International Journal of Mechanical Engineering and Technology (IJMET)

Volume 10, Issue 03, March 2019, pp.1025-1037. Article ID: IJMET_10_03_103
Available online at http://www.iaeme.com/ijmet/issues.asp?JType=IJMET&VType=10&IType=3
ISSN Print: 0976-6340 and ISSN Online: 0976-6359

© IAEME Publication Scopus Indexed

OPERATIONAL IMPROVEMENT BY LEAGILE

APPROACH
Krishnamoorthy S
Department of Mechanical Engineering, Sri Krishna College of Engineering and Technology
Coimbatore, Tamilnadu, India.

Ben Ruben R
Department of Mechanical Engineering, Sri Krishna College of Engineering and Technology
Coimbatore, Tamilnadu, India.

ABSTRACT
This research work is carried out in a air compressor manufacturing company
which produces different models of air compressors. The work aim was to improve the
productivity by reducing the total operating cycle time, unnecessary motions, material
handling, and to create a standardized working environment. Two stations namely drive
and lubrication assembly and testing were found out to be the bottleneck stations, and
efforts are taken to improve its productivity. Kaizen’s were planned for improvement
activities and were implemented subsequently. These improvement actions were based
on Lean production organizational model and application of Lean tools. The current
agility level of the firm was calculated and suggestions were given to improve the agility
level of the firm.
Keywords: Leagile, Testing, Kaizen, Agility Assessment, New Product Development.
Cite this Article: Krishnamoorthy S and Ben Ruben R, Operational Improvement by
Leagile Approach, International Journal of Mechanical Engineering and Technology,
10(3), 2019, pp. 1025-1037.
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1. INTRODUCTION
Lean manufacturing is focused on eliminating wastes in the entire manufacturing process. It
deals with minimizing work -in progress, eliminating processes that do not add value to the
product, making the process more flexible to make products of different design without
changing the value of the product. Many manufacturing companies, historically, have been able
to maintain bloated or inefficient methods because of a protected market, strong brand strength
or huge profit margins. The global competition is forcing these manufactures to quickly change
their methods to be less wasteful, and provide value to their customers through customization
and reduced cycle or delivery times. There are five-key principles that must be followed to
implement lean manufacturing successfully. They are,

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 Krishnamoorthy S and Ben Ruben R

1. Specify value from the standpoint of the end customer by product family.
2. Identify all the steps in the value stream for each product family, eliminating whenever
possible those steps that do not create value.
3. Make the value-creating steps occur in tight sequence so the product will flow smoothly
toward the customer.
4. As flow is introduced, let customers pull value from the next upstream activity.
5. As value is specified, value streams are identified, wasted steps are removed, and flow
and pull are introduced, begin the process again and continue it until a state of perfection
is reached in which perfect value is created with no waste.
Agile manufacturing is a term applied to an organization that has created the processes,
tools, and training to enable it to respond quickly to customer needs and market changes while
still controlling costs and quality. The definition of leagility, a system in which the advantages
of combination of lean and agile principles are combined was originally developed to
manufacturing supply chain. The two paradigms lean thinking and agile manufacturing may be
distinctly different but they are combined for an effective successful mechanism which
eliminates the non-value adding activities and increases the flexibility of the system. Leanness
means developing a value stream to eliminate all wastes including time to ensure a leveled
schedule. Agile ensures that the system is completely flexible and responds to the
unpredictability. These two distinct features are combined o create a system which facilitates
flow and is flexible to the volatile market.

