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Implementation of Lean techniques for Sustainable workflow process in Indian motor manufacturing unit
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Available online at www.sciencedirect.com Procedia Manufacturing 00 (2019) 000–000 Procedia Manufacturing 00 (2019) 000–000
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Procedia Manufacturing 35 (2019) 1196–1204
www.elsevier.com/locate/procedia www.elsevier.com/locate/procedia
2nd International Conference on Sustainable Materials Processing and Manufacturing 2nd International Conference on Sustainable Materials Processing and Manufacturing (SMPM 2019) (SMPM 2019)
Implementation of Lean techniques for Sustainable workflow Implementation for Sustainable processofin Lean Indiantechniques motor manufacturing unitworkflow a in Indian motor manufacturing process Mayur Mahajan Kezia Bindu Chistopherb Harshanc Shiva unit Prasad H Cd* Mayur Mahajana Kezia Bindu Chistopherb Harshanc Shiva Prasad H Cd* Dept. of Humanities and MIT, Manipal Academy of Higher Education, Manipal, India a,b of Automobile Engineering, MIT, Manipal Academy of Higher Education, Manipal, India Dept. Dept. of Humanities and MIT, Manipal Academy of Higher Education, Manipal, India d c Dept. of of Humanities and Management, MIT, Manipal Academy of Higher Education, Manipal, India Dept. Automobile Engineering, MIT, Manipal Academy of Higher Education, Manipal, India d Dept. of Humanities and Management, MIT, Manipal Academy of Higher Education, Manipal, India a,b
c
Abstract Abstract The process of material movement in the motor factory while transference of raw material from the supplier to stock unergonomically loadinginand using awhile heavytransference corrugated box. There is a need for the improving for The process ofdesigned materialwhile movement theunloading motor factory of raw material from supplierthetoprocess stock unaergonomically sustainable materials andand minimizing material handling wastage. This research uses a lean of designed movement while loading unloadingthe using a heavy corrugated box. There is a needstudy for improving theprinciple process for manufacturing that is well acceptedand such as chalk circle exercise (seven mudas of This lean research principles), by uses analyzing spaghetti a sustainable materials movement minimizing the material handling wastage. study a leanthe principle of diagram that minimizes wastes process. minimize theexercise usage of the corrugated box principles), and deforestation sustainable metallic manufacturing that is well accepted such To as chalk circle (seven mudas of lean by analyzing the spaghetti returnable pallets is ergonomically designed the material handling. findings box fromand thisdeforestation research, a reduction of material diagram that minimizes wastes process. To for minimize the usage of theThe corrugated sustainable metallic handling from 67 hours to 30.1hours was achieved, from 152a reduction kms to 117 per returnabletime pallets is ergonomically designedper for annum the material handling. with The physical findings movement from this research, of kms material annum and solid waste to zero. per As this research is action research with the correctivefrom action plan andtoby117 developing handling time from 67 from hours464 to kg 30.1hours annum was achieved, with physical movement 152 kms kms per aannum sustainable returnable packaging reduced theresearch lean waste in theresearch handling of the rawcorrective materials action at motor The and solid waste from 464 kg that to zero. As this is action with planmanufacturing. and by developing implication this study is reducing that the corrugated material getting every time by enhancing the material a sustainableofreturnable packaging reduced thepackaging lean waste in the from handling of wasted raw materials at motor manufacturing. The handling productivity andismovement of material efficiently with an eco-environmentally friendly implication of this study reducing the corrugated packaging material from getting wasted everyproduct. time by enhancing the material handling productivity and movement of material efficiently with an eco-environmentally friendly product. © 2019 The Authors. Published by Elsevier B.V. © 2019 The Authors. Published by B.V. committee of SMPM 2019. Peer-review under responsibility of Elsevier the organizing © 2019 The Authors. Published by Elsevier B.V. Peer-review under responsibility of the organizing committee of SMPM 2019. Peer-review under responsibility of the organizing committee of SMPM 2019. Keywords: Chalk circle exercise; DMAIC; Lean manufacturing; Spaghetti diagram;Sustainable pallet Keywords: Chalk circle exercise; DMAIC; Lean manufacturing; Spaghetti diagram;Sustainable pallet
1. Introduction 1. Introduction Materials Management came into focus at the beginning of liberalization and globalization (1990s) that posed Materials Management into environment. focus at the beginning of liberalization and globalization (1990s) thatover posed powerful competition in thecame business With the process of liberalization, drastic changes came in powerful competition in thechanges businesscompelled environment. With the process of liberalization, changesstrategies came overthat in the business sector. The manufacturing companies to developdrastic sustainable the business The costs changes manufacturing companies companies to develophave sustainable strategies that minimizes thesector. production and compelled remain competitive. The production recognized Sustainable minimizes the production costs and remain competitive. The production companies have recognized Sustainable * Corresponding author. Tel.: +91-968-612-2971. address:author. [email protected] * E-mail Corresponding Tel.: +91-968-612-2971. E-mail address: [email protected] 2351-9789 © 2019 The Authors. Published by Elsevier B.V. Peer-review©under the organizing committee 2351-9789 2019responsibility The Authors. of Published by Elsevier B.V. of SMPM 2019. Peer-review under responsibility of the organizing committee of SMPM 2019.
