufacturing Implementation at Central Industrial

Supply.

3. LEAN MANUFACTURING AND REMANUFACTURING IMPLEMENTATION

TOOLS by John S. W. Fargher, Jr., Ph.D., Director

Missouri Enterprise, University of Missouri - Rolla

Rolla, MO 4. Toyota internal document, "The Toyota Way 2001," April 2001

5. Toyota Motor Corporation Sustainability Report, page 54, 2009.

6. Ohno, Taiichi, Toyota Production System: Beyond Large-Scale Production,

Productivity Press, ISBN 978-0-915299-14-0, (March 1998)


IDENTIFICATION OF WASTAGES IN LEAN MANUFACTURING

Documents

Transcript of IDENTIFICATION OF WASTAGES IN LEAN MANUFACTURING