Available online at www.sciencedirect.

com
Available online at www.sciencedirect.com
ScienceDirect
ScienceDirect
Available online at www.sciencedirect.com
Procedia Manufacturing 00 (2019) 000–000
ScienceDirect
Procedia Manufacturing 00 (2019) 000–000 www.elsevier.com/locate/procedia
www.elsevier.com/locate/procedia
Procedia Manufacturing 35 (2019) 1196–1204

2nd International Conference on Sustainable Materials Processing and Manufacturing

2nd International Conference on Sustainable Materials Processing and Manufacturing
(SMPM 2019)
(SMPM 2019)
Implementation of Lean techniques for Sustainable workflow
Implementation
processofin Lean
Indiantechniques for Sustainable
motor manufacturing unitworkflow
process
Mayur Mahajan a in Indian motor manufacturing
Kezia Bindu Chistopherb Harshanc Shiva unit
Prasad H Cd*
Mayur Mahajana Kezia Bindu Chistopherb Harshanc Shiva Prasad H Cd*
a,b
Dept. of Humanities and MIT, Manipal Academy of Higher Education, Manipal, India
c
Dept.
a,b of Automobile Engineering, MIT, Manipal Academy of Higher Education, Manipal, India
Dept. of Humanities and MIT, Manipal Academy of Higher Education, Manipal, India
Dept.
d c
of of
Dept. Humanities and
Automobile Management,
Engineering, MIT,
MIT, Manipal
Manipal Academy
Academy of Higher
of Higher Education,
Education, Manipal,
Manipal, India
India
d
Dept. of Humanities and Management, MIT, Manipal Academy of Higher Education, Manipal, India

Abstract
Abstract
The process of material movement in the motor factory while transference of raw material from the supplier to stock un-
ergonomically
The process ofdesigned
materialwhile loadinginand
movement theunloading using awhile
motor factory heavytransference
corrugated box. There
of raw is a need
material fromfor the
improving
supplierthetoprocess for
stock un-
aergonomically
sustainable materials
designed movement andand
while loading minimizing
unloadingthe material
using handling
a heavy wastage.
corrugated This research
box. There is a needstudy uses a lean
for improving theprinciple of
process for
manufacturing that is well
a sustainable materials acceptedand
movement such as chalk circle
minimizing exercise
the material (seven mudas
handling wastage.of This
lean research
principles), by uses
study analyzing
a leanthe spaghetti
principle of
diagram that minimizes
manufacturing wastes
that is well process.
accepted such To minimize
as chalk theexercise
circle usage of the corrugated
(seven mudas of leanbox principles),
and deforestation sustainable
by analyzing metallic
the spaghetti
returnable
diagram thatpallets is ergonomically
minimizes designed
wastes process. To for the material
minimize handling.
the usage of theThe findings box
corrugated fromandthisdeforestation
research, a reduction
sustainableof material
metallic
handling
returnabletime from
pallets 67 hours to 30.1hours
is ergonomically designedperfor annum was achieved,
the material handling. with
The physical
findings movement from 152a reduction
from this research, kms to 117 of kms per
material
annum
handlingand solid
time waste
from 67 from
hours464
to kg to zero. per
30.1hours As this research
annum is action research
was achieved, with the
with physical correctivefrom
movement action plan
152 andtoby117
kms developing
kms per
aannum
sustainable returnable
and solid packaging
waste from 464 kg that reduced
to zero. theresearch
As this lean waste in theresearch
is action handling of the
with rawcorrective
materials action
at motor
planmanufacturing.
and by developingThe
implication
a sustainableofreturnable
this study is reducing that
packaging the corrugated
reduced thepackaging
lean waste material
in the from getting
handling of wasted every time
raw materials by enhancing
at motor the material
manufacturing. The
handling productivity
implication andismovement
of this study of material
reducing the corrugatedefficiently
packaging with an eco-environmentally
material from getting wasted friendly
everyproduct.
time by enhancing the material
handling productivity and movement of material efficiently with an eco-environmentally friendly product.
© 2019 The Authors. Published by Elsevier B.V.
© 2019 The Authors.
Peer-review Published by
under responsibility of Elsevier B.V. committee of SMPM 2019.
the organizing
© 2019 The Authors. Published by Elsevier B.V.
Peer-review under responsibility of the organizing committee of SMPM 2019.
Peer-review under responsibility of the organizing committee of SMPM 2019.
Keywords: Chalk circle exercise; DMAIC; Lean manufacturing; Spaghetti diagram;Sustainable pallet
Keywords: Chalk circle exercise; DMAIC; Lean manufacturing; Spaghetti diagram;Sustainable pallet

