VISVESVARAYA TECHNOLOGICAL UNIVERSITY

BELAGAVI-590018

A Subject Seminar Report on

STUDIES ON LEAN MANUFACTURING AND ITS
BENEFITS OVER THE TRADITIONAL
MANUFACTURING
Submitted in the partial fulfillment of the requirements for the award of degree
BACHELOR OF ENGINEERING
In
MECHANICAL ENGINEERING

Submitted by
TEERTHARAJ BALASAHEB PATIL
1BI15ME156
Under the guidance of
Mr. P. L. KUMAR
Assistant Professor

DEPARTMENT OF MECHANICAL ENGINEERING

BANGALORE INSTITUTE OF TECHNOLOGY
K.R.Road, V.V.Puram, Bengaluru – 560004
2018-19
BANGALORE INSTITUTE OF TECHNOLOGY
Department of Mechanical Engineering
K. R. Road, V.V. Puram, Bengaluru - 560 004

CERTIFICATE

This is to certify Mr./Ms. TEERTHARAJ BALASAHEB PATIL

with USN 1BI15ME156 VIII semester B.E. in Mechanical
Engineering has presented and successfully completed the seminar
titled “Lean Manufacturing” in the presence of the undersigned
examiners and has obtained the following marks for the partial
fulfillment of the award of B.E. Degree under VTU, Belagavi, for the
academic year 2018-19.

Mr. P. L. KUMAR Dr. B. GURUDATT

Assistant Professor Professor and Head
Guide

Name of the examiner Signature

1.

2.
 ACKNOWLEDGEMENT

I am indebted to Dr. M. U. Aswath, Principal, Bangalore Institute of Technology, for taking

the students best interests at heart.

I am graceful to Dr. B Gurudatt, Head and Professor, Department of Mechanical

Engineering, has been instrumental in inspiring me to do good work.

There have been a lot of hardships and dead ends that we faced while carrying out the work
therefore special thanks to coordinator, Dr. Nagaraj. C. Reddy, Asst. Professor, Dept. of
Mechanical Engineering, has come to our aid and has shown me how to proceed further. I
am very grateful to him for the time and patience he has given me.

I would like to express my special thanks to my guide Mr. P. L. Kumar, Asst. Professor,
Dept. of Mechanical Engineering, for their able guidance and their regular support.

i
 ABSTRACT

Japanese manufacturers re-building after the second world war were facing declining
human, material, and financial resources. The problems they faced in manufacturing were
vastly different from their Western counterparts. These circumstances led to the
development of new, lower cost, Manufacturing practices. 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 manufacturing”.
Objective of this system was to consumption of resources that added no value to product.

Early process-oriented mass production manufacturing methods common before world war
2 shifted afterwards to the result-oriented, output-focused, production systems that control
most of today’s manufacturing businesses.

The lean manufacturing concept was popularized in American factories in large part by the
Massachusetts Institute of Technology study of the movement from mass production
toward production as described in the machine that changed the World, (Womack, Jones &
Roos, 1990), which discussed the significant performance gap between Western and
Japanese automotive industries.

ii
 DECLARATION

I, TEERTHARAJ BALASHEB PATIL bearing the USN 1BI15ME156 of 8th semester

B. E in Mechanical Engineering, Bangalore Institute of Technology, Bengaluru, hereby
declare that the work being presented in this Technical Seminar Work entitled “LEAN
MANUFACTURING” is an authentic record of the work that has been carried out by us
during the course under the supervision of guide Mr. P.L. KUMAR, Assistant Professor,
Department of Mechanical Engineering, Bangalore Institute of Technology, Bangalore.
The work contained in this report has not been submitted in part or full to any other
university or Institution or Professional body for the award of any degree or diploma or any
fellowship.

Place: Bangalore

Date: 16/04/2019

Name: TEERTHARAJ BALASAHEB PATIL Signature

USN : 1BI15ME156

iii
 TABLE OF CONTENTS

ACKNOWLEDGEMENT ………………………………………………i
ABSTRACT……………….……………………………………………...ii
DECLARATION………….……………………………………………..iii
CONTENTS ……………………………………………………………..iv
LIST OF FIGURES……………………………………………………...V
CHAPTER 1: HISTORY OF LEAN MANUFACTURING…………. 1
CHAPTER 2: INTRODUCTION TO LEAN MANUFACTURING…2
CHAPTER 3: WASTES IN MANUFACTURING…………………….3
CHAPTER 4: ELEMENTS OF LEAN MANUFACTURING………...7
CHAPTER 5: KEYS TO SUCCESS OF LEAN……………………….13
CHAPTER 6: COMPARISION B/W LEAN AND TRADITIONAL
MANUFACTURING…………………………………...14
CHAPTER 7: BENEFITS OF THE LEAN MANUFACTURING…...18
CHAPTER 8: CASE STUDY……………………………………………20
CHAPTER 9: CONCLUSION…………………………………………..21
REFERENCES…………………………………………………………...22

