Implementing lean sigma framework in an Indian automotive valves manufacturing organisation: a case study

The manufacturing organisations have been witnessing a key transition to lean manufacturing paradigm so as to eliminate waste. Concurrently, six sigma methodology has been widely used for reducing the defects. In order to attain the combined benefits of these two approaches, the amalgamated lean sigma framework has originated. Lean sigma framework proves drawbacks, such as lack of systematic and scientific management and feeble lean anchorage. In order to overcome these deficiencies, this article contributes a refined lean sigma framework, and its effectiveness has been test implemented in an Indian automotive valves manufacturing organisation. The implementation benefits are described in this article.     

Fuzzy integrated QFD,FMEA framework for the selection of lean tools in a manufacturing organisation

Lean Manufacturing (LM) is a well-established system to improve performance of any manufacturing industry by eliminating wastes through globally accepted tools and techniques. Industries are trying to adapt lean principles in order to optimise the resources like people, equipment, material and schedule for being efficient in the competitive market. This paper proposes an integrated approach for selecting appropriate lean tools in reliable lean perspective to enhance these critical resources. The approach exercise a hybrid model which uses fuzzy QFD to prioritise the critical resources in relation with identified wastes and fuzzy FMEA to assess the risk associated with each sub elements to address lean implementation. For waste identification, plant layout and Value Stream Mapping are considered. The model is demonstrated based on the data collected from a manufacturing industry to illustrate the application. Significant improvements are quantified with the help of future state map and plant layout.     

Lampshade Game for lean manufacturing

The purpose of this article is to introduce a new simulation game named the ‘Lampshade Game’ that can be helpful in educating students and industry professionals on lean manufacturing principles. The Lampshade Game is an active learning tool that is capable of demonstrating the advantages and disadvantages of some of the key principles of lean manufacturing (such as quality focus, pull system, flexible manufacturing and visual organisation) in comparison to craft and mass manufacturing by manually simulating the production of lampshades for each of the process types. The game enables the comparison of these three manufacturing methods using different operational and financial metrics such as inventory levels, manufacturing cycle time, customer fill rate, production yield and cost and profit. This article describes the game, its objectives, and shares experiences from several classroom implementations including an analysis of pre- and post-surveys.     

Application of hybrid framework to facilitate lean six sigma implementation: a manufacturing company case experience

This study aims to propose a hybrid framework for lean six sigma (LSS) based on the prioritisation of barriers and solution approaches, to facilitate hassles free applications for handling the challenges of wastes reduction and quality improvement. The study identifies 27 LSS barriers and 22 solution approaches through literature review and utilises feedback from industry experts. For framework, study uses fuzzy AHP-PROMETHEE to prioritise LSS barriers and solution approaches. Incorporating fuzzy sets in analytical hierarchy process (AHP) ensures the optimality of barrier weights. Whereas, preference ranking organisation method for enrichment of evaluations (PROMETHEE) helps in pairwise comparisons of solution approaches with respect to each LSS barrier, facilitating fair judgements. This research guides regarding the development of framework and checks its suitability and robustness through case application of an Indian manufacturing organisation. Authors expect that researchers and practitioners will find study useful for LSS and multi criteria decision making(MCDM) domains.     

Lean Six Sigma approach in an Indian auto ancillary conglomerate: a case study

The purpose of this article is to illustrate how Lean Six Sigma (LSS) methodology was applied to an Auto ancillary conglomerate in India for achieving operational excellence. The research reported in this paper is based on a case study carried out using LSS methodology in improving yield of a semi-automated transfer line process of the organisation. The root causes for the problem were identified and validated through data based analysis from LSS tool box, at different stages in the study. The application of LSS methodology resulted in reduction of drilling defects while machining injector bodies and reduced the Defects Per Million Opportunities from 38,000 to 5600. The application of this methodology had a significant financial impact (saving of about INR 1.4 million per annum) on the bottom-line of the company.     

On the adoption of lean manufacturing principles in process industries

Traditionally, the lean paradigm has been applied to discrete manufacturing of items that can be easily put together and taken apart. The process industry, on the other hand, transforms raw materials into cohesive units that are basically blended into a final product with parts that cannot be disassembled and then reassembled. The current lean literature provides numerous commendable examples of theory and practices of lean principles in discrete manufacturing. However, its application in process industry is limited. Furthermore, there is no systematic accounting of the lean literature in this sector, which may have contributed to lesser awareness in the industry. This paper provides a state-of-the-art review of lean manufacturing literature with respect to its applications in process industry. It contributes to the classification of literature in a manner which helps to identify strategies suitable for the adoption of lean concepts in process industry. The paper seeks to synthesise the literature with an emphasis on identifying the scope for lean in process industry and associated benefits. The review also presents an analysis of the lean tools and techniques that have been applied or have potential application in the process industry and the challenges to implement lean. We believe that such a comprehensive review will not only facilitate the adoption of lean in process industry but will also provide agenda for further research by exposing voids in the knowledge base.     