2. LITREATURE REVIEW
J. Womack et al [1] discussed briefly about the lean methodology and the various key principles
that must be adopted to establish a lean environment. Y. Monden et al, [2] discussed about the
Toyota production system and the various tools and techniques which they applied to their
organisation. M. Holweg[3] proposed a model that followed the one piece flow principle and
the changes that are to be adopted to achieve it. D. Jones et al, [4] proposed the concepts of lean
thinking and also they framed a model for achieving the lean production system. M. Imai[5]
discussed about the kaizen approaches that are adopted in the production line that aims for
continuous improvements in both the process and the system. It also empathised the formation
of a cross functional team in arriving better results This is the sequel to the author’s earlier
successful book, Kaizen. It also summarizes and extends much of the earlier work with
examples and case studies. “Gemba Kaizen” means continuous improvement in the workplace.
J. Liker[6] discussed about the 14 management principles which was followed by Toyota and
also explained about the need for practicing the mentioned principles. ] M. Rother[7] et al,
provided the usage of 5s and value stream mapping to identify the value adding and non value
adding activities and also about the ways prescribed to eliminate the typical wastes. The
Productivity Press Development Team [8] proposed a standard operating procedure that has to
be followed in the shop floor to eliminate the unnecessary motions and other waiting activities.
K. Suzaki [9] proposed a model which motivates the firm to achieve continuous improvements
by using the lean tools and also the importance of forming a cross functional team. M. L.
Spearman et al [10] proposed an integrated model to achieve pull system by consistent
elimination of wastes. Emiliani, B et al,[11] framed a model that suits the business environment
for practicing the lean principles and also provided a framework for business process
reengineering. Kobayashi, I et al,[12] highlights 20 different skills in a broad perspective that
can be used to make the lean manufacturing journey possible. It also contains an evaluation
system that helps pinpoint facets where improvements are needed. Aitken et al[13] gave the
definition of leagility, a system which in which the advantages of leanness and agility are
combined which was originally developed for supply chains.. Mason-Jones et al.[14] discuss

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 Operational Improvement by Leagile Approach

that lead time reduction and enhancing the information flow across the supply chain will
increase the agility in the supply chain. Their benchmarking experiment between TCT,
traditional, material lead time reduction and information lead time reduction supply chain
approaches shows that TCT will aid in responding quickly to the volatile demands. They also
illustrate that the Total Cycle Time reduction utilizes the synergized benefits that are available
from the reduction of both material and information lead time C.G. Sreenivasa et.al.[15]
proposed a model to assess the agility level of a firm through 30 criteria’s to measure the current
agility level.
The literature provided wide information about the lean manufacturing principles and its
applications at various business enterprises. The information gathered from the papers was
very useful in analysing the current production system and also gave useful information about
the modifications that must be made to the processes to achieve flow by consistent elimination
of wastes.

3. CASE STUDY
The selected air compressor manufacturing company is the leading manufacturer of air
compressors in India and one of largest manufacturer of air compressors in Asia. It is an ISO
14001: 4000 certified company and also holds a BS OHSAS 18001:2007 certification. This
company manufactures around 40 different varieties of air compressors. The company produces
a wide range of compressors. They are classified as Piston Compressors, Electric-lubricated
screw air compressors, Electric oil free screw air compressors, Portable compressors and
Railway compressors.

3.1. Assembly Sequence of EN Series Air Compressors

The assembly sequence of EN Series Screw Air Compressors consists of six different assembly
stations.. The first station is the Canopy dis-assembly and labelling where the canopy is being
dis-assembled into two parts namely top part and the bottom part, and after this the labelling is
done using a label fixing tool. The next station is the cooler assembly where the cooler is being
attached with the bottom canopy. Next station is the Drive and Lubrication Assembly, where
the motor and the air-end is being fitted with the bottom canopy. The next station is the electrical
assembly where the wiring and other electrical accessories are being fit with the assembled
compressor. Once after electrical assembly is done the next station is the testing, where the
assembled compressor is being tested at different conditions. After testing Pre -despatch and
Inspection is done where the compressor is packed and pre despatch operations are performed.

3.2. Identification of Bottleneck Process

The S0 line which comes under the Electric-Lubricated Screw Air Compressor category
basically produces two different types of compressor models namely A12 and A14. The
operational assembly sequence is same for both the models. The work aim was to improve the
productivity by reducing the total operating cycle time by 20% by using lean tools and also to
improve the agility level of the firm by using leagile approach. The net available time per shift
is 510 minutes, and the total operating cycle time for A12 and A14 models are 201 minutes and
220 minutes respectively as shown in figure 1. Now after studying the entire line, various
studies and analysis were done to reduce the total operating cycle

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 Krishnamoorthy S and Ben Ruben R

Figure 1 Identification of bottleneck stations

3.3. Methodology
The methodology as shown in figure 2 was formulated on the basis of understanding the
existing system thoroughly and also by discussing with the line managers. The initial task was
to observe and understand the process, which gives a clear vision of the process and all activities
involved in that process. The next step was to perform the video study. Video study maps the
current process as it is done and waste capturing is done by analysing the video. Once after the
video is taken next process is to classify the elemental activities based on the video, and then
the elemental activity is segregated into value added and non value added activity. After
segregating the activities, the next step is to classify the activities based on the category of the
wastes and proper lean tools are identified to eliminate the wastes. Once when the waste gets
eliminated a proper sequence is formed to perform the task. Finally the results are compared
with the old process and the improvements are validated. Further for measuring the current
agility level the structure of the company was studied initially. Later the current agility level
was found out .Based on the score obtained the weak areas were found out and effort
suggestions were given to improve the current agility level