iv
 LIST OF FIGURES

Fig 2.1 Wastes in Manufacturing ………………………………………………2

Fig 4.1 Time of Activity………………………………………………………...8
Fig 4.2 Push System……………………………………………………………9
Fig 4.3 Pull system…………………………………………………………….10
Fig 4.4 One-piece flow………………………………………………………...10
Fig 4.5 Floor arrangement……………………………………………………..11

V
Lean Manufacturing Seminar report 2018-19

CHAPTER 1:
HISTORY OF LEAN MANUFACTURING

In 1900’s U.S. manufacturers like Henry Ford brought the idea of production. U.S.
manufacturers have invariably looked for potency ways that facilitate cut back prices,
improve output, establish competitive position, and increase market share. Early process-
oriented production producing strategies common before war II shifted later to the results-
oriented, output-focused, production systems that control most of today's manufacturing
businesses.

Japanese manufacturers re-building after the Second World War were facing declining
human, material, and financial resources. The problems they moon-faced in producing were
immensely completely different from their Western counterparts. These circumstances
diode to the event of latest, lower cost, manufacturing practices. 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 technique was to attenuate the consumption of resources
that additional no worth to a product.

The lean producing idea was popularized in yankee factories in giant half by the
Massachusetts Institute of Technology study of the movement from production toward
production as delineate in The Machine That modified the globe, (Womack, Jones & Roos,
1990), which discussed the significant performance gap between Western and Japanese
automotive industries. This book delineate the necessary parts accounting for superior
performance as lean production. The term "lean" was used as a result of Japanese business
strategies used less human effort, capital investment, floor space, materials, and time in all
aspects of operations. The resulting competition among U.S. and Japanese automakers over
the last 25 years has led to the adoption of these principles within all U.S. manufacturing
businesses. Now it's got international acceptance and is adopted by industries world over
to stay up with the fast paced and competitor industrial field.

Dept. of Mechanical Engineering, BIT 1

Lean Manufacturing Seminar report 2018-19

CHAPTER 2:

INTRODUCTION TO LEAN MANUFACTURING

Lean manufacturing is a manufacturing system and philosophy that was originally
developed by Toyota, Japan and is now used by many manufacturers throughout the world.

Lean Manufacturing can be defined as:

"A systematic approach to identifying and eliminating waste (non-value-added activities)

through continuous improvement by flowing the product at the pull of the customer in
pursuit of perfection."

The term lean manufacturing is a more generic term and refers to the general principles and
further developments of becoming lean.

The term lean is very apt because in lean manufacturing the emphasis is on cutting out
“FAT” or wastes in manufacturing process. Waste is defined as anything that does not add
any value to the product. It could be defined as anything the customer is not willing to pay
for.

Manufacturing philosophy is pivoted on designing a manufacturing system that perfectly

blends together the fundamentals of minimizing costs and maximizing profit. These
fundamentals are Man (labour), Materials and Machines (equipments) called the 3 M’s of
manufacturing. A well-balanced 3M is resulted through lean manufacturing.
Wastes in production.

Fig 2.1 Wastes in Manufacturing

Dept. of Mechanical Engineering, BIT 2

Lean Manufacturing Seminar report 2018-19

CHAPTER 3:
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 the customer is not willing to pay for.

Typically, the types of waste considered in a lean manufacturing system include:

3.1 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 overproduction waste include:

• Just-in-case logic
• Misuse of automation
• Long process setup
• Unleveled scheduling
• Unbalanced work load
• Over engineered
• Redundant inspections

3.2 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:

Dept. of Mechanical Engineering, BIT 3

Lean Manufacturing Seminar report 2018-19

• Unbalanced work load

• Unplanned maintenance
• Long process set-up times
• Misuses of automation
• Upstream quality problems
• Unleveled scheduling

3.3 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

3.4 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 processing waste include:

• Product changes without process changes

• Just-in-case logic
• True customer requirements undefined
• Over processing to accommodate downtime
• Lack of communications

Dept. of Mechanical Engineering, BIT 4

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• Redundant approvals
• Extra copies/excessive information

3.5 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

3.6 Motion
Motion of the workers, machines, and transport (e.g. due to the inappropriate location of
tools and parts) is 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

3.7 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

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• Unbalanced inventory level

• Deficient planned maintenance
• Inadequate education/training/work instructions
• Product design
• Customer needs not understood

3.8 Underutilizing people

Causes of people waste include:

• Old guard thinking, politics, the business culture

• Poor hiring practices
• Low or no investment in training
• 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.