2351-9789 © 2019 The Authors. Published by Elsevier B.V. Peer-review under responsibility of the organizing committee of SMPM 2019. 10.1016/j.promfg.2019.06.077
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production materials and managing is key opportunity in reducing the production costs and treat it as a Profit Centre in the system [1]. In those sustainable manufacturing firms, the raw materials is key component and decides the manufacturing cost and profitability [2]. Process improvement is one of the major quantitative tools to improve raw material management in manufacturing firms. Improvement in small repetitive work will increase the productivity of the industry. Similarly, while managing the materials within the industry, process improvement methods help the industry to cut process cost and become a world class competitor. Without interrupting the workflow, a sustainable improvement is sought in the given ongoing process. The five common methods to improve the process are: BPR – Business process reengineering, Lean management, Kaizen (CIP- continuous improvement process), Six sigma, and TQM- Total quality management these are five common approaches to optimize the process. The basic thinking behind Lean is that customers do not pay for mistakes or waste but only for product value [20]. As such, companies need to increase the value of their services or products to maximize profit. Lean management offers an opportunity to boost value and support continuous improvement. Lean manufacturing is a production practice wherein the industry spends resources for some process other than the creation of value for the end customer. This research used Lean management to improve prevalent method for material transportation and handling. The methodology of this improvement is captured under the DMAIC tool. The DMAIC (Define-Measure-Analyze-Improve-Control) is the classic Six Sigma for problem-solving solution. As a tool for process improvement and reduction of defects, Six Sigma Compliments Lean and is a component of many Lean programs [3]. DMAIC methodology uses a process-step structure, wherein it defines the problem, measures and analyzes the current performance then improves upon the problem identified and the last step involves controlling the improved process to ensure that targets are met [4]. In this report, to support DMAIC tool at different steps some lean tools are used like Chalk circle exercise is used to find out seven wastes of lean from process [5], problem solving A3 report [6] is used to find root cause and brief updates of actions throughout the project, spaghetti diagram. Reverse logistics can be applied to several stages of the logistic chain in both the materials management and the physical distribution of materials [7]. It was imperative that Returnable packaging needed to be thoughtfully planned for daily usage of the identified raw material to bring in effective control of the lean wastages under study. Improved returnable packaging proved to be the best alternative since it has less harmful environmental impacts compared to those of the disposable packaging used at the manufacturing unit under the study. The packaging can be integrated within the sender’s material handling system, which leads to a reduction in handling activities and costs [8]. 2. Literature Review Materials management is an optimization tool that helps in meeting the customer service requirements at the same time. It is adding profit by minimizing costs and making the best use of the available resources [9]. The task of materials management is integrating internal departments with external suppliers to provide a smooth product flow process [1]. In a study conducted at Nigeria [4], it researched that many organizations failed to escalate the role of material management in enhancing their profitability. It was found out that there is a positive and meaningful relationship between materials management and the frequent breakdown of the plant. This frequent breakdown is out of stock and lack of spare parts and it interrupts production, hence industry earns less profit [10]. The concept of lean management was industrialized for maximizing the resource utilization through minimization of waste, later lean was formulated in response to the changing and competitive business environment [11]. The production environment uses more than 30 lean tools to support lean management [12]. DMAIC is lean tool and mainly it is part of Six Sigma in addition Six Sigma compliments lean management and is an integral component of many lean programs [3]. Nunes [4] has stated that Lean Six Sigma is a powerful continuous improvement methodology with application of DMAIC. To minimize wastes under Kaizen thinking, Ohno trained TPS (Toyota Production System) leaders to carefully observe reality by drawing a chalk circle on the floor and told them to stand in it for several hours observing reality, mind wiped clean, undistracted by things apparently more important to do [5]. A3 reports for case analysis, according to Anderson et al. [13] increased the likelihood of the salient points that could be included and discouraged the fluff and flowery wordiness that students often use to cover weaknesses in analysis. The implementation of A3 report provides an ideal understanding of the study procedure.