Figure 2 Methodology to improve the agility level

4. STAGE-1 PROCESS IMPROVEMENT

4.1. Process description of Stage-1
Canopy disassembly labelling and cooler assembly is the first station of the B1 line which
produces the A12 and A14 model compressors. Canopy is the body of the air compressor which

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 Operational Improvement by Leagile Approach

has two parts namely the top and the bottom part. Here initially the canopy is brought to the
station with the help of trolleys from the stores and being dismantled into top and bottom part.
Later labelling is done on the top part and the cooler is attached to the bottom part. Fastening
is done with the help of pneumatic ratchets .Attach the provided gland with the panel. Now the
bottom canopy is sent for drive and lubrication assembly.
After completion of labelling and cooler assembly the next process is the drive and
lubrication assembly .In this process the motor and air-end which are considered as the crucial
parts of the air-compressor are being assembled with the bottom canopy. Later the pulleys, belts
and air hoses are being assembled to complete the drive and lubrication assembly.

4.2. Performing the video study

Once after the process was observed and studied, video study was performed for waste
capturing. The study was performed for A14 model compressor. Initially video study was done
for the stage-1(Canopy disassembly, labelling, drive and lubrication assembly).Based on the
activity the wastes was classified and the captured wastes were categorized as per the lean
wastes. The time distribution is shown in Table 1.

Table 1 Time distribution for stage-1

Description Time ( min)
Total time for Stage-1 99.45
Total value adding time 48.05
Total non value adding time 51.50

4.3. Planning the Kaizen activities

After the classifying of wastes for A14 model compressor the next step was to plan for the
Kaizen’s to reduce the time spent on non-value adding activities. Before planning the kaizen’s
for stage-1(Canopy disassembly, labelling, drive and lubrication assembly) some general
improvements were planned ,and based on these suggested improvements, the kaizen’s were
planned. They are,
1. Best Point location for storing tools and materials to be planned
2. Details of tools to be provided
3. Feasibility for a slim module trolley
4. Provision of overhead hanging tool
5. Redesigning the layout
6. Provision of an air gun
7. Laying vinyl sheet were canopy is to be stored
8. Erection of a jib arm crane
9. Provision of a low cost automated table for drive and lubrication assembly

4.4. Kaizen activities implementation

4.4.1. Provision of kit material feeding trolley

4.4.1.1. Existing problem

In the current situation the materials needed for assembly arrives in two different bins and it
becomes difficult for the operator to search for the materials

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 Krishnamoorthy S and Ben Ruben R

4.4.1.2. Waste category

Waiting

4.4.1.3. Identified kaizen

A kit material feeding portable trolley is designed which has separate bins as per the assembly
sequence. The bins are provided with rollers and stoppers. Separate space is provided for
storing the tools and other peripherals.

4.4.1.4. Potential savings (in minutes):

10 minutes

4.4.2. Provision of motor-air end feeding trolley

4.4.2.1. Existing problem

Currently the motor and air-end used in the drive and lubrication assembly is stored at the space
provided near the cooler assembly point. The worker has to move every time to carry the motor
air-end and the structure using the jib-arm crane to move them near the assembly point.

4.4.2.2. Waste category

Movement

4.4.2.3. Identified kaizen

A motor-air end feeding trolley is designed which is a portable kind of trolley which has the
provision of storing the motor, air-end and the structure. It can be kept near to the drive and
assembly point to reduce the time spent on movement

4.4.2.4. Potential savings (in minutes)

3 minutes

4.4.3. Best point location for storing the tools

4.4.3.1. Existing problem

During the assembly process , operator moves every time in search for tools and there is no
proper location for storing the tools.

4.4.3.2. Waste category

Movement

4.4.3.3. Identified kaizen

A bin is provided to store the tools used as per its assembly sequence .Apart from this a best
point location in between the stage-1 and stage-2 was created to store the pneumatic ratchets
and other air operated tools.

4.4.3.4. Potential savings (in minutes)

6 minutes

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 Operational Improvement by Leagile Approach

4.4.4. Provision of unit moving trolley

4.4.4.1. Existing problem

During the assembly process , operator moves every time in search for tools and there is no
proper location for storing the tools.