Implementing lean information management: the case study of an automotive company

Worldwide modern organisation is continuously crossed by a great number of information but frequently information is not accurate, the needed information is not generated or it cannot be easily identified and, more, the information cannot flow through the whole organisation. This paper proposes the application of lean thinking in the field of information management. In the areas of manufacturing and production, the lean thinking is well known but usually the importance of a holistic approach is neglected and the improvement involves only the production and logistic areas and there is not a specific focus on the lean information management. We applied lean thinking to information management in order to improve the performance of an automotive company. We analysed the as-is company condition, we identified the present muda and we introduced the necessary changes. Then, we verified the modification efficiency through the calculation of a performance index. The paper proposes an interesting and exhaustive case of lean information management application and it highlights the possible improvement of such approach. The results of this study are not sector specific: they are not only applicable by other automotive industries, but they can also be extended to many other sectors.     

Developing an understanding of lean thinking in process industries

The research described in this article has set out to determine the extent to which lean thinking is being adopted as a manufacturing philosophy by process industries. It concerns the application and examination of key lean manufacturing principles, namely, the alignment of production with demand, the elimination of waste, the integration of suppliers (IS) and the creative involvement of the workforce in improvement activities, to a range of process industry types based on Dennis and Meredith's taxonomy of process industry transformation systems [Dennis, D. and Meredith, J., 2000a. An empirical analysis of process industry transformation systems. Management Science, 46 (8), 1085–1099]. Seventy-nine process industry product streams across 62 sites were studied. In addition, a five-site investigative field study was also undertaken. The findings demonstrate that lean practices associated with the elimination of waste are consistently used for improving manufacturing performance throughout the taxonomy of process industries but practices associated with other lean principles are inconsistently applied. In addition, explanations are provided on the appropriateness of lean thinking as a manufacturing philosophy and a strategy for improving manufacturing performance in different process industry types, and on the extent to which lean principles and practices are dependent on the characteristics of process industry transformation systems.     

Performance management practices in lean manufacturing organizations: a systematic review of research evidence

This paper provides the first systematic look into the existing research on performance management (PM) practices employed in lean manufacturing organisations (LMOs). It adopts a systematic review method to examine the evidence generated in the period 2004 – 2015 and uses a comprehensive PM framework to synthesise the findings. The results suggest that PM practices that have the most prominent role in LMOs are those that, firstly, are located closest to front-line actions and, secondly, explicitly address operational realities. This calls into question the primacy of accounting-driven controls in LMOs, suggesting that operational controls may be more effective than top-down accounting-based PM practices. The results also confirm the bias towards operational-level issues but suggest that LMOs may integrate the operational and the strategic levels by using PM practices that drive organisational learning through employee involvement and engagement.     

A new value stream mapping approach for healthcare environments

Hospitals worldwide are giving a growing emphasis to the application of lean concepts in the healthcare sector, commonly known as ‘lean healthcare’. A fundamental tool that allows such implementations is the value stream mapping (VSM). The problem is that VSM models used in implementations of lean healthcare are simple adaptations of the original VSM model, which was initially directed towards manufacturing and may not always represent important support activities for the patient flow that directly impact treatment time. Within this context, this paper presents a new VSM approach for healthcare environments. This new VSM model, specifically designed for healthcare environments, contemplates all activities that directly affect the treatment time. In addition, the present paper also presents an action research in a Brazilian hospital where the proposed VSM model is compared to other VSM models found in the literature. The results shown that the proposed VSM model was able to identify some operational bottlenecks and wastes that interfere in the patient’s treatment that could not be identified by other mapping models studied.     

Waste identification diagrams

Value Stream Mapping (VSM) is a very popular tool in lean environments to represent production flows, mapping value stream of a product or family of products, and helps to identify some types of waste. Although very popular, this tool has some limitations as already described in many publications, especially in terms of restrictions in showing most types of waste as well as in its inability to represent various production routes. The purpose of this study is to introduce the waste identification diagram (WID), a new tool to represent production units with its different forms of waste, which overcomes some VSM limitations. The originality of WID comes from the use of its symbols’ dimensions to convey, in a visual and immediate way, relevant information about a production unit. In this paper, WID is applied on a production unit of a lift manufacturer, for testing its performance and comparing it to VSM. The main findings are that WID is in general more effective than VSM in terms of representation of complex production units and in terms of identification of more forms of waste. WID must however overcome some of its limitations such as the lack of information-flow representation and the links to suppliers and clients.     