1. Introduction
1. Introduction
Materials Management came into focus at the beginning of liberalization and globalization (1990s) that posed
Materials
powerful Management
competition in thecame into environment.
business focus at the beginning of liberalization
With the process and globalization
of liberalization, (1990s)
drastic changes thatover
came posed
in
powerful
the competition
business in thechanges
sector. The businesscompelled
environment. With the process
manufacturing of liberalization,
companies to developdrastic changesstrategies
sustainable came overthat
in
the business
minimizes thesector. The costs
production changes
and compelled manufacturing
remain competitive. companies companies
The production to develophave
sustainable strategies
recognized that
Sustainable
minimizes the production costs and remain competitive. The production companies have recognized Sustainable

* Corresponding author. Tel.: +91-968-612-2971.

* E-mail address:author.
Corresponding hcs.prasad@manipal.edu
Tel.: +91-968-612-2971.
E-mail address: hcs.prasad@manipal.edu
2351-9789 © 2019 The Authors. Published by Elsevier B.V.
Peer-review©under
2351-9789 2019responsibility
The Authors. of the organizing
Published committee
by Elsevier B.V. of SMPM 2019.
Peer-review under responsibility of the organizing committee of SMPM 2019.

2351-9789 © 2019 The Authors. Published by Elsevier B.V.

Peer-review under responsibility of the organizing committee of SMPM 2019.
10.1016/j.promfg.2019.06.077
 Mayur Mahajan et al. / Procedia Manufacturing 35 (2019) 1196–1204 1197
2 Mahajan et al., / Procedia Manufacturing 03 (2018) 340–367

production materials and managing is key opportunity in reducing the production costs and treat it as a Profit Centre
in the system [1]. In those sustainable manufacturing firms, the raw materials is key component and decides the
manufacturing cost and profitability [2]. Process improvement is one of the major quantitative tools to improve raw
material management in manufacturing firms.
Improvement in small repetitive work will increase the productivity of the industry. Similarly, while managing
the materials within the industry, process improvement methods help the industry to cut process cost and become a
world class competitor. Without interrupting the workflow, a sustainable improvement is sought in the given
ongoing process. The five common methods to improve the process are: BPR – Business process reengineering,
Lean management, Kaizen (CIP- continuous improvement process), Six sigma, and TQM- Total quality
management these are five common approaches to optimize the process.
The basic thinking behind Lean is that customers do not pay for mistakes or waste but only for product value
[20]. As such, companies need to increase the value of their services or products to maximize profit. Lean
management offers an opportunity to boost value and support continuous improvement. Lean manufacturing is a
production practice wherein the industry spends resources for some process other than the creation of value for the
end customer. This research used Lean management to improve prevalent method for material transportation and
handling. The methodology of this improvement is captured under the DMAIC tool.
The DMAIC (Define-Measure-Analyze-Improve-Control) is the classic Six Sigma for problem-solving solution.
As a tool for process improvement and reduction of defects, Six Sigma Compliments Lean and is a component of
many Lean programs [3]. DMAIC methodology uses a process-step structure, wherein it defines the problem,
measures and analyzes the current performance then improves upon the problem identified and the last step involves
controlling the improved process to ensure that targets are met [4]. In this report, to support DMAIC tool at different
steps some lean tools are used like Chalk circle exercise is used to find out seven wastes of lean from process [5],
problem solving A3 report [6] is used to find root cause and brief updates of actions throughout the project, spaghetti
diagram.
Reverse logistics can be applied to several stages of the logistic chain in both the materials management and the
physical distribution of materials [7]. It was imperative that Returnable packaging needed to be thoughtfully planned
for daily usage of the identified raw material to bring in effective control of the lean wastages under study. Improved
returnable packaging proved to be the best alternative since it has less harmful environmental impacts compared to
those of the disposable packaging used at the manufacturing unit under the study. The packaging can be integrated
within the sender’s material handling system, which leads to a reduction in handling activities and costs [8].
2. Literature Review
Materials management is an optimization tool that helps in meeting the customer service requirements at the
same time. It is adding profit by minimizing costs and making the best use of the available resources [9]. The task of
materials management is integrating internal departments with external suppliers to provide a smooth product flow
process [1]. In a study conducted at Nigeria [4], it researched that many organizations failed to escalate the role of
material management in enhancing their profitability. It was found out that there is a positive and meaningful
relationship between materials management and the frequent breakdown of the plant. This frequent breakdown is
out of stock and lack of spare parts and it interrupts production, hence industry earns less profit [10]. The concept of
lean management was industrialized for maximizing the resource utilization through minimization of waste, later
lean was formulated in response to the changing and competitive business environment [11]. The production
environment uses more than 30 lean tools to support lean management [12]. DMAIC is lean tool and mainly it is
part of Six Sigma in addition Six Sigma compliments lean management and is an integral component of many lean
programs [3]. Nunes [4] has stated that Lean Six Sigma is a powerful continuous improvement methodology with
application of DMAIC.
To minimize wastes under Kaizen thinking, Ohno trained TPS (Toyota Production System) leaders to carefully
observe reality by drawing a chalk circle on the floor and told them to stand in it for several hours observing reality,
mind wiped clean, undistracted by things apparently more important to do [5]. A3 reports for case analysis,
according to Anderson et al. [13] increased the likelihood of the salient points that could be included and
discouraged the fluff and flowery wordiness that students often use to cover weaknesses in analysis. The
implementation of A3 report provides an ideal understanding of the study procedure.
 Mahajan et al., / Procedia Manufacturing 03 (2018) 340–367 3
1198 Mayur Mahajan et al. / Procedia Manufacturing 35 (2019) 1196–1204