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In the literature study of the German manufacturers and retailer’s non-profit organization Duales System that influences itself to collecting and recycling of packaging material however the system is in the process of growing and faces many issues; however it works to the relative advantage of their system in employing returnable containers [14]. Reverse logistics can be applied to several stages of the logistic chain in both the materials management and the physical distribution of materials [7]. 2.1. Hypothesis development The containers may be used within the sender’s material handling system, which leads to a reduction in handling activities [7]. The delivery and the assembly of the production materials in an organization could be organized in a profitable manner with the rightful packaging system. H1: There is a significant difference in the process time of the pressure ring handling from the unloading area to the warehouse, before and after implementing the returnable packaging. H2: There is a significant difference in process time of pressure ring handling from the warehouse to shop floor, before and after implementing the returnable packaging. H3: There is a significant difference in overall movement of pressure ring handling from unloading area to the warehouse, before and after implementing the returnable packaging. H4: There is significant difference in overall movement of pressure ring handling from the warehouse to the shop floor, before and after implementing the returnable packaging. 3. Methodology: This study is a blend of descriptive and applied type of research wherein a situation of material handling is described, and the lean principles are applied for process improvement. The focus of the research is comparison between before and after (modified) processes, based on parameters like process time, travelling distance, ergonomic scale and solid wastes [24]. The overview of research methodologies follows the flow path (See Fig.1).
Fig. 1 Flow chart of Research Methodology 3.1. Applying the DMAIC process: The DMAIC process helps to gamut whole study in a distinguished manner which easily enables any researcher to tackle the issues in structured way [4]. The DMAIC process is explained below: 1) Define (D): In the warehouse of the motor factory, the identification of the lean wastes for the improvement of the process was under study in the presence of Logistic department. The outcome of the meeting with the workers found that the workers weren’t satisfied with the material handling process. Some of the typical raw materials like the pressure rings of the traction motor which is projected for the study weigh more. At the same time there wasn’t sufficient space to store the raw material of traction motor. Hence, they were expecting some sustainable solution to reduce their physical stress. This was the frame work of the problem for the study undertaken. The company also desired to cut the uneconomical values of the traction motors manufacturing unit. 2) Measure (M):
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The depth of problem was measured with help of chalk circle exercise. Chalk circle exercise was conducted in warehouse by employees from logistic department. This Chalk circle exercise was also conducted in the unloading area and on the shop floor as the material movement goes through the warehouse onto these two spaces. This Chalk circle exercise evaluates the process based on seven wastes. The observer is required to stand in a circle of one-meter diameter for at least 30 minutes a day for the procedure and should observe the process in intensive manner. Two employees observed the process for two days around thirty minutes daily at the places. While observing the processes both the employees wrote down the evaluation on an exercise sheet in a systematic manner [5]. The process is related to material handling of motor hence there was no waste in overproduction as well as it is not concerned with automation or any IT complication. Therefore, no wastage was realized in the work process. Although, a lack of sufficient storage space for raw material (inventory) of traction motor. Incoming quantity from vendor was quite high as compared to the storage space situation. The workers had to change location to stock some of the materials. It was noticed that when transporting the motor material, workers were physically strained. The weight of materials individually varies from 15-20 kgs. It was observed