4.4.4.2. Waste category

Movement

4.4.4.3. Identified kaizen:

A bin is provided to store the tools used as per its assembly sequence .Apart from this a best
point location in between the stage-1 and stage-2 was created to store the pneumatic ratchets
and other air operated tools.

4.4.4.4. Potential savings (in minutes)

6 minutes

4.4.5. Provision of a LCA (Low Cost Automation) for cooler sub assembly

4.4.5.1. Existing problem

During the cooler assembly process, it becomes difficult for the operator to move the bottom
canopy upside down and to rotate it for attaching the fans. More effort is being applied by the
operator as he must wait for the other operator, and more time is spent on moving the canopy.

4.4.5.2. Waste category

Movement

4.4.5.3. Identified kaizen

A Low-Cost Automated rotating and lifting table is provided for lifting and rotating the canopy.
Time spent for rotating and lifting the canopy is saved.

4.4.5.4. Potential savings (in minutes)

6 minutes

4.5. Total time saved in Stage-1

The total operating cycle time for stage-1(Canopy disassembly, labelling , drive and lubrication
assembly) initially was 99.45 minutes. After implementing the kaizen’s the total operating cycle
time was reduced to 73.15 minutes. The total time saved was 26 minutes. the percentage
reduction in total operating cycle time was observed to be 26% as shown in figure 3.

Figure 3 Comparison of existing and achieved cycle time

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 Krishnamoorthy S and Ben Ruben R

5. TESTING PROCESS IMPROVEMENT

5.1. Process description of Stage-1
Testing process is done once after electrical assembly is done In this process oil is filled in the
compressor and various parameters are to be checked at three different load conditions namely
100%, 0% and F.O(Full Open) The parameters to be checked are ambient temperature, line
pressure, sump pressure, cod, voltage, frequency, power factor, fan motor current, power etc.
In the testing process optimum temperature and pressure of compressor at the running condition
is being tested.

5.2. Performing the video study

Once after the process was observed and studied, video study was performed for waste
capturing. The study was performed for A14 model compressor as shown in Table 2. Video
study was done for testing operation.Based on the activity the wastes was classified and the
captured wastes were categorized as per the lean wastes.

Table 2 Time distribution for TESTING

Description Time (min)
Total time for Testing 85
Total value adding time 53
Total non-value adding time 32

5.3. Kaizen activities implementation

5.3.1. Best point location for storing the units

5.3.1.1. Existing problem

Since the testing booth is located away from the S0 line , the electrical assembled canopies are
kept at a location nearer to the SO line. The operator has to wait for the availability of the trolley
and has to carry the unit to the test

5.3.1.2. Waste category

Movement

5.3.1.3. Identified kaizen

A location nearer to the testing booth was identified. Since the unit moving trolley is in use it
becomes easy for the operator to move the unit from the storage location to the testing booth

5.3.1.4. Potential savings (in minutes)

4 minutes

5.3.2. Improving the pump efficiency

5.3.2.1. Existing problem

The delivery rate of the pump is very slow as it takes more time fill the oil into the sump.

5.3.2.2. Waste category

Waiting

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 Operational Improvement by Leagile Approach

5.3.2.3. Identified kaizen

A location nearer to the testing booth was identified. Since the unit moving trolley is in use it
becomes easy for the operator to move the unit from the storage location to the testing booth

5.3.2.4. Potential savings (in minutes)

4 minutes

5.3.3. Provision of battery-operated gun

5.3.3.1. Existing problem

Connections are given manually and it takes more time to fasten the wires.

5.3.3.2. Waste category

Waiting

5.3.3.3. Identified kaizen

A Battery-operated gun is provided for wiring which accelerates the job of fastening the
electrical connections.

5.3.3.4. Potential savings (in minutes)

5 minutes

5.3.4. Re modifying the operation of measuring the belt tension

5.3.4.1. Existing problem

The operator checks the belt tension once after the testing is over at 7 different locations and
calculates the average manually.

5.3.4.2. Waste category

Waiting

5.3.4.3. Identified kaizen

The number of location is reduced to 4 and a calculator is provided to calculate the average A
Battery operated gun is provided for wiring which accelerates the job of fastening the electrical
connections.

5.3.4.4. Potential savings (in minutes)

3 minutes

5.3.5. Total time saved in Testing Operation

The total operating cycle time for testing initially was 85 minutes. After implementing the
kaizen’s the total operating cycle time was reduced to 69 minutes. The total time saved was 16
minutes. the percentage reduction in total operating cycle time was observed to be 18% as
shown in figure 4.