In the literature study of the German manufacturers and retailer’s non-profit organization Duales System that
influences itself to collecting and recycling of packaging material however the system is in the process of growing
and faces many issues; however it works to the relative advantage of their system in employing returnable
containers [14]. Reverse logistics can be applied to several stages of the logistic chain in both the materials
management and the physical distribution of materials [7].
2.1. Hypothesis development
The containers may be used within the sender’s material handling system, which leads to a reduction in handling
activities [7]. The delivery and the assembly of the production materials in an organization could be organized in a
profitable manner with the rightful packaging system.
H1: There is a significant difference in the process time of the pressure ring handling from the unloading area to the
warehouse, before and after implementing the returnable packaging.
H2: There is a significant difference in process time of pressure ring handling from the warehouse to shop floor,
before and after implementing the returnable packaging.
H3: There is a significant difference in overall movement of pressure ring handling from unloading area to the
warehouse, before and after implementing the returnable packaging.
H4: There is significant difference in overall movement of pressure ring handling from the warehouse to the shop
floor, before and after implementing the returnable packaging.
3. Methodology:
This study is a blend of descriptive and applied type of research wherein a situation of material handling is
described, and the lean principles are applied for process improvement. The focus of the research is comparison
between before and after (modified) processes, based on parameters like process time, travelling distance,
ergonomic scale and solid wastes [24]. The overview of research methodologies follows the flow path (See Fig.1).

Fig. 1 Flow chart of Research Methodology

3.1. Applying the DMAIC process:
The DMAIC process helps to gamut whole study in a distinguished manner which easily enables any researcher
to tackle the issues in structured way [4]. The DMAIC process is explained below:
1) Define (D):
In the warehouse of the motor factory, the identification of the lean wastes for the improvement of the process
was under study in the presence of Logistic department. The outcome of the meeting with the workers found that
the workers weren’t satisfied with the material handling process. Some of the typical raw materials like the
pressure rings of the traction motor which is projected for the study weigh more. At the same time there wasn’t
sufficient space to store the raw material of traction motor. Hence, they were expecting some sustainable solution
to reduce their physical stress. This was the frame work of the problem for the study undertaken. The company
also desired to cut the uneconomical values of the traction motors manufacturing unit.
2) Measure (M):
 Mayur Mahajan et al. / Procedia Manufacturing 35 (2019) 1196–1204 1199
4 Mahajan et al., / Procedia Manufacturing 03 (2018) 340–367