that the workers in the age group of 35-55 years (male) were experiencing equal fatigue in carrying this weight multiple times. On identifying the wastes, it was important to discuss it at the departmental level for suitable solutions [20]. The Problem solving A3 report was generated for the ensuing discussion. The report was helpful throughout the study to map the progress and discussions. An A3 report shows details of ongoing project work in very systematic manner. In the beginning top left corner, the background and the current condition and name of the department are mentioned. This helps to focus on the topic. It is bottle neck process, from department to exact topic and the relation of that topic with respect to the current condition. Below this, a goal of the study is mentioned, it helps to target the problem. The cause analysis helps to display the root cause of the problem. Here the ‘five WHY’ were used to bring problem at lower level. Countermeasures column shows the solution and output of the discussion. On the right side, serial number of the document is mentioned for future communications. Initiation date and last updated date tells about the progress of the report and the team member’s names are mentioned. The sheet also contains the responsible person for the respected countermeasure/ task and status of the work. Effect confirmation tells about the outcome of the final solution. It was decided that the constraints like weight of the material, internal locations and workstations won’t be changed. Hence focus was shifted on the process improvement. After lots of discussion and practical know-how of employees, workers and with vast literature support, department concluded that to overcome this problem ‘Returnable Packaging’ is one of the solutions. Returnable Packaging according to Returnable Packaging Association (RPA) includes pallets, bins, containers, etc. all these helps to transport the raw/final material from manufacturer to receiver [7]. To implement a returnable packaging system, the study understood that material handling time, movement, ergonomic scale and solid wastes. The packaging used in the company under study covered 80 individual pressure rings from the vendor at one time during the transportation. These pressure rings were transported in the plastic bags with oil applied onto it packed in corrugated boxes to avoid physical damage to the materials. 3) Analyze the existing system (A): The quantitative data analysis of the material handling system is presented below for the existing system. The handling of material includes flow of material from vendor (manufacturer) to company once in 15 days and then within the company on daily basis. Hence this whole material handling process is divided in two parts (See Fig. 2): 1) Handling of pressure rings from vendor to company warehouse (15 days interval). 2) Handling of pressure rings from warehouse to shop floor (daily). Without interrupting the process time, a spaghetti diagram is drawn. Spaghetti diagram needs quantitative data for representation. The three main locations displayed in spaghetti diagram are unloading area, warehouse and shop floor at the motor manufacturing company. The incoming material ordered vehicle unloads in the unloading area. In the existing system, man and forklift were used for handling the pressure rings.
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Fig. 2 Spaghetti diagram of existing material handling process The path indicated in the figure 2, existing material handling process from the vendor to the company warehouse wherein a forklift was assigned to collect the empty pallets from storage to the unloading area (path 1a-3a), then the worker loaded 12 corrugated boxes per pallet from the truck (path 2a-3a). The forklift then moved to carry the loaded pallet to the warehouse rack for storing purpose (path 3a-4a). After unloading the pallet, the forklift moved on to collect fresh stored empty pallet for the next batch of material to be transferred (path 4a-1a). The second path activities in the figure 2 shows wherein the handling of the pressure rings from warehouse to shop floor took place. A worker transferred the corrugated boxes in empty pallet of shop floor (path 1b-2b). Then forklift was used to transfer that loaded pallet to the issue area, which was outside the warehouse (path 2b-3b). The duty of logistic department was completed on the material reaching the issue area. Then the forklift of shop floor used to collect the pallet from the issue area to get it on the (Bay 6) shop floor (3b-4b). After this a worker had to remove the packaging of pressure rings and should store them in storage area (path 4b-5b). 