A

TECHNICAL SEMINOR REPORT

on

LEAN MANUFACTURING

Submitted for partial fulfilment of the requirements for the award of the degree of

BACHELOR OF TECHNOLOGY

in

MECHANICAL ENGINEERING

Prepared by

N.VIVEK VARDHAN REDDY (19K85A0353)

DEPARTMENT OF MECHANICAL ENGINEERING

St. MARTIN'S ENGINEERING COLLEGE

UGC Autonomous
Affiliated to Jntuh, approved by AICTE,
Accredited By NBA & NAAC A+, ISO 9001:2008 Certified
Dhulapally, Secunderabad - 500 100

JANUARY - 2022
 St. MARTIN'S ENGINEERING COLLEGE
An Autonomous Institute
NBA& NAAC A+ Accredited
Dhulapally, Secunderabad - 500 100
ww.smec.ac.in

Certificate

This is to certify that the Technical Seminarreportentitled“LEAN MANUFACTURING”

is being submitted N.VIVEK VARDHAN REDDY (19K85A0353),in fulfilment of the

requirement for the award of degree of BACHELOR OF TECHNOLOGY IN

MECHANICAL ENGINEERING is recorded of bonafide work carried out by them. The

result embodied in this report have been verified and found satisfactory.

Internal Examiner External Examiner

Date:-

Place:-

i
CONTENTS

Certificate i
List of figures iii
1. LEAN MANUFACTURING

1.1 Introduction 1
1.2 Back Ground Of Lean Manufacturing 2
1.3Needs Of Lean Manufacturing 4

2. CHAPTER 2

2.1Working Principle 5

2.2Objectives Of Lean Manufacturing 8

2.3The Apply Of Lean Manufacturing 8

2.4Lean Manufacturing Techniques Bottleneck Analysis 16

3. CHAPTER 3

3.1.Advantages 21

3.2 Disadvantages 21

3.3 Limitations 21

4. CHAPTER 4

4.1Conclusion 22

5. REFERENCES 23

ii
LIST OF FIGURES

Figure :- 2.1 Principles Of Lean 5

Figure:- 2.2 Wastes Of Lean Manufacturing 8

Figure: - 2.3 Illustration Of Transportation Waste 9

Figure: - 2.4 Illustration Of Inventory Waste 10

Figure: - 2.5 Illustration Of Motion 11

Figure: -2.6 Illustration of waiting 12

Figure: - 2.7 Illustration of over production 13

Figure: - 2.8 Illustration of over processing 14

Figure : 2.9 Illustration Of Defects Waste 14

Figure: - 2.10 Illustration of skills waste 15

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 CHAPTER 1
INTRODUCTION
Lean Manufacturing Lean manufacturing or lean production are
reasonably new terms that can be traced to Jim Womack, Daniel Jones
and Daniel Roos’ book, The Machine that changed the world [1991].
In the book, the authors examined the manufacturing activities
exemplified by the Toyota Production System. Lean manufacturing is
the systematic elimination of waste. As the name implies, lean is
focused at cutting “fat” from production activities. It has also been
successfully applied to administrative and engineering activities as
well. Although lean manufacturing is a relatively new term, many of
the tools used in lean can be traced back to Fredrick Taylor and the
Gilbreaths at the turn of the 20th century. What Lean has done is to
package some well-respected industrial/manufacturing engineering
practices into a system that can work in virtually any environment.
Figure 18.1 provides a definition of lean as afunction of the outcomes
that one realizes. The definition comes from Womack and it identifies
the results rather than the method of lean. In the following sections,
the procedures and specifics of lean will be introduced The 3 M’s of
Lean manufacturing is a Japanese method focused on 3M’s. These Ms
are: muda, the Japanese word for waste, Mura, the Japanese word for
inconsistency, and muri, the Japanese word for unreasonableness.
Muda specifically focuses on activities to be eliminated. Within
manufacturing, there are categories of waste. Waste is broadly
defined as anything that adds cost to the product without adding value
to it. Generally, muda (or waste) can be grouped into the following
categories:

1. Excess production and early production

2. Delays

3. Movement and transport

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 Lean manufacturing (also known as lean production, just-in-time
manufacturing and just-in-time production, or JIT) is a Production
method

aimed primarily at reducing times within the production system as

well as response times from suppliers and to customers.