The depth of problem was measured with help of chalk circle exercise. Chalk circle exercise was conducted in
warehouse by employees from logistic department. This Chalk circle exercise was also conducted in the
unloading area and on the shop floor as the material movement goes through the warehouse onto these two
spaces. This Chalk circle exercise evaluates the process based on seven wastes. The observer is required to stand
in a circle of one-meter diameter for at least 30 minutes a day for the procedure and should observe the process in
intensive manner. Two employees observed the process for two days around thirty minutes daily at the places.
While observing the processes both the employees wrote down the evaluation on an exercise sheet in a systematic
manner [5]. The process is related to material handling of motor hence there was no waste in overproduction as
well as it is not concerned with automation or any IT complication. Therefore, no wastage was realized in the
work process. Although, a lack of sufficient storage space for raw material (inventory) of traction motor.
Incoming quantity from vendor was quite high as compared to the storage space situation. The workers had to
change location to stock some of the materials. It was noticed that when transporting the motor material, workers
were physically strained. The weight of materials individually varies from 15-20 kgs. It was observed that the
workers in the age group of 35-55 years (male) were experiencing equal fatigue in carrying this weight multiple
times.
On identifying the wastes, it was important to discuss it at the departmental level for suitable solutions [20].
The Problem solving A3 report was generated for the ensuing discussion. The report was helpful throughout the
study to map the progress and discussions. An A3 report shows details of ongoing project work in very
systematic manner. In the beginning top left corner, the background and the current condition and name of the
department are mentioned. This helps to focus on the topic. It is bottle neck process, from department to exact
topic and the relation of that topic with respect to the current condition. Below this, a goal of the study is
mentioned, it helps to target the problem. The cause analysis helps to display the root cause of the problem. Here
the ‘five WHY’ were used to bring problem at lower level. Countermeasures column shows the solution and
output of the discussion. On the right side, serial number of the document is mentioned for future
communications. Initiation date and last updated date tells about the progress of the report and the team
member’s names are mentioned. The sheet also contains the responsible person for the respected countermeasure/
task and status of the work. Effect confirmation tells about the outcome of the final solution.
It was decided that the constraints like weight of the material, internal locations and workstations won’t be
changed. Hence focus was shifted on the process improvement. After lots of discussion and practical know-how
of employees, workers and with vast literature support, department concluded that to overcome this problem
‘Returnable Packaging’ is one of the solutions. Returnable Packaging according to Returnable Packaging
Association (RPA) includes pallets, bins, containers, etc. all these helps to transport the raw/final material from
manufacturer to receiver [7]. To implement a returnable packaging system, the study understood that material
handling time, movement, ergonomic scale and solid wastes. The packaging used in the company under study
covered 80 individual pressure rings from the vendor at one time during the transportation. These pressure rings
were transported in the plastic bags with oil applied onto it packed in corrugated boxes to avoid physical damage
to the materials.
3) Analyze the existing system (A):
The quantitative data analysis of the material handling system is presented below for the existing system. The
handling of material includes flow of material from vendor (manufacturer) to company once in 15 days and then
within the company on daily basis. Hence this whole material handling process is divided in two parts (See Fig.
2): 1) Handling of pressure rings from vendor to company warehouse (15 days interval). 2) Handling of pressure
rings from warehouse to shop floor (daily). Without interrupting the process time, a spaghetti diagram is drawn.
Spaghetti diagram needs quantitative data for representation. The three main locations displayed in spaghetti
diagram are unloading area, warehouse and shop floor at the motor manufacturing company. The incoming
material ordered vehicle unloads in the unloading area. In the existing system, man and forklift were used for
handling the pressure rings.
1200 Mayur Mahajan
Mahajan et al. / Procedia
et al., / Procedia Manufacturing
Manufacturing 35 340–367
03 (2018) (2019) 1196–1204 5

