IJCSMS International Journal of Computer Science & Management Studies, Vol.

13, Issue 05, July 2013

ISSN (Online): 2231 –5268
www.ijcsms.com

Modern Techniques of Lean Manufacturing Applied

in Operations Management
Dr. Debasish Basak1, Md. Tarique Haider2, Abhinav Kumar Shrivastava3
1
Senior Principal Scientist and Head, Electrical Laboratory, CSIR-CIMFR
Dhanbad, Jharkhand, India
deba65@yahoo.com
2
Enginner, Hindustan Aeronautics Limited,
Barrackpore-Kolkata, West Bengal, India
Tariquehaider.amu@gmail.com
3
PhD Research Scholar in Management, IM&CS, NIMS University,Shobhanagar
Jaipur, Rajasthan, India
abhinavphd@gmail.com

Abstract through JIT, the manufacturing unit can achieve

In the traditional batch mode or assembly line
manufacturing process, the layout of shop floor is
done according to the activities. Not so in the lean
manufacturing system, where manufacturing cell is
designed to process parts of the product in separate
fixed areas, thus eliminating non value-added
activities. Ultimately, the layout creates a single-piece
flow. The Lean Manufacturing reduces the order flow
time, work-in-progress, material handling cost, and so
on, thus elevating customer satisfaction and profits.
Keywords: Just in Time, Six Sigma, Kanban,
Kaizen
1. Introduction
A few most important Lean Manufacturing
Techniques are discussed as follows:-
• Just in Time
• Six Sigma
• Kanban
• Kaizen
• 5's
• Cellular Technology
2. Just in Time Technique
The JIT concept requires the raw materials for
each step in a process to reach the shop floor at
exact time and not earlier. This leads to a huge
fall in the inventory cost. The goal JIT is
achieved by using techniques like
standardizations of processes, TPM and Kanban.
Throughout lean manufacturing and ultimately
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following goals:
1. Reduce set time.
2. Guaranty that material will be there without
excess handling.
3. Guaranty of machine availability and
reliability.
Advocate of JIT claims it is a revolutionary
concept that all manufacturers have to adopt in
order to remain competitive. Also known as
Kanban is continuously reduce product cost by
storing the elimination of waste; no reject, no
delay, no stock piles, no idleness and no useless
motion.
To achieve low cost high quality, on time
production, the JIT system removes stock
accumulations between successive operations. It
does so by organizing around a production
quantity of “1” which means the ideal lot size for
each part is 1. Because no safety stock is
allowed, no part can faulty.
The responsibility for eradicating defective work
and equipments failures is placed on individual
operations. Output Quotas are inviolable and
fluctuations in daily schedules are minimizing to
maintain nearly uniform flow rate. Results from
applying these principles, along with a
concentrated effort to improve productivity, have
frequently been spectacular.
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IJCSMS International Journal of Computer Science & Management Studies, Vol. 13, Issue 05, July 2013
ISSN (Online): 2231 –5268
www.ijcsms.com

