Materials Today: Proceedings 45 (2021) 7176–7182

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Materials Today: Proceedings

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Analysis on productivity improvement, using lean manufacturing

concept
R. Edwin Joseph a, N. Kanya b, K. Bhaskar a, J. Francis Xavier c, S. Sendilvelan d, M. Prabhahar e,⇑,
N. Kanimozhi f, S. Geetha g
a
Department of Automobile Engineering, Rajalakshmi Engineering College, Chennai 602105, India
b
Department of Information Technology, Dr. M.G.R. Educational and Research Institute, Chennai 600095, India
c
Schoolof Mechanical Engineeirng, VIT Bhopal University, Madhya Pradesh 466114, India
d
Department of Mechanical Engineering, Dr. M.G.R. Educational and Research Institute, Chennai 600095, India
e
Department of Mechanical Engineering, Aarupadai Veedu Institute of Technology, Chennai 603104, Tamilnadu, India
f
Department of Computer Applications, A.V.C. College of Engineering, Mayiladuthurai 609305, Tamilnadu, India
g
Department of Computer Science and Engineering, Dr. M.G.R. Educational and Research Institute, Chennai 600095, India

a r t i c l e i n f o a b s t r a c t

Article history: This work reports the testing and analysis carried out in a firm located in Chennai, which supplies timing
Received 26 December 2020 belt to original equipment manufacturers (OEM). The objectives of this paper are to improve the produc-
Received in revised form 6 February 2021 tivity in the work floor by using the lean manufacturing concept. The introduction of Overall Equipment
Accepted 12 February 2021
Efficiency (OEE) in the manufacturing process identifies the complex issues in the working process which
Available online 24 March 2021
affects the productivity. The tool which is used for the evaluating the parameters affecting productivity is
cycle time study. After the complete study from cycle time study a new set of process were implemented
Keywords:
and it has been compared with previous results hence the productivity is increased. In Previous method,
Overall equipment efficiency
Kaizen
the Productivity ranges from 7.32 to 7.97 slabs per hours. By Implementing the Standardize the Cycle
Six sigma time variation the productivity is improved to 9.1 slabs per hours with an Overall Improvement of pro-
Cycle time study duction of 19.1% in a day. The cycle time study was again carried out and listed in table 4 after the imple-
mentation of Phase 1, 2, and 3 the process time activity has been improved from 392 s to 317 s.
Ó 2020 Elsevier Ltd. All rights reserved.
Selection and peer-review under responsibility of the scientific committee of the International Confer-
ence on Mechanical, Electronics and Computer Engineering 2020: Materials Science.

1. Introduction
The term lean manufacturing is used in the industry to elimi-
nate the waste in their manufacturing process. Lean manufacturing
concept is used with implementation of Kaizen or continuous
improvement. This lean manufacturing has been followed in early
900 s in the major automobile industry. Vaibhav Nerle, et al. [1] the
author takes the tools such as check sheet, cause and effect matrix
and why – why analysis for the investigation purpose in the foun-
dry industry which is involved in manufacturing automobile cylin-
der block. The author concludes with the systematic procedure for
defect reduction. C. S. Chauhan, et al. [2] this project emphasis the
quality improvement by the application 7QC tools in the manufac-
⇑ Corresponding author.
E-mail address: mprabhahar@gmail.com (M. Prabhahar).
turing of tapper roller bearing industry. P. Patel, et al. [3] the
production process involved in drilling bits is quite simple, but
the rejections will cost more quality standard. For the above reason
the author conducted the case study Taper Shank Drills Manufac-
turing Industry and evaluated the root cause for quality related
problems. The author recommends the implementation 7QC tools
in simplified manner. Aniruddha Joshi, et al. [4] represents the
metal casting defects and their defect reduction with Pareto chart,
cause and effect diagram. The results improved the productivity
and quality level. Surabhi Hathwar P V, et al. [5] reported that
the major issue of disorganizing and absence of inventory in the
pump industry. This report suggests the most effective and effi-
cient technique value stream mapping for the inventory and orga-
nizing related issues to reduce the cycle time. From the above
lecture lean manufacturing tools not only contribute to productiv-
ity it also transforms the organization culture in quality aspects.