Fig. 2 Spaghetti diagram of existing material handling process

The path indicated in the figure 2, existing material handling process from the vendor to the company warehouse
wherein a forklift was assigned to collect the empty pallets from storage to the unloading area (path 1a-3a), then the
worker loaded 12 corrugated boxes per pallet from the truck (path 2a-3a). The forklift then moved to carry the
loaded pallet to the warehouse rack for storing purpose (path 3a-4a). After unloading the pallet, the forklift moved
on to collect fresh stored empty pallet for the next batch of material to be transferred (path 4a-1a).
The second path activities in the figure 2 shows wherein the handling of the pressure rings from warehouse to
shop floor took place. A worker transferred the corrugated boxes in empty pallet of shop floor (path 1b-2b). Then
forklift was used to transfer that loaded pallet to the issue area, which was outside the warehouse (path 2b-3b). The
duty of logistic department was completed on the material reaching the issue area. Then the forklift of shop floor
used to collect the pallet from the issue area to get it on the (Bay 6) shop floor (3b-4b). After this a worker had to
remove the packaging of pressure rings and should store them in storage area (path 4b-5b).
4) Analysis of process time of the existing system
The procedure time of the existing process was calculated with the help of a stopwatch and was calculated for
one trip made by the forklift for the transfer of one pallet and a worker in moving one box from one location to
another. The time was extended for a year and capacity of pallet was 12 boxes, shipping quantity of the pressure
rings was 80units with 15 days cycle time from vendor and a total of days 290 working days was calculated. The
result indicated that 67 Hrs. per annum are utilized for the movement of pressure rings, which means it consumes
almost three days for moving the pressure rings. This surplus usage of time needed to be curtailed efficiently.
5) Analysis of material movement in the existing system
The distance travelled by the resources and the entities in the existing system was analyzed according to the
distance travelled by the resources and the entities. The materials covered 65 kilometers per year within the factory,
the forklift engagements in the transportation covered a distance of 65 kilometers and the worker’s movement in the
material transition accounted for 23 kilometers. The material covered a total distance of 152 kilometers in one year.
6) Analysis of Solid waste.
The pressure rings were transported in packing materials made up of corrugated boxes and plastic bags with oil that
are harmful to the environment to some extent. The exploration showed that these packing materials had one-time
usage and would be go into solid waste after reaching the factory. It was imperative to find an alternative for the
packaging adhering to the necessary safety concerns. The daily packaging materials generated 464 kg of the solid
wastes in 290 working days.
7) Analysis of Ergonomic scale
The other lean wastes gathered indicated that the workers were facing physical stress in the process of material
movement. The RULA tool was applied to reflect the Musculoskeletal Disorder among the workers at four touch
points to understand the human intervention in the process [14]. The RULA score of seven was indicated in the
ergonomic study called for improvement in the process.
8) Detail planning of implementation of returnable packaging
The packaging used corrugated boxes that were heavy and utilized larger storage space, also added to the
physical strain on the workers who handled the moment from the loading area to the factory premises. The materials
posed hazard to the environment as well.
 Mayur Mahajan et al. / Procedia Manufacturing 35 (2019) 1196–1204 1201
6 Mahajan et al., / Procedia Manufacturing 03 (2018) 340–367

In designing the returnable packaging, mild steel was used for its sustainability, durability and availability. The
fabrication was mindful to the space dimensions and smooth movement of the materials. The intended storing
material was accounted in terms of volume and weight of the available space within the warehouse. The
transportation dynamics were also reckoned for the same. The lean waste in terms of time and movement has been
resolved significantly with the help of the newly designed returnable packing. The identified packing was tested in
real time and the results are provided below in the implementation section of the report.
9) Implementation of Returnable packaging (I)
The racks available in the warehouse were considered primarily in redesigning the pallets. The weight and
volume capacity of racks and the size of the pressure rings as well as the convenience of its handling were taken
care of in implementing the returnable package. The pallets were tested in the presence of vendor after fabrication.
Data was collected with new pallets which are shown in following picture to test the newly fabricated pallets. (See
Fig. 3 and 4).

Fig. 3 Top view of pallet Fig. 4 Side view of pallet

While testing the returnable pallets, data was collected to compare the existing system and the new system. As
we discussed in analysis part, the study was conducted based on four parameters 1) material handling time. 2)
Movement 3) ergonomic scale 4) solid wastes. The spaghetti diagram (See Fig. 5) of the new system explains the
flowing entity between the location, used resources and the flow of material.
The restyled system according to the cycle time of the pressure rings flow is divided in two parts:
1) Handling of pressure rings from vendor to company (15 days interval).
2) Handling of pressure rings from warehouse to shop floor (daily).

