Presentation
for
Six Monthly Ph.D. Progress Report-II
( From 27th March 2022 to 31st August 2022 )
On
EXPLORING LEAN MANUFACTURING PRACTICES AND ITS IMPACT ON
MANUFACTURING INDUSTRIES OF AURANGABAD INDUSTRIAL AREA IN
MAHARASHTRA STATE.
SUBMITTED BY
Mr. Rahul R. Parerao
[Date of Registration: 03-11-2020]
[Registration No. KBCNMU/11/Ph.D./Comm. & Mgmt./537/2020.]
UNDER THE GUIDANCE OF
Prof Dr. Ramesh Sardar Sir
Professor School of Management Studies,
Kavayitri Bahinabai Chaudhari North Maharashtra University, Jalgaon (M.S.)
Outline of Presentation
Introduction
Progress of Research, Brief Report
Review of Literature
Research Conclusion
Paper Communicated in Journal
Details of remaining work plan
Research Related References
Introduction
Definition of Lean Manufacturing: -
“Lean manufacturing is an integrated socio-technical system whose main
objective is to eliminate waste by concurrently reducing or minimizing supplier,
customer and internal variability” ( Shah & Ward, 2007)
Lean manufacturing is a performance based strategy for maximizing customer
value by elimination of waste, while improving profitable growth of the
organization. The future of manufacturing is Lean. The survival and growth of
organization will depend on how minimum waste is generated in your processes.
For the lean manufacturer, waste is sole enemy. It is viewed as a roadblock to
customer satisfaction and company’s profitable growth. Lean is the most
effective way to eliminate waste and create wealth for the organization.
Progress of Research, Brief Report
At this stage of research, study and comparison of the various lean manufacturing
tools and the various losses or wastage that are identified by the Lean Management.
Primarily the any kind of work that is done in any manufacturing industries are
broadly divides into three categories.
There are three types of work:
1.Value added work: - Maximize it proactively.
2.Incidental work: - minimize it (Essential to do the value added work)
3.Non-value added work: - Eliminate it.
And our main focus will always be to eliminate the Non-Value added Work.
Various Lean Manufacturing Tools
1. Single
minute
11.Kanban
1.SMED exchange
of Die
2.POKA YOKE 2.Poka
yoke
10.Value
3.KAIZEN stream
Mapping
4.OEE
5.TPM .
3 Kaize
9.Six Lean
6.JIT Sigma Techniques
7.5S
8.QUALITY 4.OEE
8.Quality
CIRCLE Circle
9.SIX SIGMA
5.TPM
10.VSM 7. 5S
6.JIT
11.KANBAN
To study and identify various wastages identified in Lean
Manufacturing
• Over production- Production ahead
of demand.
• Defects- The efforts involved in
inspecting and identifying defects.
• Inventory- All components, work in
progress and finished product being
not processed.
• Motion- People or equipment
moving or walking more than is
required to perform the processing.
• Over processing- Due to poor tool or
product designed creating activity.
• Transportation- Moving product that
are not required to perform the
processing.
• Waiting-Waiting for next production
step
Review of Literature
Sr.No. Author Definition
Compared to mass production it uses less of everything-half the
human effort in the factory, half the manufacturing space, half the
1 Krafcik (1988)
investment in tools, half the engineering hours to develop a new
product in half the time
Lean is a dynamic process of change driven by a systematic set of
Womack et al. principles and best practices aimed at continuous improvement.
2 (1990) LM combines the best features of both mass and craft production
Lean is a practice with the objective to generate a system that is
Simpson and efficient and well organized and devoted to continuous
3 Power (2005) improvement and the elimination of all forms of waste
4 Hayes and Briefly, it is called lean as it uses less, or the minimum, of
Pisano (1994) everything required to produce a product or perform a service
The term lean denotes a system that utilizes less, in terms of all
inputs, to create the same outputs, as those created by a
Womack and traditional mass production system while contributing increased
5 Jones (1996) varieties for the end customer
Lean manufacturing is defined as the systematic removal of waste
by all members of the organization from all areas of the value
6 Worley (2004) stream
Review of Literature
Sr.No. Author Definition
A philosophy that when implemented reduces the time from
7 customer order to delivery by eliminating sources of waste in the
Liker’s (1996) production flow
Lean production is a system designed to compete on the
8 assumption that sustained product advantage is unlikely, and
Cooper (1996) therefore rather than avoid competition, face it head-on.
