DOI 10.4010/2016.

1526
ISSN 2321 3361 © 2016 IJESC

Research Article Volume 6 Issue No. 6

Lean Manufacturing-A Case Study Analysis

Raavi Varun Sai Krishna1, Raffi Mohammed2, Jammula Tej Kiran1
UG Scholar1, Associate Professor and HOD2
Department of Mechanical Engineering
NRI Institute of Technology, Gudoor, Telangana, India
raavi.varun44@gmail.com1

Abstract:
Waste is defined as anything that does not add value to the end product from the customer’s perspective. The manufacturer must
minimize the waste during producing the product so that the profit of the business can generate highly and the production cost can
be minimized. In our case study we studied the manufacturing procedure of casting industry. The main task in this case is to
implement lean methodology production so that the waste can be minimized.

Keywords: lean manufacturing, value stream mapping, current stream mapping, future stream mapping, lean tools.

1 .INTRODUCTION  Over Processing (resulting from poor tool or product

In 1850 Eli Whitney’s idea of interchangeable parts is the
root for this lean manufacturing and he is known as father of
this process. Later in 1900, Henry Ford introduced the idea of
the assembly line, which rapidly produced automobiles, there
reduction of wastes in manufacturing industries started. In
1950s the Toyota production system developed by ohno and
shingo makes tremendous changes in production systems by
introducing Kaizen, Kanban, and J-I-T etc. This lean is
basically based on the Toyota Production System (TPS), and
other Japanese management practice that strives to shorten the
time line between the customer order and the shipment of the
final product.
Lean producing may be a business model and assortment
of plan of action strategies that emphasize eliminating non
worth activities (waste) whereas delivering quality products on
time a minimum of price with greater efficiency. Functioning
from the attitude of the consumer who consumes a product or
service, or any action that customer would be willing to pay
money for the original there are seven wastes (muda) they are:
design creating activity).
 Defects (the effort involved in inspecting for and fixing
defects).
Later an eighth waste was defined by Womack et al. (2003); it
was described as manufacturing goods or services that do not
meet customer demand or specifications.
1. CASE STUDY
The casting industry where the ring type joint gaskets are
manufactured using lathe machines and CNC lathe machines.
We observed their traditional manufacturing process and
identified some waste by value stream mapping.
VALUE STREAM MAPPING (VSM)
VSM is a lean tool that employs a flow diagram documenting
in high detail each step of a process. It’s the basic lean tool to
spot waste, reduce process cycle times, and implement method
improvement.

 Transport (moving products that are not actually required
to perform the processing).
 Inventory (all components, work in process, and finished
product not being processed).
There are two types of mappings they are:
I. Current state mapping: The current state mappings
show the value stream of operations performing by the
industry right now without using any lean techniques.

 Motion (people or equipment moving or walking more
than is required to perform the processing).
 Waiting (waiting for the next production
interruptions of production during shift change).
II. Future state mapping: The future state mapping shows
the value stream of operations after using of suitable
lean tools. The future state mapping is a theoretical one
step, shows the profits by minimizing the waste observed in
current state mapping.

 Over production (production ahead of demand).

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THE CURRENT STATE MAPPING OF INDUSTRY

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 3. APPROPRIATE LEAN TOOLS USAGE
By seeing the current state mapping the Following tools are
used to decrease the waste.
I.CELLULAR MANUFACTURING
The machines should be installed in appropriate way where
the product should go forward flow without breaks or back
flows. Arranging people and equipment into cells has great
advantages in terms of achieving lean goal.
II. JIDOKA
The main purpose of jidoka is to stop the production where
the abnormalities or defects occur in the production. If the
defects are observed and prolong the production at the end of
the production the product is rejected in quality till then the
whole manufacturing process is considered as a waste. Not
only stopping the process but also we should high light the
problem, identifying the root cause and tackle that and
correct the problem. Problems are removed at the early stage
the productivity begins to improve.
III.SMED (SINGLE MINUTE EXCHANGE OF DIE)
The purpose of Single Minute Exchange of Die is to reduce
the tool setting time or job setting time by arranging all tools
THE FUTURE STATE MAPPING AFTER USING THE ABOVE LEAN TOOLS
International Journal of Engineering Science and Computing, June 2016
and job near to the machine and by using clamps instead of
screws which can fitted by pushing.
IV.ZERO DEFECT MANUFACTURING
Zero Defects is a management tool aimed at the reduction of
defects through prevention. It is directed at motivating
people to prevent mistakes by developing a constant,
conscious desire to do their job right the first time. It also
improves the quality of product ant it enables the root cause,
analysis, solving of the problem.
V. KANBAN
It creates a visual display of how the process is progressing
and the progress can be tracked easily. Basically Kanban is a
pull system and reduce the amount of work in process; it
values smooth flow of work throughout the process.
VI. JUST-IN-TIME
J-I-T production means without any inventories the
production should be complete smoothly the just-in-time is a
pull system.
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 4. COMPARISON BETWEEN CURRENT STATE with less” the exact thing is observed in this case study
MAPPING AND FUTURE STATE MAPPING: more productivity with less waste.

6. REFRENCES
 Zipkin, P.H., Foundations of Inventory Management,
7 McGraw Hill, New York, 2000.
6  Optimal acquisition price management in a
5 remanufacturing system Sarat Kumar Jena a & S.P.
CURRENT STATE Sarmah.
4 MAP
 http://en.wikipedia.org/wiki/Lean_manufacturing.
3 FUTURE STATE
2 MAP  http://www.reliableplant.com/Read/11691/lean-
manufacturing-implementation.
1
 www.leanmanufacturingtools.org.
0
NUMBER OF
 www.youtube.com/gembaacademy.com.
WORKING DAYS
 www.gembaacademy.com
Column chart 1
The number of working days decreases from 7 to 1 in  Jordan Journal of Mechanical and Industrial Engineering
future state map. Reduction of Wastages in Motor Manufacturing Industries.
10000 P. Vendan *, K. Sakthidhasan vol: 4, Nov – 2010 India.

9000

8000

7000

6000

5000 CURRENT STATE

4000 FUTURE STATE

3000

2000

1000

0
NON-VALUE ACTIVITIES
Column chart 2
The Non-value activities in current state map is huge
8858.4 minutes Compared to future state map 254 minutes.

5. CONCLUSION
Future state mapping is an theoretical approach,
built up by using suggested methods and if the
organization utilizes the lean manufacturing tools really it
increases the productivity and beneficial to organization
the main theme of the lean manufacturing is “get more

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