Fig. 5. Spaghetti diagram of new material handling process

The paths are indicated in the Figure 5.The new material handling process from the vendor to the company
warehouse wherein pathway marked 1a-2a indicates the movement of the pressure rings from the truck to unloading
area with help of the forklift. This was followed by path 2a-3a where the material is being moved by the forklift
from the unloading area to the warehouse. The forklift then returns path 3a-1a to the unloading area for the next
batch of material.
The second path activities in the Figure 2 displays the handling of the pressure rings from warehouse to shop
floor. The pathway 1b-4b indicates the movement of the loaded returnable pallet from the warehouse rack to the
1202 Mayur Mahajan et al. / Procedia Manufacturing 35 (2019) 1196–1204
Mahajan et al., / Procedia Manufacturing 03 (2018) 340–367 7

issue area (1b-2b), and then the pallet is moved from issue area to bay 6 on the shop floor (2b-3b). Thereafter at the
bay area the pallet was systematically placed and stored (3b-4b).
10) Analysis of process time of the existing system
The procedure time of the existing process was calculated with the help of a stopwatch. The calculation was
prepared for one trip made by the forklift for the transfer of one returnable pallet and extended for a year. The
capacity of 8 pressure rings in a returnable pallet, shipping 80units through 15 days’ time cycle from the vendor and
a total of 290 working days was considered for the calculation. The result showed that 30.1 hrs. per annum are
utilized for the movement of pressure rings.
11) Analysis of movement of the new system
The distance travelled by the resources and the entities in the new system was analyzed. The analysis of the
movement with the new coordination revealed that the materials covered 57 kilometers per year within the factory,
the forklift engagements covered a distance of 60 kilometres and the worker’s movement in the material transition
accounted for one kilometer. The material therefore covered a total distance of 117 kilometers in one year.
12) Analysis of Solid waste
The pressure rings when transported in returnable pallets without corrugated boxes fulfilled the safety criterions.
Hence no solid wastes occurred now while handling pressure rings within the factory. The pallet designed and
fabricated with mild steel that is durable and strong thereby the solid waste per year is now almost negligible.
13) Analysis of Ergonomic scale
In the unloading process the worker now must guide the forklift driver with the returnable pallets from the truck
in a small way. The human intervention in the process of material transfer has been minimized from four touch
points to one. The RULA scale when applied did not call for critical review of the process [14].
14) Control approach to the new process (C)
The Returnable packaging needed to be carefully planned for daily usage. There are three different control
systems known as the switch-pool system, and systems with and without return logistics [7]. The switch-pool system
has two variants, in the first variant the sending and receiving companies keep the pallets in their respective location
and there is a carrier in place to either move the pallets filled with goods from the sender to the recipient or
transports empty pallets from the recipient back to the sender. In the second variant the carrier also has a number of
pallets available and is responsible for exchanging the correct number of pallets when picking up or delivering filled
pallets.
In the application of the switch pool system to this study the first variant was selected to handle the returnable
pallets for the transfer of the pressure rings from the vendor to the company. This application of the switch pool
system proved effective in managing the process.
4. Results and discussion
In conducting the validation for the process improvement SPSS software was utilized at two levels. One from
vendor to warehouse and second being warehoused to shop floor. The study was based on two components namely
material handling time and movement. The cycle period of the raw material moving from the vendor to the
warehouse and warehouse to shop floor was analyzed and improved upon. SPSS was applied at both the levels.
As the p-value for H1 and H2 are 0.023 and 0.031, it can be inferred from the table 1 that the process time for
handling of pressure rings from the unloading area to the warehouse and from the warehouse to the shop floor was
reduced significantly. Similarly, for H3 and H4, the p-values are 0.034 and 0.015 indicate that the overall movement
for handling of pressure rings from the unloading area to the warehouse and from the warehouse to the shop floor
was reduced significantly.
Table 1. Hypothesis results
Mean value
Hypotheses p-value Remarks
Before After
H1 12.8733 5.0667 0.023 Supported
H2 2.5142 0.8500 0.031 Supported
H3 487.000 275.28 0.034 Supported
H4 38.535 29.585 0.015 Supported
 Mayur Mahajan et al. / Procedia Manufacturing 35 (2019) 1196–1204 1203
8 Mahajan et al., / Procedia Manufacturing 03 (2018) 340–367

Comparison of the data concludes the outcome of the research is compared with the existing system of the motor
manufacturing company in the form of percentage savings and efficiency (See Table 2). The validation of the
improvement in process time and movement.