4) Analysis of process time of the existing system The procedure time of the existing process was calculated with the help of a stopwatch and was calculated for one trip made by the forklift for the transfer of one pallet and a worker in moving one box from one location to another. The time was extended for a year and capacity of pallet was 12 boxes, shipping quantity of the pressure rings was 80units with 15 days cycle time from vendor and a total of days 290 working days was calculated. The result indicated that 67 Hrs. per annum are utilized for the movement of pressure rings, which means it consumes almost three days for moving the pressure rings. This surplus usage of time needed to be curtailed efficiently. 5) Analysis of material movement in the existing system The distance travelled by the resources and the entities in the existing system was analyzed according to the distance travelled by the resources and the entities. The materials covered 65 kilometers per year within the factory, the forklift engagements in the transportation covered a distance of 65 kilometers and the worker’s movement in the material transition accounted for 23 kilometers. The material covered a total distance of 152 kilometers in one year. 6) Analysis of Solid waste. The pressure rings were transported in packing materials made up of corrugated boxes and plastic bags with oil that are harmful to the environment to some extent. The exploration showed that these packing materials had one-time usage and would be go into solid waste after reaching the factory. It was imperative to find an alternative for the packaging adhering to the necessary safety concerns. The daily packaging materials generated 464 kg of the solid wastes in 290 working days. 7) Analysis of Ergonomic scale The other lean wastes gathered indicated that the workers were facing physical stress in the process of material movement. The RULA tool was applied to reflect the Musculoskeletal Disorder among the workers at four touch points to understand the human intervention in the process [14]. The RULA score of seven was indicated in the ergonomic study called for improvement in the process. 8) Detail planning of implementation of returnable packaging The packaging used corrugated boxes that were heavy and utilized larger storage space, also added to the physical strain on the workers who handled the moment from the loading area to the factory premises. The materials posed hazard to the environment as well.
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In designing the returnable packaging, mild steel was used for its sustainability, durability and availability. The fabrication was mindful to the space dimensions and smooth movement of the materials. The intended storing material was accounted in terms of volume and weight of the available space within the warehouse. The transportation dynamics were also reckoned for the same. The lean waste in terms of time and movement has been resolved significantly with the help of the newly designed returnable packing. The identified packing was tested in real time and the results are provided below in the implementation section of the report. 9) Implementation of Returnable packaging (I) The racks available in the warehouse were considered primarily in redesigning the pallets. The weight and volume capacity of racks and the size of the pressure rings as well as the convenience of its handling were taken care of in implementing the returnable package. The pallets were tested in the presence of vendor after fabrication. Data was collected with new pallets which are shown in following picture to test the newly fabricated pallets. (See Fig. 3 and 4).
Fig. 3 Top view of pallet
Fig. 4 Side view of pallet
While testing the returnable pallets, data was collected to compare the existing system and the new system. As we discussed in analysis part, the study was conducted based on four parameters 1) material handling time. 2) Movement 3) ergonomic scale 4) solid wastes. The spaghetti diagram (See Fig. 5) of the new system explains the flowing entity between the location, used resources and the flow of material. The restyled system according to the cycle time of the pressure rings flow is divided in two parts: 1) Handling of pressure rings from vendor to company (15 days interval). 2) Handling of pressure rings from warehouse to shop floor (daily).