It is derived from Toyota's 1930 operating model "The Toyota Way"

(Toyota Production System, TPS). The term "Lean" was coined in
1988 by John Krafcik, and defined in 1996 by James Womack and
Daniel Jones to consist of five key principles: "Precisely specify
value by specific product, identify the value stream for each product,
make value flow without interruptions, let customer pull value from
the producer, and pursue perfection."

Companies employ the strategy to increase efficiency. By receiving

goods only as they need them for the production process, it reduces
inventory costs and wastage, and increases productivity and profit.
The downside is that it requires producers to forecast demand
accurately as the benefits can be nullified by minor delays in the
supply chain. It may also impact negatively on workers due to added
stress and inflexible conditions. A successful operation depends on a
company having regular outputs, high- quality processes, and reliable
suppliers.

Back Ground Of Lean Manufacturing

Lean is a philosophy that spurred from the Toyota Production System

(TPS).

TPS was created by Toyota’s founder Sakichi Toyodo, Kiichiro

Toyoda, and Taiichi Ohno. Much of TPS was also influenced by W.
Edwards Deming’s statistic process control (SPC) and Henry Ford’s
mass production lines.
However, the Japanese were not impressed with Ford’s approach because it was filled with over-
production, lots of inventory, and much waiting. Toyota identified these weaknesses in Ford’s
production line and adapted the production line to create a more productive and reliable

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production line. TPS and lean also use just-in-time inventory where only small amounts of
inventory were ordered and very little inventory was left waiting in the

which usually bought high volumes of materials and had high

inventory levels to lower costs.

After TPS proved to be successful for Toyota, many companies

adapted their production lines to incorporate lean principles. Lean
management was first introduced in the United States in the early
1980’s after a global study of the performance of automotive assembly
plants. Essentially, the primary principle of lean is that it is a tool used
in manufacturing to eliminate waste, improve quality, and reduce cost.
Waste is eliminated by identifying nonvalue added activity. The main
objective is to supply perfect value to the customer through a perfect
value product that has no waste. Lean manufacturing focuses at
eliminating waste along entire value streams, instead of at isolated
points, creates processes that need less human effort, less space, less
capital, and less time to make products and services at far less costs
and with much fewer defects, compared with traditional business
systems.

Companies may face certain challenges when applying lean to their

production lines. First, lean should be applied to companies that have
production lines that are routine, predictable, stable, and can be flow
charted. Second, lean implementation.

may take years and can be very costly in large companies. Depending
on how integrated the systems and how disciplined the production
line is, it is quite possible that a lean implementation may fail. There
are several key lean manufacturing principles that need to be
understood in order to implement lean. Failure to understand and
apply these principles will most likely result in failure or a lack of
commitment from everyone. These principles are as follows:

1. Elimination of waste;

2. Continuous improvement;

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 3. Respect for humanity;

4. Levelized production; 5. Just-in-time production; and

6. Quality built-in.

Manufacturing right away because the lean implementation is a long

term investment. Most CEOs make decisions that benefit the
company in the short run, and may choose not to adopt lean because it
may show unfavorable results on the financial statement during the
early stages. Lean will cause a decrease in inventory levels, causing
assets on the balance sheet to drop which is not always favorable.
However, these short term negative results will eventually become
long run gains as the company benefits from less inventory holding
costs and improved processes.

Needs Of Lean Manufacturing

• We explore the influence of environmental and information

technologies (ET&IT) on lean routines to improve industrial
performance.
• Data stem from a sample of 763 manufacturing plants in five different
European countries.
• Analyses were performed using Partial Least Squares Structural
Equation Modelling (PLS-SEM).
• Results confirm total mediation by both technologies (ET&IT)
between Lean Manufacturing (LM) and performance.
• Lm establishes shop floor conditions for developing technology
enabled capabilities that can be leveraged to improve performance.

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 CHAPTER 2
2.1 WORKING PRINCIPLE
In order to gain a competitive edge, many companies have adopted
lean manufacturing (or lean thinking) as a keystone for success in
today’s global market. Lean manufacturing has enabled businesses to
increase production, reduce costs, improve quality, and increase
profits by following five key principles: identify value, map the value
stream, create flow, establish pull and seek perfection.