https://doi.org/10.1016/j.matpr.2021.02.412
2214-7853/Ó 2020 Elsevier Ltd. All rights reserved.
Selection and peer-review under responsibility of the scientific committee of the International Conference on Mechanical, Electronics and Computer Engineering 2020:
Materials Science.
R. Edwin Joseph, N. Kanya, K. Bhaskar et al.
The project is carried out in a firm located in Chennai who supplies
timing belt to OEM. The objectives of this paper is to improve the
productivity in the work floor by using the lean manufacturing
concept
2. Six major losses in lean
The key objectives OEE (Overall Equipment Effectiveness) is to
decrease or get rid of what is known as the ‘‘Six Major Losses” that
indicates the most common source in productivity failures and
quality standards. The ‘‘Six Major Losses” have been trade down
in three categories of Availability, Performance and Quality. Each
category is divided into two groups. The sub categories of Avail-
ability, performance and quality are listed in the below Table 1.
3. Cycle time study
Time study may be defined as ‘‘The art of observing and record-
ing the time required to do each detailed element of an industrial
operation”. The term industrial operation includes manual, mental
and machining operations, where:
 Manual time is divided into three types of operations, i.e. han-
dling of tools, machines and materials.
 Mental time includes time taken by the worker for thinking
over some operations [6].
 Machining time includes time taken by the machines in doing
its share of work.
3.1. Procedure for cycle time study
Cycle Time study is conducted in a work floor environment and
the parameters for the study are average workers and average
machines. Cycle time study is conducted by the Time Study expert,
who should be familiar and have the knowledge of all informa-
tion’s related to the job and the conditions in the work floor envi-
ronment. He should not influence the work floor environment.
Time study will be performing by Analysing the Work and Stan-
dardization of work [7].
3.2. Value added vs non-value added activities
Everything we do either adds value or does not add value to the
product or service our company sells. Anything or anyone who
does not add value is waste [8].
4. The eight wastes
There are 8 types of waste in Lean Manufacturing. Seven of the
eight wastes fall in one category such that they are production pro-
cess oriented, while the eighth waste is directly utilize personnel
[9].
Lean manufacturing waste categories.
1. Waiting (idle) times.
2. Excess motion (transportation).
3. Handling (moving things).
4. Excess or useless inventory.
5. Over processing.
6. Overproduction.
7. Defects.
8. Unused skilled manpower
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Materials Today: Proceedings 45 (2021) 7176–7182
4.1. Change over
In manufacturing, Changeover is the process of converting a line
or machine from running one product to another. Many companies
incorporate a machine or process to produce simultaneous one
component or service, when they swap from one bay of production
process to the next. In this process of swapping more often a lag
will be prevailed for the next batch. There are a number of ways
that you can define setup time and you need to be clear in your
goal before you start [10].
 The machines which used in previous batch does not have abil-
ity to perform for the new batch. Thus, the machine or process
will be idle for some time.
 The time taken from the last good part of batch A to the first
good part of batch B in an acceptable range
 The time taken from normal running speed of batch A to achiev-
ing normal running speed for batch B.
5. SMED
SMED is a lean manufacturing tool that has evolved out of the
Toyota Production System (TPS). Single Minute Exchange of Die
is one of the lean production methods for reducing waste in a man-
ufacturing process. It provides the system to produce the current
and new product in parallel and as well as efficient manner. This
rapid changeover in the production process is pivot point to reduc-
ing production lot volumes and thereby improving flow, reducing
production loss and output variability.
6. Data interpretation
6.1. Waterfall chart
Under the lean manufacturing tools the moto is to increase the
productivity the various losses which affects productivity were
analysed and the major loss which accounts for productivity reduc-
tion was identified and plotted in a waterfall graph that was men-
tioned in the Fig. 1.
From the above Fig. 1 we have founded the top three problem
statements which mainly affected the productivity.
 Top 1 – Cycle time variation.
 Top 2 – Cord change over.
 Top 3 – Mold & Cure case change over.
To find out the cycle time variation in building process cycle
time study was done as mentioned earlier. This is done by dividing
the overall building process into various elements are identified as
Mold indexing, Labelling, Fabric winding, 1st Rubber, 1st gum,
Cord tie, Cord Winding time, Cord tie end, 2nd Gum, 2nd Rubber,
3rd rubber, Tissue paper winding, Jacket application, End gum
packing, End paper Taping. The cycle time study was done on a
daily basis and listed in the Table 2, . The ultimate aim of cycle time
study is to find out the variation in building process for each oper-
ator. But the variation differs in elemental process from operator to
operator. The cycle time reduction can be done by the following
two methods. Standardizing the method to make common building
procedure and Implementing offline station to eliminate the pro-
cess which can be taken off from builder which can reduce cycle
time.
Further evaluation has been carried out from the results of
Cycle time study. This have been listed in the Fig. 2. The most
inferred data in the cycle time study was the variation of time from
worker to worker this have been in higher 6.7 mins loss/hour. Next
R. Edwin Joseph, N. Kanya, K. Bhaskar et al. Materials Today: Proceedings 45 (2021) 7176–7182