Lean takes a broad view of the production and distribution of
manufactures, developing a production concept that encompasses
the whole manufacturing chain from product design and
9 Cooney (2002) development, through manufacturing and distribution
Taj and Berro Lean means “manufacturing without waste.” The lean approach is
10 (2006 focussed on systematically reducing waste ( Muda ) in the value
stream
Production is lean if it is accomplished with minimal waste due to
Narasimhan et al. unneeded operations, inefficient operations, or excessive
11 (2006) buffering in operations
Research Conclusion
We are about to almost complete literature survey and preparing
questionnaire in order to distribute among stakeholder like various
companies Staff level employees and shop floor operators, managers. along
with this will be carrying out pilot test to finalize.
Paper Submitted, Seminar Attended and Other
Research Related Academic Activities
Conference attended
• International Conference of Sustainable Development in Commerce
and Management :- Organized Jointly by School of Management
Science, KBCNMU and Shri Shivaji Arts Commerce Science
College Amravati, Amravati
• Zenith Conference 2022- Edition third :- Organized Jointly by G.H.
Raisoni Institute of Research and Management Centre, Nagpur and
G.H. Raisoni Institute of Research and Management Centre, Pune
Paper Submitted, Seminar Attended and Other
Research Related Academic Activities
Paper Published
• International Conference of Sustainable Development in Commerce
and Management :- Organized Jointly by School of Management
Science, KBCNMU and Shri Shivaji Arts Commerce Science
College Amravati, Amravati
• Paper Publish in Journal- Interlink Research Analysis – Issue: XXV,
Vol. V, Jan. 2022 to Jun. 2022.
Research References, Field Visit
Various Journal and Research Paper have been referred for the introduction.
It includes Publication of Government and Institutes as well. Websites which
are more relevant to the topic were searched for the compilation.
• INFLINET, Shodhganga, Pro-Quest, EBSCO referred.
• Library visits Kavayitri Bahinabai Chaudhari North Maharashtra University,
Jalgaon
Research Material/Book
• Research Methodology- C.R.Kothari.
• Jeffery K. Liker -2004,The Toyota Way, McGraw Hill, ISBN: 0-07-139231-9
• James P. Womack and Daniel T. Jones,1996, Lean Thinking, Simon &
Schuster, New York, ISBN: 978-0-7432-4927-0 .
Details of Remaining Work Plan
Regular meeting with research guide
Attend workshops/conferences/seminar related to research topic to
enable the research-to-date to progress without any major difficulties
Further research will require visits to other leading research centers to
facilitate data gathering
To complete literature review related to research topic
To complete the questionnaire and will carry out pilot test to finalize
Bibliography
1. A. P. Puvanasvaran, M. H. M. A. Megat, S. H. Tang, Muhamad M. R. & A. M. S. Hamouda,
2009, Lean Behavior in implementing Lean Process Management, Journal of Applied
Sciences Research, INSInet Publication, 5(8):930-943.
2. Alan Larson, 2008, Demystifying Six Sigma-A Company Wide Approach To Continuous
Improvement, Alco Publishing House, Mumbai, ISBN:81-7992-657-5.
3. Andreas Berg & Fredrik Ohlsson, 2005, Lean Manufacturing at Volvo Truck Production
Australia-Development of an implementation strategy, ISSN: 1402-1617, ISRN: LTU-EX--
05/222—SE.
4. Bhim Singh, S. K. Garg, & S. K. Sharma, 2010, Scope for Lean implementation: survey of
127 Indian Industries, Int. J. Rapid Manufacturing, Vol.1, and No.3.
5. David Mann, 2005, Creating a Lean Culture: Tools to Sustain Lean Conversions,
Productivity Press, ISBN: 1563273225, 9781563273223.
6. E. Mrudula, 2006, Lean Management –Introduction and Applications, ICFAI University
Press, ISBN: 81-314-0578-8.
7. James P. Womack and Daniel T. Jones, 1996, Lean Thinking, Simon & Schuster, New York,
ISBN: 978-0-7432-4927-0Gibler, K. and Nelson, S. (2003).
8. Jeffrey K. Liker, 2004, The Toyota Way, McGraw Hill, ISBN: 0-07-139231-9.
9. Timothy Schipper and Mark Swets, 2010, Innovative Lean Development, Productivity
Press, New York.
Thank You