Figure :- 2.1 Principles Of Lean

The Five Lean Manufacturing Principles

The five lean manufacturing principles are the foundation of Toyota’s

success sand can help businesses create products centered on what customers
want.
1) Identify Value

.The first lean principle, identifying value, is also the first step in the
journey to become lean. This step requires businesses to define what
customers value and how their products or services meet those values.
In this case, value requires:

• Designing products to meet the needs of customers

• Removing features that do not specifically meet those needs
By designing products to meet specific needs, businesses will

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 eliminate wasteful steps that may have been required for unwanted
features. Design for Six Sigma (DFSS) is one method that can help
businesses identify value. Using DFSS, companies can systematically
define, measure, and analyze what their customers want. Companies
can then design products tailored for their customers.

2) Map the Value Steam

The second lean manufacturing principle is mapping the value stream.

A value stream is the complete life-cycle of a product, which includes
the product’s design, the customers’ use of the product and the
disposal of the product.This step requires companies to identify and
map the product’s value stream. Lean tools like Value Stream
Mapping (VSM) can be used to visually map out the entire product
flow. Once the value stream is mapped, it will be easier to find and
minimize steps that do not add value.

3) Create Flow

The third lean principle is creating flow. Efficient product flow

requires items to move from production to shipping without
interruption and can be achieved by strategically organizing the work
floor. Every factor, from people and equipment to materials and
shipping, must be taken into account to ensure products seamlessly
move through the production process.A wellorganized work floor will
result in reduced production time, inventory size and material
handling.

4) Establish Pull
Closely related to creating flow, the fourth lean principle requires businesses to use a pull-based
production system. Traditional production systems use a push system, which starts with
purchasing supplies and proceeds by pushing material through the manufacturing process, even
when there isn't an order. While push systems are easy to create, they often result in large
inventories and a significant amount of work-in-progress

WIP).

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A pull system, however, pulls a customer's order from the shipping
department, which then prompts new items to be manufactured and
signals that additional supplies need to be purchased. Lean
manufacturing tools like Kanban can help businesses establish a pull
system to control the flow of materials in a production system.

Using a pull system, businesses will:

 Increase output

 Maximize usable workspace

 Reduce inventories

 Eliminate overproduction and

underproductionEliminate errors caused by having too much
WIP

5) Seek Perfection

The final lean manufacturing principle requires companies to seek

perfection. While seeking perfection may seem straightforward, it is
often one of the most difficult principles to successfully apply in the
workplace. Seeking perfection requires companies to continuously
improve their practices and often requires a shift in the workplace
culture.
Kaizen, a philosophy of continuous improvement, can help businesses
with this shift by creating a culture where workers seek perfection.
Kaizen focuses on making small, incremental changes and requires
every worker, from the corner office to the production floor, to help
improve business practices.
Over time, Kaizen will result in increased efficiency, lower costs,
greater productivity, and better quality products.

Objectives Of Lean Manufacturing

the main objectives of lean manufacturing are :

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• minimize waste and costs
• maximize productivity and quality

• ensure continuous improvement

The Apply Of Lean Manufacturing

• The first step is identifying what is known as the seven wastes of lean.

The objective of Lean Manufacturing is to eliminate

waste.

• the eight wastes of lean manufacturing are:

1. Transport

2. Inventory

3. Motion

4. Waiting

5. Over production

6. Over processing

7. Defects 8.Unutilized talent

Figure:- 2.2 Wastes Of Lean Manufacturing

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 Figure: - 2.3 Illustration Of Transportation Waste

1) Inventory
Often times it is difficult to think about excess inventory as waste. In
accounting, inventory is seen as an asset and oftentimes suppliers give
discount for bulk purchases. But having more inventory than
necessary to sustain a steady flow of work can lead to problems
including: product defects or damage materials, greater lead time in
the production process, an inefficient allocation of capital, and
problems being hidden away in the inventory. Excess inventory can
be caused by over-purchasing, overproducing work in process (WIP),
or producing more products than the customer needs. Excess inventory
prevents detecting production-related problems since defects have
time to accumulate before it is discovered. As a result, more work will
be needed to correct the defects.
In-office inventory waste could be files waiting to be worked on,
customers waiting for service, unused records in a database, or
obsolete files. Manufacturing inventory waste could include broken
machines sitting around, more finished products than demanded, extra
materials taking up work space, and finished products that cannot be
sold. Some countermeasures for inventory include: purchasing raw
materials only when needed and in the quantity needed, reducing
buffers between production steps, and creating a queue system to
prevent overproduction.

