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ABSTRACT
Lean manufacturing (LM) is mostly enthused by the Toyota Production System (TPS) which has been absorbed on removal of
waste and refining customer gratification. LM is a set of values, attitudes and business procedures to allow the execution of it,
which is broadly recognized and applied since 1960. Thus, the LM is demarcated as a manufacturing system that concentrating
incessant flow within supply chain by removing all wastes and execution continuous development towards product excellence.
Waste is everything other than the necessary equipment, materials, parts, space and working time. According to Dankbaar LM
will be the standard manufacturing mode in the 21st century. Hypothetically, LM can be practical to all productions and it is
considered as planned big stick in good market. The paper present the influence of using Lean Manufacturing Technology to
increase the production in scientific equipments manufacturing industry. In this case study the scientific equipments
manufacturing company employs part of the seven basic quality control (QC) tools to significantly improved the process
rejection and rework. By implementing these quality tools as the problem solving techniques the rejection rate was reduced
from 7.3% to 4% and Rework rate from 20% to 11.33%.
Keywords: Lean, Lean Manufacturing, Indian Industry, Small Scale Industry, Quality Control.
1.INTRODUCTION
1.1 Lean Manufacturing
According to industrial point of view Lean Manufacturing is an integrated socio-technical system whose main objective
is to eliminate waste by concurrently reducing or minimizing supplier, customer and internal variability [5]. Namely
LM, is a philosophy of production that emphasizes on the minimization of the amount of all the resources used in the
various activities of the enterprise with keeping in mind the requirements the product has to meet. It involves
identifying and eliminating non-value-adding activities in design, production, supply chain management and dealing
with customers. Lean manufacturers employ teams of multi skilled workers at all levels of the organization and use
highly flexible, increasingly automated machines to produce volumes of products in potentially enormous variety. It
contains a set of principles and practices to reduce cost through the relentless removal of waste and through the
simplification of all manufacturing and support processes.
Taking from the history Lean Manufacturing is a term given by James Womack, Dan Jones, and Daniel Roos in their
book the machine that changed the world, a study of the post WW II auto industry [7]. Womack and jones showed
that there was a marked difference between quality and productivity levels among American, European and Japanese
holding a clear advantage. The advantage can be traced to the manufacturing philosophy of the Japanese companies,
with Toyota the prime example of how Japanese auto manufacturing differed from US or European producers. The
Toyota Production System (TPS), as it is now known, is the basis for Lean Manufacturing principles There are
numerous methods that industries use to implement Lean Manufacturing. As the first approach, Lean is the "set of
tools" that assist in the identification and steady elimination of waste (Muda). As waste is eliminated, quality improves;
while production time and cost are reduced and the tools Such as 5S, Kanban,
and Poka-yoke are used [1]. But, there is a second approach to LM, which is promoted by Toyota. Toyota's view, and
states that the main method of Lean is not the tools, but the reduction of three types of waste: Muda ("non-value-adding
work"), Muri ("overburden"), and Mura (Unevenness), to expose problems systematically and to use the tools where the
ideal cannot be achieved. Toyota, focuses upon "improving the flow", by means of stably eliminating kinds of waste
through the system. Techniques to improve flow include production leveling, pull production and the Heijunka box.
Lean implementation is, therefore, focused on getting the right things to the right place at the right time in the right
quantity to achieve perfect work flow, while minimizing waste and being flexible and able to change. In order to
survive in a competitive market, improving quality and productivity of product or process is a must for any Indian
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industry. Some simple techniques like the seven basic quality control (QC) tools provide a very valuable and cost
effective to meet those objectives.
1.2 Small Scale Industries
According to the data provided by surveyors small manufacturing organizations have been contributing significantly to
the growth of the country. The Third SSI Census shows that there are 3.57 million units in the country with a fixed
investment of Rs. 9.21bn, that contributes Rs.74.2bn (at current prices) to worth of production and provides
employment to 19.97 million people [3]. By definition, a small scale unit in India cannot invest more that Rs.10mn
(Rs.50mn in selected sectors) in plant and machinery. This makes them less capital intensive and reduces the entry
barrier on account of investment capability. Due to the large population, they offer more employment and mostly use
local skills [6].
Due to India's present liberalized economy, we can say that the survival and growth of small-scale industry (SSI)
largely depends on its ability to innovate, improve operational efficiency and increase productivity. It has been observed
that the factories in the small-scale sector in India are generally less efficient in process and utility energy as compared
to larger enterprises, as well as to enterprises of equivalent capacity in other countries [4].