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 Krishnamoorthy S and Ben Ruben R

Figure 4 Comparison of existing and achieved cycle times

6. AGILITY ASSESSMENT
The present agility level of the firm has to be calculated in order to find out the weak area where
the concentration has to be given for increasing the agility. So, the model proposed by C.G.
Sreenivasa et.al (2012) has been taken to analyze the agility level. The criteria and the
importance given to each criterion in calculating the agility level in the organization has been
shown below. 30 criteria for measuring Agility
From these 30 criterions the criteria which help to assess the agility has been identified.
Thus, 23 criteria pertaining to the supply chain agility were selected. The scores obtained the
firm are shown in Table 3.

Table 3 Scores Earned for 23 Criteria’s

No Criteria Total score Score earned Percentage
1 Organisation structure 50 24 48
2 Devolution of authority 150 87.5 58.33
3 Nature of management 300 285 95
4 Employees’ status 25 24 96
5 Employee involvement 50 50 100
6 Team working 50 50 100
7 Manufacturing set-ups 10 6.5 65
8 Product life cycle 15 15 100
9 Design improvement 15 14 93.33
10 Production methodology 10 9 90
11 Manufacturing planning 10 8 80
12 Automation 20 14.5 72.5
13 Information technology (IT) integration 25 20 80
14 Customer response adoption 20 18 90
15 Change in business and technical processes 15 15 100
16 Outsourcing 15 11 73.33
17 Value chain integration 15 13.5 90
18 Mass customization 15 11 73.33
19 Status of productivity 10 5 50
20 Status of quality 40 32.5 81.25
21 Time management 20 20 100
22 Flexibility 10 10 100
23 Innovation 15 11 73.33
Total 905 754.5 83.37

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 Operational Improvement by Leagile Approach

Thus, the agility level of the firm has been found out as 83.37 % as shown in figure 5. The
percentage obtained for each criterion has been computed and tabulated Thus, the criterions
with lesser percentage will be considered as weak area for improvement. The percentage gap
chart helps us to find out the weak areas by viewing it.

Figure 5 Percentage gaps of 23 criteria’s

6.1. Suggestions to improve the agility level

These works has been accomplished to identify the weak areas for strengthening it. The weak
areas were identified to be in organization structure, devolution of authority, status productivity,
automation and Manufacturing set-ups. The following strengthening suggestions and actions
were proposed for improving the agility level of the supply chain. They are:
1. Request all the suppliers to buy computer and equipped with Internet facilities.
2. It is identified that your organization structure needs improvement. Steps have to taken
for making your organization flattened and holistic.
3. Steps has to be taken for implementing Automation techniques in your company
4. It is proposed to carry out research and development activities to evolve innovative
products, processes and services
5. It is proposed that the company must collaborate with research laboratories to transfer
innovative ideas into commercially viable solutions.
6. It is proposed to encourage the use of information technology such as internet, intranet
and video conferencing for creating virtual organization.
7. It is proposed to apply IT utilities in managing the Supply chains
8. It is proposed to develop time compression programme in your organization.
9. Personnel should be trained for enabling them to make decision without consulting and
depending their superiors all the time

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 Krishnamoorthy S and Ben Ruben R

10. It is proposed to incorporate the customer’s feedback quickly and within a week on your
product
Thus, the weak areas have been identified and the strengthening suggestions were also
proposed.

7. CONCLUSIONS
The detailed study of the B1 line and its products A12 and A14. Video study was performed
and based on the study, elemental work table was formed to identify the value adding and non
value adding activities. After analyzing the non value adding activities, kaizen’s were planned
to reduce the non value adding activities. On successful implementation of the kaizen’s
subsequent improvements like reduction in cycle time and an increase in productivity was
observed as shown in Table 4. The current agility level of the firm was calculated and
suggestions were given to improve the agility level. Apart from the implemented kaizen’s scope
for future work is also discussed to reduce the total operating cycle time further.

Table 4 Existing Vs Achieved

Existing Cycle Achieved Cycle Time after
Assembly operation
time(min) implementation(min)
Canopy disassembly, labelling,drive
99.45 71
and lubrication assembly
Electrical assembly 60 53
Testing 85 66
PDI 58 51
Total operating cycle time 302.45 241
% reduction in toct 20

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