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 Figure: - 2.4 Illustration Of Inventory Waste

2) Motion
The waste in motion includes any unnecessary movement of people,
equipment, or machinery. This includes walking, lifting, reaching,
bending, stretching, and moving. Tasks that require excessive motion
should be redesigned to enhance the work of personnel and increase
the health and safety levels.
In the office, wasted motion can include walking, reaching to get
materials, searching for files, sifting through inventory to find what is
needed, excess mouse clicks, and double entry of data. Manufacturing
motion waste can include repetitive movements that do not add value
to the customer, reaching for materials, walking to get a tool or
materials, and readjusting a component after it has been installed.
Some countermeasures for motion include making sure the workspace
is well organized, placing equipment near the production location, and
putting materials at an ergonomic position to reduce stretching and
straining.

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 Figure: - 2.5 Illustration Of Motion

3) Waiting
The waste of waiting includes:

1) People waiting on material or equipment and

2) idle equipment. Waiting time is often caused by unevenness in the

production stations and can result in excess inventory and
overproduction. In the office, waiting waste can include waiting for
others to respond to an email, having files waiting for review,
ineffective meetings, and waiting for the computer to load a
program. In the manufacturing facility, waiting waste can include
waiting for materials to arrive, waiting for the proper instructions
to start manufacturing, and having equipment with insufficient
capacity. Some countermeasures for waiting include: designing
processes to ensure continuous flow or single piece flow, leveling
out the workload by using standardized work instructions, and
developing flexible multi-skilled workers who can quickly adjust
in the work demands.

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 3)
4)
5) Figure: -2.6 Illustration of waiting
6)
7) 5) Over production
Over production occurs when manufacturing a product or an element of the product before it is
being asked for or required. It may be tempting to produce as many products as possible when
there is idle worker or equipment time. However, rather than producing products just when they
are needed under the ‘Just In Time’ philosophy, the ‘Just In Case’ way of working leads a host of
problems including preventing smooth flow of work, higher storage costs, hiding defects inside
the WIP, requiring more capital expenditure to fund the production process, and excessive lead-
time. Additionally, over-producing a product also leads to an increase in likelihood that the
product or quantities of products produced are beyond the customer’s requirements.In an office
environment, overproduction could include making extra copies, creating reports no one reads,
providing more information than needed, and providing a service before the customer is ready.
Manufacturing overproduction involves producing more products than demanded through a
‘push production system’ or producing products in higher batch sizes than needed.There are
three countermeasures for overproduction. Firstly, using a ‘Takt Time’ ensures that the rate of
manufacturing between stations are even. Secondly, reducing setup times enables
manufacturing small batches or single-piece flow. Thirdly, using a pull or ‘Kanban’ system can
control the amount of

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 1)
2)
3) Figure: - 2.7 Illustration of over production
4)
5) 6).Over-processing

6) Over-processing refers to doing more work, adding more

components, or having more steps in a product or service than what
is required by the customer. In manufacturing this could include
using a higher precision equipment than necessary, using
components with capacities beyond what is required, running more
analysis than needed, over-engineering a solution, adjusting a
component after it has already been installed, and having more
functionalities in a product than needed. In the office, over-
processing can include generating more detailed reports than
needed, having unnecessary steps in the purchasing process,
requiring unnecessary signatures on a document, double entry of
data, requiring more forms than needed, and having an extra step in
a workflow.
7)
One simple way to counter over-processing is to understand the work requirements from the
standpoint of the customer. Always have a customer in mind before starting work, produce to the
level of quality and expectation that the customer desires, and make only the quantities n

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 Figure: - 2.8 Illustration of over processing

7) Defects
Defects occurs when the product is not fit for use. This typically
results in either reworking or scrapping the product. Both results are
wasteful as they add additional costs to the operations without
delivering any value to the customer.
Here are four countermeasures for defects. Firstly, look for the most
frequent defect and focus on it. Secondly, design a process to detect
abnormalities and do not pass any defective items along the
production process. Thirdly, redesign the process so that does not lead
to defects. Lastly, use standardize work to ensure a consistent
manufacturing process that is defect free.