2.1 The Six Sigma Technique.
Six sigma is a philosophy of doing business with
a focus on eliminating defects through
fundamental process knowledge. Six sigma
methods integrate principles of business,
statistics and engineering to achieve tangible
results.
The term six sigma originated from terminology
associated with manufacturing, specifically terms
associated with statistical modeling of
manufacturing processes. The maturity of a
manufacturing process can be described by a
sigma rating indicating its yield, or the
percentage of defect-free products it creates. A
six-sigma process is one in which 99.99966% of
the products manufactured are free of defects,
compared to a one-sigma process in which only
31% are free of defects. Motorola set a goal of
“six sigmas” for all of its manufacturing
operations and this goal became a byword for the
management and engineering practices used to
achieve it.
Graph of the normal distribution, which
underlies the statistical assumptions of the Six
Sigma model.
The Greek letter σ (sigma) marks the distance on
the horizontal axis between the mean, µ, and the
curve's inflection point. The greater this distance,
the greater is the spread of values encountered.
For the curve shown above, µ = 0 and σ = 1. The
upper and lower specification limits (USL, LSL)
are at a distance of 6σ from the mean. Because of
the properties of the normal distribution, values
lying that far away from the mean are extremely
unlikely. Even if the mean were to move right or
left by 1.5σ at some point in the future (1.5
sigma shift), there is still a good safety cushion.
This is why Six Sigma aims to have processes
where the mean is at least 6σ away from the
nearest specification limit.
• Six sigma reduces costs by 50% or
more through a self-funded approach to
improvement.
• Six sigma reduces the waste chain.
• sigma affords a better understanding of
customer requirements
• Six sigma improves delivery and quality
performance
• Six sigma drives improvements rapidly
with internal resources
(Please see Table 3.1)
2.2 The “KANBAN”
The concept behind the lean manufacturing tool
is to reduce costs in high volume production
lines. One-way to do this is to smooth and
balance material flows by means of controlled
inventories. Translated as signal this allows an
organization to reduce production lead-time,
which in turn reduces the amount of inventory
required. In order to determine optimum system
designs, research often uses simulation to
determine the number of Kbn's and to study
various aspects of pull systems.
A Kan-ban is a card containing all the
information required to be done on a product at
each stage along its path to completion and
which parts are needed at subsequent processes.
These cards are used to control work-in-progress
(W.I.P.), production, and inventory flow. A Kan-
ban System allows a company to use Just-In-
Time (J.I.T) Production and Ordering Systems
that allow them to minimize their inventories
while still satisfying customer demands. A Kan-
ban System consists of a set of these cards, with
one being allocated for each part being
manufactured, that travel between preceding and
subsequent processes.
The implementation of a kanban system, as well
as other lean manufacturing methods, like 5s,
and kaizen, can have significant benefits for
almost any type of work. As a system, kanban is
faster, more efficient, and saves significant
money over most other production models.
Kanban is particularly useful for high volume,
low cost items, and may be less appropriate for
low volume, high cost, long lead time production
operations.