3. CASE STUDY
3.1 Introduction
The competitive business in the scientific market has enhanced the company in this study to provide lower cost quality product.
Quality improvement program had been designed and been implemented to increase the potential of profit. By improving the
quality, it is also mean to improve the productivity and lower the rejection rate. The key of quality improvement of this company
is not only focusing an external customer but also its internal customer. The most commonly used seven quality tools are [2]:
The purpose of this study is to improve the quality of circular 15x lenses used in scientific equipments. The objective of this study is
to reduce the rework rate from 20% to 11.33% and rejection rate from 7.3% to 4%.
3.2 Process Details
The production of lenses starts with the process of glass cutting on slitting machine. The glass sheet is transferred to
slitting machine from the store. After cutting, the lenses are transferred for diameter cutting on the trepanning
machine. After preparing the diameter the curve radius of the lenses is prepared on the curve generator machine. Then
these lenses are sent to rougher grinder where the final thickness (302/303mm) of the lenses is done. After thickness
operation the lenses are heated and then charcoal is pasted on them this process is called is Melding. After Melding the
smoothening of lens is done on lens grinder machine and after the smoothening the lenses are again heated. Now this
time they are pasted with help of charcoal on a flat surface mount which is then fitted on to lens polishing machine for
the polishing operation. The fitting of lens on flat surface mounted is called blocking. After polishing the inspection of
lenses is done. This inspection is very critical as it requires a highly skilled worker to perform this. After inspection,
the edges of circular lenses are prepared. At last the final inspection is done, this inspection stage is also called star and
bubble checking. In this inspection, the lenses which are not found ok that lenses are directly rejected, there is no
chance of rework on these lenses. After this the corrective lenses are being sent to assembly section or stores. The
production in a month varies between 10 to12 lots. As, generally there are 300 pieces in a lot but sometimes due to
some defects in glass sheets, the lot size is reduced to 250,buts it happens rarely.
3.3 Data at initial stage of project
The company had collected the data for 10 lots manufactured during month of February 2014 which is based on daily check
sheet which include the quantity output of no. of rejection and rework pieces in different operations as shown in Table 1 and 2.
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lenses can also cause to the problem. Figure 3 shows some possibility that might cause to the rejection and rework in polishing
operation.
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Material
Machine
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5. CONCLUSION
An improvement action plan had been set-up, than the data had been collected for the 4 weeks from 10 lots and re-examine the
rework and rejection results. The rework has reduced to 11.33% from 20% and rejection has reduced to 4% from 7.3%. From
above analyses we find that after removing the various root causes of rejection and rework, the rejection of lenses is
reduced by 45.20% and rework of lenses is reduced by 43.35%.
This also have a positive effect on the productivity of the lens as at the start of this project the productivity of lens was
noted as:(278/300) x 100=92.6%. As after the implementation, the productivity was noted as: (288/300) x 100=96%.It
was noted that even a simple QC tools can make significant improvement to the company.
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To remain in business it has now become the necessity for all the industries especially SMEs to adopt the tools of Lean
Principles. Otherwise the multinational industries which are more efficient and have more resources will take over and
pull these SMEs of India out of business.
REFERENCES
[1]. Feld W.M., Lean Manufacturing: Tools, Techniques, and How to use them , Lucie Press, Boca Raton, FL: St.,
2003.
[2]. Ishikawa, K , What is Total Quality Control , Prentice Hall, Englewood,1985.
[3]. Narasimhan, G., Strategic Handling to changes in Small Manufacturing Organizations in India, International
Journal of business and Management, Vol.4, No.1, pp.141-148, 2009.
[4]. Sethi, G. and Pal, P., Energy Efficiency in Small Scale Industry An Indian Prespective, TERI(Tata Energy
Research Institute), 1995.
[5]. Shah, R. and Ward, P.T., Lean manufacturing: context, practice bundles, and performance, Journal of
Operations Management, Vol. 21, pp.129-149, 2009.
[6]. Vasudevan, A., Perspective of the Role of Small Scale Industries in India's Economic Development , Reserve
Bank of India Bulletin, Vol. 3, No. 10, pp.828, 1998.
[7]. Womack, J.P. Jones, D.T. and Roos, D., The machine that changed the World, New York; Harper
Perennial.,1990.
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