Figure : 2.9 Illustration Of Defects Waste

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 8) Skills
Even though it was not part of the Toyota Production System (TPS),
many people are well aware of the 8th waste - the waste of human
potential. The 8th waste is also described as the waste of unused
human talent and ingenuity. This waste occurs when organizations
separate the role of management from employees. In some
organizations, management’s responsibility is planning, organizing,
controlling, and innovating the production process. The employee’s
role is to simply follow orders and execute the work as planned. By
not engaging the frontline worker’s knowledge and expertise, it is
difficult to improve processes. This is due to the fact that the people
doing the work are the ones who are most capable of identifying
problems and developing solutions for them. In the office, nonutilized
talent could include insufficient training, poor incentives, not asking
for employee feedback, and placing employees in positions below
their skills and qualifications. In manufacturing, this waste can be
seen when employees are poorly trained, employees not knowing how
to effectively operate equipment, when employees are given the
wrong tool for the job, and when employees are not challenged to
come up with ideas to improve the work.

Figure: - 2.10 Illustration of skills waste

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9) Identifying and Eliminating the skills Wastes

The first step to reducing waste is recognizing that they exist and
having an effective process for identifying them. Value Stream
Mapping (VSM) is a Lean management method for analyzing the
current state and designing a future state. It shows the flow of
information and material as they occur. VSM is an effective tool for
mapping out the processes involved, displaying the relationship
between production processes in a visual manner, and for separating
value-added and non-value-added activities.

In order to identify wastes, use the VSM and start with the end
customer in mind. Work backwards from the end customer to the start
of the production processes. Document instances of the 8 wastes in the
processes and develop a plan for eliminating or reducing them.
Continue challenging your team to find more wastes and continuously
improve your processes. Engage with the frontline workers and elicit
their ideas for improvement. As your team begins reducing
efficiencies they will gain more confidence in their problem-solving
capabilities and over time reducing waste becomes a part of their
daily routine.

Lean manufacturing techniques bottleneck analysis

There is an important practice in Lean Manufacturing, which is

measuring processing times and flow times for each productive
process. These times make it possible to calculate the process
capacity in order to identify the bottleneck activity.

A bottleneck activity is something that limits the turnout of the

process. After identifying the bottleneck, actions are taken to improve
the performance of the activity, thus improving overall productivity.

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 Takt Time

Takt means “cycle” in German. This Lean Manufacturing technique

helps to determine the cycle of the production. This time is calculated
by dividing the time available in a period by the demand in a period.
For example, 480 minutes of work per day (8h) to produce 2400 units
results in a takt time of 480/2400 = 0.2 minutes. By calculating this
time, it is possible to align the pace of production with customer or
market demand. It usually results in a reduction of transportation,
inventory, motion, waiting, overprocessing, overproduction and
defects. So all the seven wastes of Lean Manufacturing.

Batching
Batching, also known as cellular manufacturing, is another popular
Lean Manufacturing technique. This lean tool looks at the optimal use
of machinery to achieve a continuous flow in serial production.
For example, let’s say you are manufacturing two separate parts for a
series of machines on the same work-bench. Batching means that
those two parts should be produced in batches. Thus, you don’t need
to set up the machine for each part every time. It has a significant
effect on productivity. At the same time, it results in an increase of
inventory, one of the wastes of Lean Manufacturing.
Batching is suitable when:

• The machine capacity is fixed

• The raw material is also in batches

• There is only one machine available that needs regular setup activities

Single Minute Exchange of Dies (SMED)

Depending on the type of industry, setups are often necessary to add
flexibility to the production line. However, set ups also waste a
considerable amount of time. For example, changing tools in a press
line take a lot of time as they tend to weigh tons.
This lean manufacturing technique aims to reduce set-up times to less