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IJCSMS International Journal of Computer Science & Management Studies, Vol. 13, Issue 05, July 2013
ISSN (Online): 2231 –5268
www.ijcsms.com
2.3. The “KAIZEN”
Kaizen is another critical concept in Lean
Manufacturing. Kaizen is a Japanese term for the
discipline of continuous improvement. Kaizen
differs from what most companies implemented
in the US as Continuous Improvement in the
90’s.
Kaizen is often linked with the word “event”, to
signify a short time period. Kaizen events are
often just a few days long, with a specific group
of employees working on a very specific
challenge.
Although the implementation of Kaizen includes
non-structured tools such as brainstorming, there
is generally a specific structure to carrying out a
Kaizen event. Once Lean Manufacturing is
implemented throughout the business, Kaizen
events are utilized to improve the system over
time.
Kaizen is often utilized to dramatically improve
results. For example, Kaizen might be utilized to
reduce scrap from 9% to 5%, or in setup
reduction (SMED) to reduce setup time from 30
minutes to 15.Effective implementation of
Kaizen involves all employees in solving real
problems that once solved improve the business.
The practice of this technique is based on strong
assumption that every individual or group of
individuals always carries a hidden capacity to
keep on improving the output in terms quality
and quantity. The goals of kaizen are: Continues
improvements & Self-motivation and
development.
2.4 The Working of the “KAIZEN”
Kaizen is top-to-bottom programme. It is
responsibility and interest of the top management
to inspire the human resource of the
organization and inform them about what’s,
Why’s, and How’s of kaizen.
The basic steps to incorporate kaizen as an
enterprise-wide program consist of the 4I’s. The
four “I” under umbrella of “KAIZEN” are as
follows:-
1. Inspire
2. Inform
3. Implement
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4. Improve
2.5 The 5 “S”
Lean manufacturing has a requirement to
eliminate waste. 5s system is there to help lean
manufacturing to achieve this objective. Simply
5s system will find unnecessary things in the
system. Then it will sort (Seiri) and sorted items
will be kept in order (Seiton). Then there will be
a regular cleaning process (Seiso). Then the
system will be standardized (Seiketsu). Last the
system will become the way of life (Sitsuke).
Sorting unnecessary things and keep them in the
place that they belong to. So we are moving the
things to a place where they will have a value.
By doing this continuously you will not allow
waste to appear in your system. So lean
manufacturing and 5s works together to get
double advantages in single process.
First, it eliminates wastes. Secondly it creates
value by giving the waste the position it
requires.5S represents 5 disciplines for
maintaining a visual workplace. These are
foundational to Kaizen and a manufacturing
strategy based “Lean Manufacturing” concepts.
The 5 disciplines are:
1) SORT - Remove all items from the workplace
that are not needed for current operations. Leave
only the bare essentials.
• Targets excess inventory, obsolete
items, quality defects, unneeded
tools/equipment
• Will use red tags, local and central red
tag holding areas; Account for
discarded items
• Take before and after pictures
2) SET IN ORDER – Arrange needed items so
that they are easy to find, use and put away.
• Consider motion economy
• Use painting, outlining and signboard
strategies.
3) SHINE – Sweeping, wiping-off equipment,
painting and assuring everything stays clean.
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IJCSMS International Journal of Computer Science & Management Studies, Vol. 13, Issue 05, July 2013
ISSN (Online): 2231 –5268
www.ijcsms.com
• Create 5S schedules for painting
• Must create cleaning inspection
checklists
• Create current and future shine targets
4) STANDARDIZE – Method to maintain the
first 3 disciplines (sort, set-in-order, shine)
• Prevention steps for clutter-suspension,
incorporation, elimination
• Integrate 3S duties into regular work
with 5S job cycle charts, 5 minute 5S,
visual 5S activities
5) SUSTAIN – A top-down support of the
ongoing 5S process.
• Must create the conditions to support 5S
• Allocate time
• Create awareness
• Provide a structure
• Show support
• Offer rewards and recognition
• Encourage training/participation
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2.6 The “Cellular Technology”
In a cellular manufacturing system (CMS),
machines are grouped into several cells, where
each cell is dedicated to a particular part family
and the objective is to maximize cell
independence.
CMS helps in reducing the material handling,
work-in-process, setup time, and manufacturing
lead time and improve productivity, operation
control, etc. The facility layout used during lean
implementation can be either be a line layout or
in the form of cells.
After grouping parts in to various part families,
machine cells can be formed to produce those
parts well inside the cells. As some of the lean
manufacturing concepts are different from that of
cellular manufacturing,
Graph Representing the Excellence of the
“Six Sigma” Concept in achieving 99.9999
“Accurate and Defect Free Results”.
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IJCSMS International Journal of Computer Science & Management Studies, Vol. 13, Issue 05, July 2013
ISSN (Online): 2231 –5268
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3. Conclusion
Lean manufacturing produces optimum results
only if it is implemented as an ongoing
improvement process, involving everyone at
every level. Kaizen technique is another essential
for lean manufacturing system. Masaki Imai, the
founder of kaizen institute, expounds kaizen as
“Continuous Improvement, without spending
much money using common sense”. It doesn’t
cost money but it changes the way people do the
job. It is about making the most about 5-M of the
organization i.e

1. Manpower
2. Material
3. Method
4. Machine
5. Measurement

References

1. “Lean Thinking” by James P. Womack

& Daniel T. Jones.
2. “Production System” by James L.
Riggs.
3. “Quality Control System” by J. R.
Taylor, Tata McGraw Hill Publication.
4. http://lean.mit.edu/public/index.html.
5. http://www.toyota.com/html/about/oper
tions/manufacturing/manulocations/
tmmk. html

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