Table 2. Comparison of before and after the system lean manufacturing tools implementation
Parameters Before After Saving (%) Efficiency
Process time (Hrs) 67 30.1 122.5 55.07
Movement (Kms) 152 117 29.91 23.02
Solid waste (Kgs) 464 0 - 100
Ergonomic scale
Touchpoint one 7 units 3 units - 57.14
Touchpoint two 7 units 0 units - 100
Touchpoint three 6 units 0 units - 100
Touchpoint four 7 units 0 units - 100

5. Conclusion
It can be concluded from the above results that the reduction of Lean wastage in the manufacturing sector can be
minimized in terms of resources, time, and movement, also to improve ergonomically proper activities and
discontinue using environmentally harmful materials.
The study undertaken in the motor industry was considered in the research for several wastes during the process
of manufacture. The wastages deliberated are the packaging materials for transportation that were using heavy
corrugated boxes, the time in transferring the raw materials directly affecting the production, the movement of the
raw materials enduring wastage not only in terms of time but also man power and storage space, the worker’s
ergonomically flawed movement resulting in stress and sluggish deliverance of the required raw material another
wastage identified was a sustainable environmentally hazardous plastic material for packaging during
transportation.
The study used the understanding to resolve the recognized issues of lean wastages.
1) Processing Time: The time spent on loading and unloading, unpacking of raw materials, time on issuing and
transmission of daily requisite of material to the production unit.
2) Movement: Related to material, workers, and forklift
3) Material: Identified raw material and Packaging material
4) Space: The storage area.
It is imperative that Returnable packaging needs to be meticulously planned for daily usage to bring in effective
control of the lean wastages identified. The returnable package worked to bring in compact storage designing using
appropriate pallets. These pallets can stack and acquire the available storage space appropriately and align it for easy
handling of the fork lift. Simultaneously the stock management was stream lined leading to smooth hierarchical flow
of material. The shop floor is now made more assessable with the improved variation. The redesigned material
ensured the worker limiting his physical stress as the material is now moved mechanically. The ergonomically
incorrect concerns were completely set right due to this.
The material in terms of environmental hazards created by the usage of the corrugated boxes, plastic bags and oil
were taken up and a better packaging was deliberated. Pallets were designed and fabricated befitting the raw
materials to be safely moved around decisively. These pallets proved conducive for environment as well as
movement. It also helped in transportation and storage. The returnable packaging devised through the study met the
objectives of minimizing the identified lean wastages in the context.
There is future scope to bring in effective management of manufacturing unit lean wastage of all the raw
materials as well as the wastages in various departments need to be study and resolve.

6. Future scope and Limitations

The limitation of the study lies in the fact that only one raw material was investigated. The lean wastage study
was relegated to a motor manufacturing unit, so the application needs to be furthered in other sectors as well. There
1204 Mayur Mahajan et al. / Procedia Manufacturing 35 (2019) 1196–1204
Mahajan et al., / Procedia Manufacturing 03 (2018) 340–367 9

is scope for further study applying other approaches to control the lean wastages. This study can be applicable for
different manufacturing sectors according to their identified lean wastages in the process of handling of the raw
materials.
Acknowledgements
All the authors of this research paper wish to place their gratitude for Siemens India Pvt ltd for given the
permission to conduct this research study and publish this work.