Fig. 5. Spaghetti diagram of new material handling process The paths are indicated in the Figure 5.The new material handling process from the vendor to the company warehouse wherein pathway marked 1a-2a indicates the movement of the pressure rings from the truck to unloading area with help of the forklift. This was followed by path 2a-3a where the material is being moved by the forklift from the unloading area to the warehouse. The forklift then returns path 3a-1a to the unloading area for the next batch of material. The second path activities in the Figure 2 displays the handling of the pressure rings from warehouse to shop floor. The pathway 1b-4b indicates the movement of the loaded returnable pallet from the warehouse rack to the
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issue area (1b-2b), and then the pallet is moved from issue area to bay 6 on the shop floor (2b-3b). Thereafter at the bay area the pallet was systematically placed and stored (3b-4b). 10) Analysis of process time of the existing system The procedure time of the existing process was calculated with the help of a stopwatch. The calculation was prepared for one trip made by the forklift for the transfer of one returnable pallet and extended for a year. The capacity of 8 pressure rings in a returnable pallet, shipping 80units through 15 days’ time cycle from the vendor and a total of 290 working days was considered for the calculation. The result showed that 30.1 hrs. per annum are utilized for the movement of pressure rings. 11) Analysis of movement of the new system The distance travelled by the resources and the entities in the new system was analyzed. The analysis of the movement with the new coordination revealed that the materials covered 57 kilometers per year within the factory, the forklift engagements covered a distance of 60 kilometres and the worker’s movement in the material transition accounted for one kilometer. The material therefore covered a total distance of 117 kilometers in one year. 12) Analysis of Solid waste The pressure rings when transported in returnable pallets without corrugated boxes fulfilled the safety criterions. Hence no solid wastes occurred now while handling pressure rings within the factory. The pallet designed and fabricated with mild steel that is durable and strong thereby the solid waste per year is now almost negligible. 13) Analysis of Ergonomic scale In the unloading process the worker now must guide the forklift driver with the returnable pallets from the truck in a small way. The human intervention in the process of material transfer has been minimized from four touch points to one. The RULA scale when applied did not call for critical review of the process [14]. 14) Control approach to the new process (C) The Returnable packaging needed to be carefully planned for daily usage. There are three different control systems known as the switch-pool system, and systems with and without return logistics [7]. The switch-pool system has two variants, in the first variant the sending and receiving companies keep the pallets in their respective location and there is a carrier in place to either move the pallets filled with goods from the sender to the recipient or transports empty pallets from the recipient back to the sender. In the second variant the carrier also has a number of pallets available and is responsible for exchanging the correct number of pallets when picking up or delivering filled pallets. In the application of the switch pool system to this study the first variant was selected to handle the returnable pallets for the transfer of the pressure rings from the vendor to the company. This application of the switch pool system proved effective in managing the process. 4. Results and discussion In conducting the validation for the process improvement SPSS software was utilized at two levels. One from vendor to warehouse and second being warehoused to shop floor. The study was based on two components namely material handling time and movement. The cycle period of the raw material moving from the vendor to the warehouse and warehouse to shop floor was analyzed and improved upon. SPSS was applied at both the levels. As the p-value for H1 and H2 are 0.023 and 0.031, it can be inferred from the table 1 that the process time for handling of pressure rings from the unloading area to the warehouse and from the warehouse to the shop floor was reduced significantly. Similarly, for H3 and H4, the p-values are 0.034 and 0.015 indicate that the overall movement for handling of pressure rings from the unloading area to the warehouse and from the warehouse to the shop floor was reduced significantly. Table 1. Hypothesis results Mean value Hypotheses p-value Remarks Before After H1 12.8733 5.0667 0.023 Supported H2 2.5142 0.8500 0.031 Supported H3 487.000 275.28 0.034 Supported H4 38.535 29.585 0.015 Supported