Fig. 1. Water fall graph of Micro V Line.

Table 1
Six Major Losses Categories.

S.no Categories Sub categories Remarks

1 Availability Breakdowns Machine Failure
Losses Unexpected
Equipment
General Maintenance
Set-Up and Adjustment Changeover
Material Shortages
Machine Warm-up
2 Performance Speed Losses Operator Efficiency
Machine Wear down
Operating Under Capacity
Small Stops and Idling Jams, Blocks, and Obstructions
Cleaning
Output Checking
Misfeeds
3 Quality Losses Production Defects (During Production) Product Damages and Expiration
Scraps
Startup Rejects (Before Steady Production) Improper Assembly
Scrap
Product Damages

Table 2
Cycle Time Study.

No. Of cycles
Observation
Mold Labelling Fabric 1st 1st Cord Cord Cord 2nd 2nd 3rd Tissue Paper Jacket End Gum End Paper
Index winding Rubber Gum tie winding tie end Gum Rubber Rubber Winding Application Packing Taping
time
Units Time in Secs
1 35 14 38 – 37 38 128 10 39 43 – 29 – – 13
2 33 15 40 – 41 53 132 14 – 43 – 26 – – 14
3 30 15 39 – 36 48 85 14 – 52 – 20 – – 16
4 37 16 36 – 39 46 128 10 38 46 – 31 – – 13
5 34 16 32 – 51 51 132 13 – 44 – 26 – – 16

priority for the loss will be on the cord change and data entry with-
out helper. This have also reflected as 4.3 mins loss/hour from the
Fig. 2. The table 3 shows the root cause and action for the issues
find out in the cycle time study.
7. Method variation
The cycle time differs from operator to operator from process to
process. The global cycle time for building process is standardized
as 360 s. To meet the global cycle time the cycle time for the
builders to be reduced. To reduce the cycle time the comparison
of operators cycle time was analysed and the method study was
analysed so that the best method for implementation can be
obtained. This was done by taking the motion study& Video study
and the method used by builders which involves lower cycle time
in the elemental process. The variation in builders occurs mostly in
the Fabric Winding, Gum Sheet Winding, Cord Tying, Tissue Paper
Winding. By comparing and analysing the best method for imple-
menting the operation to decrease the cycle time was determined
as:

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R. Edwin Joseph, N. Kanya, K. Bhaskar et al. Materials Today: Proceedings 45 (2021) 7176–7182

Fig. 2. Cycle Time Loss.

Table 3
Cycle Time Issues and Actions.

No Issue Root cause Action

1 Cycle time variation
2 Element wise variation
3 Cycle time variation
4 High variation operator to operator
5 Operator to operator high variation within
same process element
Unreported loss are accumulated
as CT variation
Operator to Operator sequence
variation
High variation within operator
High variation within same
process element
No awareness of standard work
practice
Monitor and cross verify the daily loss and detail for CT variation (ex: new
operator, material inspect)
Define standard work practice by element
Continuous CT study by operator wise elemental study to find variation
Analyze reason for variation and take actions to align best practice plant
Train operators to standard work practice

Fig. 3. Project Objective.

1. Fabric Winding: 2. Gum Sheet Winding:

 Apply spray adhesive twice before fabric rolling (from right to
left).
 Place half of the fabric sheet over the adhesive spray area.
 Avoid extra fabric tear on overlap area.
 Rolling with sufficient tension avoids usage of pricker roller.
 Placing the gum sheet at the fabric end properly to avoid
unevenness. Roller should be used in horizontal position only
not in vertical or overdoing.
3. Cord Tying:
 Initial manual winding of cord must be done close and tight.

