Efficiency Improvement:
Lean Production
Case Study: Thara Engineering
Lean Manufacturing
Source: UNIDO Partnership Programme
Company Profile
Country
India
Turnover
US$ 100,000
No. of Employees
34 (in two plants)
Products
Fasteners and other metal-engineering products such as studs, bolts, pins, and cap nuts.
Customers
Domestic manufacturers of two- and three-wheeler vehicles. Expansion in the four-wheeler market is under way.
Technology
Own
Certification
None
Improvements Achieved
(within 6 months, without any capital investment)
Turnover: increased by 50%
Production set-up time: reduced by 74%
Machine down time: reduced by 73%
Production space: increased by 17%
Delivery against schedule: increased by 21%
Product rejection by customer: reduced by 50%
Achievement against takt time: increased by 83%
Staff training investment: increased multifold
Productivity awareness: increased dramatically
Quality awareness: increased steadily
Staff motivation: improved significantly
Discover much more!
7 Principles of Toyota Production System (TPS)
5 Elements of Enabling a Lean Approach
10 Commandments of Improvement
TPS-Lean Six Sigma
Glossary – Kaizen & Lean Production
Kaizen - the Japanese Strategy of Continuous Improvement
Kaizen Mindset
Successful Implementation of Kaizen Strategy: 7 Conditions
Quick and Easy Kaizen
Kaizen and Total Quality Control (TQC)
Japanese-style Suggestion System
9 Waste Categories and 6 Guidelines of the Canon's Suggestion System
Five Ss at Canon
Efficiency Improvement
Business Strategies for Green Productivity & Sustainable Growth
Case Studies
Toyota Production System (TPS)
Gold Seal Engineering Products Ltd. (India)
Rojee Tasha Stampings Ltd. (India)
Three Small- and Medium-sized Firms (USA)
Free Ten3 Micro-courses
Kaizen and Lean Manufacturing
Ten3 Mini-Courses Presentation: View Download
Synergizing Business Processes (60 slides)
Synergizing Value Chain (200 slides)
Implementation Strategy
Non-capital changes by using world-class manufacturing (WCM) methods such as single minute exchange of die (SMED), 5S activities (Sort - Straighten - Sweep - Standardize - Self-discipline), variations of the Kamban system and other recognized methods of generating productivity gains.
Most Notable Impact
A number of time and space utilization improvements were achieved. Through the introduction of standard operating procedures (SOPs) and other world-class manufacturing (WCM) methods, the company improved its compliance with production and delivery schedules. A factory-wide clear-out led to a 17% gain in production space.
The steep reduction in production set-up time was the result of applying the single minute exchange of die (SMED) method. Company engineers participated in a special training session that emphasized streamlining internal operations and the preparation of standard changeover operating procedures.
A video recording of the SMED application was shown on the shop floor and discussed with the employees.
The initial overall poor condition of the shop floor made it difficult to pinpoint the causes of shortcomings such as a high machine down time. Through a red-tag campaign around a demonstration workstation, improvements in machinery maintenance practices facilitated the identification of trouble areas, and the final outcome was a significant reduction in machine down time and the implementation of a preventive maintenance program.
Managers and engineers of the company paid high attention to development of their own innovation capabilities. The management came also to realize that sustainable improvement required a continuous direct involvement of the workforce. A reflection of this realization was the introduction of extensive worker training.
Staff Motivation and Awareness
Significant improvements have been achieved through enhanced awareness and corrective measures in the area of production efficiency. A number of contributions came from improvements and the planning and strategy-formulation stage. For example, the company adopted clear strategies for improvements in workshop cleaning practices, inventory policy, and storage and handling. In addition to raising production efficiency, these programs led to gains in product quality.
Lean Manufacturing Overview
254 slides by Superfactory
Lean Manufacturing - 5S - Visual Controls - Kaizen - Value Streams - Pull - Mistake Proofing - Quick Changeover - Six Sigma - Theory of Constraints
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Bibliography:
"Creating Sustainable Competitive Advantage: The Toyota Philosophy and Its Effects," M. Reza Vaghefi
"TPS vs. Lean and the Law of Unintended Consequences," Art Smalley, President, Art of Lean, Inc.
"Toyota Production System," Taiichi Ohno
"The Toyota Way," Jeffrey Liker
"Lean Manufacturing That Works", Bill Carreira
"Lean Production Simplified," Pascal Dennis, John Shook
"The Lean Manufacturing Pocket Handbook," Kenneth W. Dailey
What Lean Means
(DVD by the Association of Manufacturing Excellence)
Explains the concept of lean through the experience of the Freudenberg-NOK plant in La Grange, GA. The experience of this plant is presented as a snapshot of two decades of American thinking on Lean Manufacturing. As in all AME video offerings, the story is told by the people involved, from management to front-line associates.
► US$60 ► Buy now!
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