Enhancement of sigma level in the manufacturing of furnace nozzle through DMAIC approach of Six Sigma: a case study

In this paper, a case study on implementing Define, Measure, Analyze, Improve and Control (DMAIC) phases of Six Sigma programme in a furnace manufacturing company is reported. When Six Sigma was developed at Motorola, it was encapsulated with DMAIC and belt-based training infrastructure. Since belt-based training is expensive, companies with less revenue have been implementing only DMAIC phases. In this background, the impact of implementing DMAIC phases was examined in the research narrated in this paper through the reporting of the case study mentioned above. As the result of implementing DMAIC phases, the sigma level increased from 3.31 to 3.67 in the case of drilling a hole in a component called ‘furnace nozzle’. This increase in sigma level proved that DMAIC phases are powerful enough to enable the companies with less revenue to perform at six sigma level quality and acquire competitive strength.     

An integrated lean and green approach for improving sustainability performance: a case study of a packaging manufacturing SME in the U.K.

Abstract

Competitive landscape, informed consumers and stringent regulations have forced many manufacturing small- and medium-sized enterprises (SMEs) to focus on operational efficiency along with sustainability issues in recent years. While many manufacturing organisations have been taking lean initiatives for the past few years for operational excellence, an impulsive rush to adopt lean without a strategic deployment vision has led to scattered implementation of lean tools and projects without desired success. Many researchers and practitioners prescribe value stream mapping as a foundation for lean transformation initiatives; however, little empirical work is available on the symbiosis of lean and green paradigms to reap maximum benefits. This research, through a systematic methodology and a novel tool called Green Integrated Value Stream Mapping (GIVSM), integrates both paradigms in a case study on a U.K. packaging-manufacturing SME. Applying the GIVSM demonstrates that simultaneous deployment of lean and green paradigms have synergistic effect for improving both operational efficiency and environmental performance. In addition, continuous improvement framework with sustainable procurement is proposed to overcome the lean-green misalignments. This study also provides a guiding reference for practitioners to undertake similar improvement projects and identifies opportunities to expand this academic research on integrated lean-green approach into other industry sectors.     

Application of value stream mapping (VSM) for lean and cycle time reduction in complex production environments: a case study

The application of VSM is a proven approach for lean-based improvements. Typically, this becomes challenging, when applied for complex production environments. The purpose of this research is to demonstrate, how with some approximations and simplifications in VSM application, lean can be successfully achieved in these environments. The research follows case study method and systematically guides about the segregation and treatment of non-value-adding(NVA) and value-adding (VA) activities of heavy-duty industrial power transformer making process. The focal company operates in engineer to order (ETO) and high-mix low-volume (HMLV) environments. With a research team using gemba walks and systematic questioning technique, relevant data were collected for mapping. Taguchi method was also applied for one of the critical steps, which was influencing cycle time and energy requirements. The generalisable findings endorse the strengths of approach for lean by addressing wastes and cycle time reduction. The study establishes that VSM application-based lean messages remain same for both simple and complex environments. It also exposes that non-compliance of ‘VSM assumptions’ and ‘micro-concepts’ are the root causes for application complexities. The study also offers useful insights and practical guidelines to facilitate lean in ETO, construction and HMLV production environments.     

Implementation of Lean Six Sigma framework with environmental considerations in an Indian automotive component manufacturing firm: a case study

Lean Six Sigma is a systematic data driven methodology that integrates two powerful business improvement strategies Lean Manufacturing and Six Sigma with the goal of removing wastes and reducing process variation. Lean Six Sigma has a positive effect on environmental performance as defect reduction and reducing process variation leads to reduction in raw material consumption, energy consumption and reduced scrap which in turn reduces the overall environmental impacts. In this context, this study uses a Lean Six Sigma framework with environmental considerations to reduce overall defects and environmental impacts concurrently to improve the firm’s operational and environmental performance. The framework is based on Define Measure Analyze Improve Control methodology where traditional Lean Six Sigma and environmental impact assessment tools are integrated to systematically deploy LSS strategies with environmental considerations. The framework is validated with an industrial case study conducted in an Indian automotive component manufacturing organisation and the inferences are derived. On successful deployment of the framework, the internal defects was brought down to 6000 ppm from 16,000 ppm and environmental impacts was reduced to 33 Pt from 42 Pt. Deployment of the developed framework helped in improving the firm’s sigma level and also reduced the overall environmental impacts.     