Dept. of Mechanical Engineering, BIT 6

Lean Manufacturing Seminar report 2018-19

CHAPTER 4:

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.

4.1 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?

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.

Dept. of Mechanical Engineering, BIT 7

Lean Manufacturing Seminar report 2018-19

Fig 4.1 Time of activity

4.2 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 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.

4.3 Pull system

Manufacturing system can be divided into two

Dept. of Mechanical Engineering, BIT 8

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4.3.1 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.

Information Flow

Supp Process A Process B Process C Customer

Raw material Fin.Goods
lier
WIP

WIP
Part Flow

Fig 4.2 Push system

4.3.2 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.

Dept. of Mechanical Engineering, BIT 9

Lean Manufacturing Seminar report 2018-19

Information Flow

Suppli
Raw Process
material Process A Process B Process C
Cust
er omer
A

Part Flow

Fig 4.3 Pull system

4.4 One-piece flow

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.

• One-piece
Following figures show how effective is one-piece flow over batch production.
flow

Proces Proces Proces

s A s B s C

12 min. for total order

3 min. for first part

Fig 4.4 One-piece flow

From the above example it is clear that the lead time can be reduced to almost 40% of the
lead time when it was batch production. Also, it can be noted that it takes about 85% less

Dept. of Mechanical Engineering, BIT 10

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time for the first part to be produced. Thus, product can be produced according to current
demand quickly.

4.5 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.

Following figures shows the diagrammatic representation of both forms of floor

arrangement.

FUNCTIONAL CELLS

Fig 4.5 Floor arrangements

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4.5.1 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. Departmental conflicts eliminated

8. Simplified Scheduling

9. Less Space Required

4.6 The 5 S’s

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, 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.

Dept. of Mechanical Engineering, BIT 12

Lean Manufacturing Seminar report 2018-19

CHAPTER 5:

KEYS TO LEAN SUCCESS

Following are some considerations to successful lean implementation:

5.1 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

5.2 Employee involvement

• Push decision making and system development down to the “lowest levels”
• Trained and truly empowered people

5.3 Identify and empower champions, particularly operations managers

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

• Make it both directive yet empowering

5.5 Atmosphere of experimentation

• Tolerating mistakes, patience, etc.

• Willingness to take risks

5.6 Installing “enlightened” and realistic performance measures,

evaluation, and reward systems

Do away with rigid performance goals during implementation

• Measure results and not number activities/events

• Tie improvements, long term, to key macro level performance targets.

Dept. of Mechanical Engineering, BIT 13

 Lean Manufacturing Seminar report 2018-19

CHAPTER 6:

COMPARISION BETWEEN LEAN AND

TRADITIONAL 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 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.

6.1 OVERALL ORGANIZATIONAL CHARACTERISTICS

TRADITIONAL MASS LEAN PRODUCTION

PRODUCTION

Business Strategy Product-out strategy focused on Customer focused strategy focused

exploiting economies of scale of on identifying and exploiting
stable product designs and non- shifting competitive advantage.
unique technologies

Customer Makes what engineers want in large Makes what customers want with
Satisfaction quantities at statistically acceptable zero defect, when they want it, and
quality levels; dispose of unused only in the quantities they order
inventory at sale prices

Leadership Leadership by executive command Leadership by vision and broad

participation

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Organization Hierarchical structures that Flat structures that encourage

encourage following orders and
discourage the flow of vital
information that highlights defects,
operator errors, equipment
abnormalities, and organizational
deficiencies.
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 Information-weak Information-rich management based

Management management based on on visual control systems maintained
abstract reports by all employees

Cultural Culture of loyalty and Harmonious culture of involvement

obedience, subculture of based on long-term development of
alienation and labor human resources
strife

Production Large-scale machines, Human-scale machines, cell-type

functional layout, layout, multi-skilling, one-piece flow,
minimal skills, long zero inventories
production runs, massive
inventories