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 than 10 minutes by following these steps:

• Measure total changeover time

• Determine internal and external steps

• Move external steps outside of the changeover

• Shorten internal steps

• Improve external steps

• Standardize new changeover procedure

There are several benefits in applying SMED. It improves capacity,

increases batch sizes without additional inventory investments,
reduces overall process flow time and increases flexibility.
Total Productive Maintenance (TPM)

Machines need regular maintenance

This Lean Manufacturing technique is an organization-wide effort to

reduce waste resulting from equipment failure, slower production
speeds and defects.
The main objectives of total productive maintenance are to:

• Achieve maximum equipment efficiency

• Develop maintenance skills for all employees

• Increase equipment reliability

• Improve the efficiency of maintenance management

• Avoid unplanned machine downtime

• Optimize quality costs related to machine failure.

Overall Equipment Effectiveness (OEE)

This is a key metric and tool to manage equipment-intensive production

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it measures a system’s productivity

• How available a process is

• How fast a process is

• The quality of a process to produce defect-free parts

By doing so, the technique enables a systematic and detailed

monitoring of waste. This includes wasted time and defects. Thus, it
helps to identify small losses that may develop into significant losses
over a longer time- period.
Just-in-time (JIT)
It refers to producing only what is needed, when it is needed and in
the needed quantity. One should enforce this throughout the
production process.
Just-in-Time is one of the key elements of quantity control in lean
production. But there are certain requirements, such as a very stable
production system without excessive burden.
The main benefits include reduced inventory, reduced flow time,
faster identification of work process problems, reduced waiting times
and improved continuous flow.
Workplace Visualization
This is a core technique of Lean Production. It consists of making all
the important information about the workplace clearly visible and
understandable. Workplace visualization includes what is done, how
it is done, the current status, where things belong, etc. All this
information is necessary to improve communication throughout the
company.
Andon
This Lean Manufacturing tool is closely related to workplace
visualization. It involves using visual support and sometimes also
audio alarms. Examples are screens to show production status, lights

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to draw attention to problems and other types of visual help to reduce
waste.

The system encompasses a way to stop production to resolve a

problem. The activation process can be automated or manual. For
example, a worker may push a safety button to seize the production
line.

Accumulated data about errors is then available for continual

improvement in the workplace.

5S
5s is one of the most popular Lean Manufacturing techniques, it is also
one of the tools to achieve workplace visualization. The 5S are:

• Sort – sort through all inventory and remove unnecessary items

• Set in order – put all the items in the right place regarding functionality

• Shine – inspect all the machinery and maintain it regularly

• Standardize – standardized work helps to keep everything in order

• Sustain – make it a habit, so no one needs guidance

5S is one of the just-in-time manufacturing concepts that originates

from Japan. This Lean Manufacturing tool is something more than
just housekeeping. It is a systematic and sustainable method to
organize the workplace.
The reduction of waste is achieved by maximizing efficiency while
improving morale and motivation.

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CHAPTER 3
ADVANTAGES

• Increased overall productivity

• Reduced amount of floor space required

• Reduced manufacturing lead time

• Improved flexibility to react to changes- Improved quality

DISADVANTAGES

• Difficulty involved with changing processes to implement

lean principals
• Long term commitment required

• Very risky process - expect supply chain issues while

changing over to lean

LIMITATIONS

• lean production is disrupted if deliveries fail.

• Workers need commitment and managers have to be ready to

delegate, share and to trust

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 CHAPTER 4
4.1 CONCLUSION

Lean Manufacturing have many advantages and disadvantages but

like every coin has two sides, this method is very useful in order to
earn more profit, as it increases productivity and reduces company
wastage. Toyota uses this method to manufacture their cars as quickly
as possible in order to make their customers happy and satisfied by
delivering their orders on time.

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 REFERENCES

[1] http://www.sae.org/manufacturing/lean/column/leanjun01.htm&gt

[2] http://www.leanmanufacturingconsultants.com/pdf_2005/Lean

[3] http://www.leanmanufacturingapplications.com

[4] http://www.leanwastesof manufacturing.com

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