Quality and flexibility performance trade-offs between lean and agile manufacturing firms in the automotive industry

Abstract

Firms operating in the automotive industry have traditionally been ascribed with efficiency and high levels of quality, as lean production has been extensively applied within this context, but given the recent dynamics in the automotive sector, there is also a need for high levels of flexibility, widening our attention to agile production. However, when lean and agile production have been explored simultaneously, the quality and flexibility trade-offs have been mixed and unclear. In order to dispel the lean-agile ambiguity, and given that both high levels of flexibility and quality are required within the automotive industry, the purpose of this study was to: (a) Identify the relationship between flexibility and quality; and (b) Explore the quality and flexibility differences between lean and agile production. Primary quantitative data was obtained via a survey and a total of 140 automotive manufacturing firms within the UK returned the survey. Logistic regressions were utilised as the main mode of analysis. Not only was an inverse relationship found between quality and flexibility, but our findings depict two distinctive Business Models (BMs) existing in the automotive industry, one lean and one agile. We advance the lean-agile debate by asserting that lean and agile firms acquire quality (efficiency) and flexibility strengths respectively, and not vice-versa. Given this, we theoretically side with the notion of performance ‘trade-offs’ and contend the idea that capabilities are cumulatively gained. By incorporating an argument built on the strategy literature on BMs and Dynamic Capabilities, we assert that lean and agile firms have evolved to underpin different kinds of competitive advantage within the same industry, but these advantages are placed at different tiers in the automotive supply chain.     

Validity and reliability of proposed framework of manufacturing excellence in the Indian industry

This article presents the findings of the empirical study of proposed framework of manufacturing excellence (ME) in the Indian industry. The study includes companies from five major sectors, namely automobile, process, machines and equipment, electronics and components and textile. Responses from 90 companies were analysed to explore the validity and reliability of the proposed framework of ME in Indian industry. The developed questionnaire is outlined along with the results obtained from the analysis of the data from the Indian industry. The framework shows high level of reliability and validity.     

2MTO,a new mapping tool to achieve lean benefits in high-variety low-volume job shops

This paper proposes the ‘Mapping Tool for Make-To-Order companies’ (2MTO), a new approach to map, analyse and achieve lean benefits in high-variety-low-volume job shops. The focus is, mainly, on the transitional phase from push to pull, when there is a compelling need to acquire a deep understanding of the current state of the system under analysis. Sometimes, in this initial phase, a pure pull approach cannot be developed and a job shop configuration must be maintained. If so, 2MTO allows selecting a suitable hybrid Production Planning and Control system to control Work-In-Process and to limit lead times, so as to quickly achieve lean benefits, without significantly altering the original layout. 2MTO is fully explained making reference to an Italian precision mechanic company, where the application of the method led to a successful implementation of a Workload Control system.     

High value manufacturing (HVM) in the UK: case studies and focus group insights

This paper studies the internal mechanisms that allow organisations to become high value manufacturing (HVM). Using a qualitative methodology, three UK manufacturing companies formed in-depth case studies with semi-structured interviews, observations and historical data. The HVM value matrix of Martinez and co-workers is used to categorise each organisation’s value proposition. Wider benchmarking of the three organisations was carried out against a focus group with an additional seven manufacturing organisations. Thus, data from 10 manufacturing organisations are included in this research. The cases follow the ‘customer intimacy’ HVM discipline. The business processes supporting these value propositions were identified. Interestingly, each organisation’s desired value proposition differs from their current one. ‘Technological integrators’ predominantly rely on new product development (NPD) and Strategy processes, whereas ‘Socialisors’ rely predominantly on Strategy and Customer Relationship processes. Companies can use the findings to better understand their current HVM value proposition and, where necessary, plan their transition to a future desired HVM value proposition.     

Reference model for implementing an MRP system in a highly diverse component and seasonal lean production environment

Companies are currently choosing to integrate logics and systems to achieve better solutions. These combinations also include companies striving to join the logic of material requirement planning (MRP) system with the systems of lean production. The purpose of this article was to design an MRP as part of the implementation of an enterprise resource planning (ERP) in a company that produces agricultural implements, which has used the lean production system since 1998. This proposal is based on the innovation theory, theory networks, lean production systems, ERP systems and the hybrid production systems, which use both components and MRP systems, as concepts of lean production systems. The analytical approach of innovation networks enables verification of the links and relationships among the companies and departments of the same corporation. The analysis begins with the MRP implementation project carried out in a Brazilian metallurgical company and follows through the operationalisation of the MRP project, until its production stabilisation. The main point is that the MRP system should help the company's operations with regard to its effective agility to respond in time to demand fluctuations, facilitating the creation process and controlling the branch offices in other countries that use components produced in the matrix, hence ensuring more accurate estimates of stockpiles. Consequently, it presents the enterprise knowledge development organisational modelling methodology in order to represent further models (goals, actors and resources, business rules, business process and concepts) that should be included in this MRP implementation process for the new configuration of the production system.