Operational capability Dumb tools that assume Smart tools that assume standardized
an extreme division of work, strength in problem
labor, the following of identification, hypothesis generation,
orders, and no problem- and experimentation
solving skills

Maintenance Maintenance by Equipment management by

maintenance specialists production, maintenance and
engineering

Engineering “Isolated genius” model, Team-based model, with high input

with little input from from customers and concurrent
customers and little development of product and
respect for production production
realities.
Table 1.1 Comparison b/w Lean and Traditional manufacturing

Dept. of Mechanical Engineering, BIT 15

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6.2 MANUFACTURING METHODS

TRADITIONAL MASS LEAN PRODUCTON

PRODUCTION

Production schedules are Forecast — product is Customer Order — product is

based on… pushed through the facility pulled through the facility

Products manufactured Replenish finished goods Fill customer orders (immediate

to… inventory shipments)

Production cycle times Weeks/months Hours/days

are…

Manufacturing lot size Large, with large batches Small, and based on one-piece flow
quantities are… moving between between operations
operations; product is sent
ahead of each operation

Plant and equipment By department function By product flow, using cells or lines
layout is… for product families

Quality is assured… Through lot sampling 100% at the production source

Workers are typically One person per machine With one person handling several
assigned… machines

Worker empowerment Low — little input into High — has responsibility for
is… how operation is identifying and implementing
performed improvements

Inventory levels are… High — large warehouse Low — small amounts between
of finished goods, and operations, ship often
central storeroom for in-
process staging

Inventory turns are… Low — 6-9 turns pr year High — 20+ turns per year
or less

Flexibility in changing Low — difficult to handle High — easy to adjust to and

manufacturing and adjust to implement
schedules is…

Dept. of Mechanical Engineering, BIT 16

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Manufacturing costs Rising and difficult to Stable/decreasing and under control

are… control

Table 1.2 Comparison based on methods of production

Dept. of Mechanical Engineering, BIT 17

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CHAPTER 7:

BENEFITS OF LEAN MANUFACTURING

According to the study conducted in various industries world over the main benefits
achieved by implementation of lean manufacturing is as shown below.

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 directly or indirectly affects the performance of the industry.

7.1 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

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• 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

However, by continually focusing on waste reduction, there are truly no ends to the benefits
that can be achieved.

Dept. of Mechanical Engineering, BIT 19

Lean Manufacturing Seminar report 2018-19

CHAPTER 8:

CASE STUDY
8.1 The company:

The Parker Hannifin Aircraft Wheel & Brake Division.

8.2 The product:

Designer and manufacturer of aerospace commercial and military wheel and brake
systems.

8.3 The challenge:

To reduce high finished goods, spares components and work-in-process inventory levels
and the need to reduce long engineering and manufacturing cycle times.
The project objectives:
• 1. Reduce total Final Assembly (F-A) cycle time from 30 to 15 days.
• 2. Redesign F-A operations to:
a. Integrate product-lines where feasible;
b. Kit, build, pack & ship in one day;
c. Optimize available floor space;
d. Minimize operational transportation.
8.4 Measured results:
• 1. Implemented "one-piece flow" philosophy;
a. Eliminated Build-to-Stock paradigm.
b. Reduced F-A Cycle Time from 30 to 4 days.
• 2. Saved approximately 3,200 sq. ft. of floor space (40 percent of area);
a. Integrated four product-lines into three;
b. Reduced Transportation up to 30 percent.

Dept. of Mechanical Engineering, BIT 20

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CHAPTER 9:

CONCLUSION
“LEAN” can be said as adding value by eliminating waste being responsive to change,
focusing on quality and enhancing the effectiveness of the work force. Although lean has
its origin in the automobile industry it is being successfully used in other production
industries. Lean manufacturing is now extended to fields like I.T, service etc in order to
reduce production cost and meet changing customer needs. Since lean is completely
customer oriented it is here to stay. It is also important as emphasis customer satisfaction.

Lean has made its way into curriculum of major universities around the world. In
universities like MIT, Maryland university etc Lean manufacturing is included into the
syllabus and it is given importance to new entrepreneurs. Many consulting firms are also
functioning for proper guidance to those who are interested in lean.

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
more you eliminate waste the more you become lean. That is why it is said that:

Dept. of Mechanical Engineering, BIT 21

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REFERENCES

1. Besterfield, Dale H.: “Total quality management”,

2. www.advancedmanufacturing.com
3. www.1000ventures.com
4. www.mamtc.com

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Dept. of Mechanical Engineering, BIT 26

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Dept. of Mechanical Engineering, BIT 27