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R. Edwin Joseph, N. Kanya, K. Bhaskar et al. Materials Today: Proceedings 45 (2021) 7176–7182

Fig. 4. Implementation Work.

Fig. 5. Before Phase 1 Training.

 Two rolls of initial winding is sufficient.
 Pedaling the winder at normal speed than gaping between roll-
ing reduce time.
 Inspection of initial cord wind can be avoided.
4. Tissue Paper Winding:
 Initial taping of tissue at ends is sufficient with two tape pieces.
 Tapping more than 15 cm makes the end fold which is again
checked or not.
 Due to this at end of tissue winding tissue folds and end packed.
 It causes irregular cutting of tissue.
 By providing proper tension in tissue roll cutting can be done in
one stroke.

Fig. 6. After Phase 1 Training.

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R. Edwin Joseph, N. Kanya, K. Bhaskar et al. Materials Today: Proceedings 45 (2021) 7176–7182

8. Implementation comparison between before implementing after implementing

The Best method as stated above in each process is instructed to
each worker in builder A and the cycle time response is again stud-
ied. This was carried in three phase manner which was listed in
Fig. 3.
From the cycle time study data in the Table 2 and the cycle time
loss study we have formulated set of 4 process that was also dis-
cussed earlier. The implementation work which is carried out to
enhance productivity are explained in Fig. 4. That are Phase1(-
mould index, label and over cord), phase 2(gum winding and fix
cord), phase 3(offline tissue paper and jacket application) Then
the methods are studied and drawn as graphs in Figs. 5 and 6 for
easy understanding.
The results of after implantation of 3 phase. Phase 1 shows sig-
nificant improvement and phase 2,3 doesn’t show significant result
after implementation.
9. Proposed offline process activity for helper
There is no organized activity for the helper in the process. The
following activities have been carried by helper without any
sequence order.

Table 4
Results of after implementation of Phase 1,2,3.

Process Global CT, seconds GUIC CT, seconds Revised CT Proposed CT Remarks
1 Mold rotate 28 37 33 33 Under training
2 Mold lay down
3 Mold loaded into pin
4 Mold end trim
5 Lub 15 – – – –
6 Label 20 22 13 13 Under training
7 Over cord 28 51 34 34 Under training
8 Gum 25 48 48 48 –
9 Fix cord 16 31 31 31 –
10 Cord winding 70 93 93 93 –
11 Tire cord 10 19 19 19 –
12 Under cord 30 47 47 47 –
13 Slab trim 6 0 0 0 –
14 Tissue paper 12 28 28 – Offline station
15 Paper tape 10 15 15 – Offline station
16 Mold transfer up – – – – –
Total 270 392 361 317 –

Fig. 7. Helper Activity.

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R. Edwin Joseph, N. Kanya, K. Bhaskar et al.
 Brought route card and printing label.
 Data entry.
 Cord change.
 Material change.
Hence the activities of helper have studied, and we proposed
the activity which is mentioned on the Fig. 7. The major activities
which has to be carried out by helper are mentioned below.
 Labelling.
 Tissue paper winding.
 End taping
10. Conclusion
After the complete study from cycle time study a new set of
process were implemented and it has been compared with previ-
ous results hence the productivity is increased. In Previous
method, the Productivity ranges from 7.32 to 7.97 slabs per hours.
By Implementing the Standardize the Cycle time variation the pro-
ductivity is improved to 9.1 slabs per hours with an Overall
Improvement of production of 19.1% in a day. The cycle time study
was again carried out and listed in Table 4 after the implementa-
tion of Phase1, 2, and 3 the process time activity has been
improved from 392 s to 317 s.
Declaration of Competing Interest
The authors declare that they have no known competing finan-
cial interests or personal relationships that could have appeared
to influence the work reported in this paper.
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Materials Today: Proceedings 45 (2021) 7176–7182
Acknowledgements
The authors thank the management of Rajalakshmi Engineering
College, Dr.M.G.R Educational and Research Institute, VIT, Bhopal
University and Aarupadai Veedu institute of technology for the
continuous encouragement and support rendered then and there
to do the research inside the campus and guiding them to do pub-
lication in this journal.
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