References

[1] P. Basavarajgowda, Material management in cement industry with special reference to associated cement company in Gulbarga district.
(2012).
[2] T.O. Asaolu, C.J, Agorzie, J M. Unam, Materials management: an effective tool for optimizing profitability in the Nigerian food and
beverage manufacturing industry. Journal of Emerging Trends in Economics and Management Sciences, 3(1), (2012), 25.
[3] L. Webber, M. Wallance,. Quality control for dummies. (2011) John Wiley & Sons: New york
[4] I. L. Nunes, (2015). Integration of Ergonomics and Lean Six Sigma. A model proposal. Procedia manufacturing, 3, 890–897.
[5] J. Nakane, R. W. Hall, Ohno's Method. Target, 18 (1), (2002), 6–15.
[6] S. Ali, T.S. Hattingh, Analysis of sustainability and the investment crisis in South African platinum mining using the A3 problem-solving
process. (2014),159–168.
[7] L. Kroon, G. Vrijens, Returnable containers: An example of reverse logistics, International Journal of Physics Distribution & Logistics
Management. (1995), ISSN 0960–0035.
[8] B. R. Cobb, Inventory control for returnable transport items in a closed-loop supply chain, Transportation research Part E 86 (2), (2016) 53–
68. https://dx.doi.org/10.1016/j.tre.2015.12.010
[9] P. JerutoKeitany, S. Richu, Assessment of the Role of Materials Management on Organizational Performance-A Case of New Kenya
Cooperative Creameries Limited, Eldoret Kenya. European Journal of Material Sciences, 1(1), (2014), 1–10.
[10] A. B. Ibegbulem, C. Okorie, Assesment of mateirals management and profitabliliy of an organization. Journal of Policy and Development
Studies, 9 (3), (2015)153–165.
[11] R. Sundar, A, N. Balaji, R. S. Kumar, A review on lean manufacturing implementation techniques. Procedia Engineering, 97 (341), (2014),
1875–1885.
[12] P.Arunagiri, A. Gnanavelbabu, Identification of High Impact Lean Production Tools in Automobile Industries using Weighted Average
Method. Procedia Engineering, 97(450), (2014), 2072–2080.
[13] J. S. Anderson, J. N. Morgan, S.K. Williams, Using Toyota’s A3 Thinking for analysing MBA Business Cases. Decision Sciences Journal
of innovative Education, 9(2), (2011) 275–285.
[14] L. McAtamney, E. N. Corlett, RULA: a survey method for the investigation of world-related upper limb disorders. Apllied ergonomics, 24
(2), (1993), 91–99.
[15] U. Berberoglu, B. Tokuç, Work-Related Musculoskeletal Disorders at Two Textile Factories in Edirne, Turkey. Balkan medical journal,
30 (1), (2013), 23–27.
[16] I. A. Brutus, O. Chiyem, Assessment of Materials Management and Profitability of an Organization, (2015).
[17] H. M. Fazi, N. M. Z. N. Mohamed, M. F. F. Ab Rashid, A. N. M. Rose,. Ergonomics study for workers at food production industry.
MATEC Web of Conferences. 90, (2017), (01003).
[18] C. H. Glock, Decision support models for managing returnable transport items in supply chains: A systematic literature review.
International Journal of Production Economics, (2017), 183, 561–569.
[19] P.N. Kale, R.T. Vyavhare, Ergonomic Analysis Tools: A Review. International Journal of Current Engineering and Technology, 6 (4).
(2016), 1271–1280.
[20] K. Kok Lim, P. K. Ahmed, M. Zairi,. Managing waste and looking beyond: the IMI approach. The TQM Magazine, 11(5), (1999), 304–310.
[21] M. Middlesworth, A Step-by-Step Guide to the RULA Assessment Tool [Blog post]. Retrieved from http://ergo-plus.com/rula-assessment-
tool-guide/(2016)
[22] N. D. Minh, N. T Van Ha, Made in Vietnam, Lean Management Model for Sustainable Development of Vietnamese Enterprises. Procedia
CIRP, 40 (141), (2016), 602–607.
[23] P. Mukhopadhyay, D. Jhodkar, P. Kumar, Ergonomic risk factors in bicycle repairing units at Jabalpur. Work, 51 (2), (2015), 245–254.
[24] P. Nowotarski, J. Pasławski, J. Matyja, Improving Construction Processes Using Lean Management Methodologies–Cost Case Study.
Procedia Engineering, 161 (845), (2016), 1037–1042.
[25] J. Olhager, B. Östlund, An integrated push-pull manufacturing strategy. European Journal of Operational Research, 45(2-3), (1990).135–
142.