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Comparison of the data concludes the outcome of the research is compared with the existing system of the motor manufacturing company in the form of percentage savings and efficiency (See Table 2). The validation of the improvement in process time and movement. Table 2. Comparison of before and after the system lean manufacturing tools implementation Parameters Before After Saving (%) Efficiency Process time (Hrs) 67 30.1 122.5 55.07 Movement (Kms) 152 117 29.91 23.02 Solid waste (Kgs) 464 0 100 Ergonomic scale Touchpoint one 7 units 3 units 57.14 Touchpoint two 7 units 0 units 100 Touchpoint three 6 units 0 units 100 Touchpoint four 7 units 0 units 100 5. Conclusion It can be concluded from the above results that the reduction of Lean wastage in the manufacturing sector can be minimized in terms of resources, time, and movement, also to improve ergonomically proper activities and discontinue using environmentally harmful materials. The study undertaken in the motor industry was considered in the research for several wastes during the process of manufacture. The wastages deliberated are the packaging materials for transportation that were using heavy corrugated boxes, the time in transferring the raw materials directly affecting the production, the movement of the raw materials enduring wastage not only in terms of time but also man power and storage space, the worker’s ergonomically flawed movement resulting in stress and sluggish deliverance of the required raw material another wastage identified was a sustainable environmentally hazardous plastic material for packaging during transportation. The study used the understanding to resolve the recognized issues of lean wastages. 1) Processing Time: The time spent on loading and unloading, unpacking of raw materials, time on issuing and transmission of daily requisite of material to the production unit. 2) Movement: Related to material, workers, and forklift 3) Material: Identified raw material and Packaging material 4) Space: The storage area. It is imperative that Returnable packaging needs to be meticulously planned for daily usage to bring in effective control of the lean wastages identified. The returnable package worked to bring in compact storage designing using appropriate pallets. These pallets can stack and acquire the available storage space appropriately and align it for easy handling of the fork lift. Simultaneously the stock management was stream lined leading to smooth hierarchical flow of material. The shop floor is now made more assessable with the improved variation. The redesigned material ensured the worker limiting his physical stress as the material is now moved mechanically. The ergonomically incorrect concerns were completely set right due to this. The material in terms of environmental hazards created by the usage of the corrugated boxes, plastic bags and oil were taken up and a better packaging was deliberated. Pallets were designed and fabricated befitting the raw materials to be safely moved around decisively. These pallets proved conducive for environment as well as movement. It also helped in transportation and storage. The returnable packaging devised through the study met the objectives of minimizing the identified lean wastages in the context. There is future scope to bring in effective management of manufacturing unit lean wastage of all the raw materials as well as the wastages in various departments need to be study and resolve. 6. Future scope and Limitations The limitation of the study lies in the fact that only one raw material was investigated. The lean wastage study was relegated to a motor manufacturing unit, so the application needs to be furthered in other sectors as well. There
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is scope for further study applying other approaches to control the lean wastages. This study can be applicable for different manufacturing sectors according to their identified lean wastages in the process of handling of the raw materials. Acknowledgements All the authors of this research paper wish to place their gratitude for Siemens India Pvt ltd for given the permission to conduct this research study and publish this work. References [1] [2] [3] [4] [5] [6] [7] [8] [9] [10] [11] [12] [13] [14] [15] [16] [17] [18] [19] [20] [21] [22] [23] [24] [25]
P. Basavarajgowda, Material management in cement industry with special reference to associated cement company in Gulbarga district. (2012). T.O. Asaolu, C.J, Agorzie, J M. Unam, Materials management: an effective tool for optimizing profitability in the Nigerian food and beverage manufacturing industry. Journal of Emerging Trends in Economics and Management Sciences, 3(1), (2012), 25. L. Webber, M. Wallance,. Quality control for dummies. (2011) John Wiley & Sons: New york I. L. Nunes, (2015). Integration of Ergonomics and Lean Six Sigma. A model proposal. Procedia manufacturing, 3, 890–897. J. Nakane, R. W. Hall, Ohno's Method. Target, 18 (1), (2002), 6–15. S. Ali, T.S. Hattingh, Analysis of sustainability and the investment crisis in South African platinum mining using the A3 problem-solving process. (2014),159–168. L. Kroon, G. Vrijens, Returnable containers: An example of reverse logistics, International Journal of Physics Distribution & Logistics Management. (1995), ISSN 0960–0035. B. R. Cobb, Inventory control for returnable transport items in a closed-loop supply chain, Transportation research Part E 86 (2), (2016) 53– 68. https://dx.doi.org/10.1016/j.tre.2015.12.010 P. JerutoKeitany, S. Richu, Assessment of the Role of Materials Management on Organizational Performance-A Case of New Kenya Cooperative Creameries Limited, Eldoret Kenya. European Journal of Material Sciences, 1(1), (2014), 1–10. A. B. Ibegbulem, C. Okorie, Assesment of mateirals management and profitabliliy of an organization. Journal of Policy and Development Studies, 9 (3), (2015)153–165. R. Sundar, A, N. Balaji, R. S. Kumar, A review on lean manufacturing implementation techniques. Procedia Engineering, 97 (341), (2014), 1875–1885. P.Arunagiri, A. Gnanavelbabu, Identification of High Impact Lean Production Tools in Automobile Industries using Weighted Average Method. Procedia Engineering, 97(450), (2014), 2072–2080. J. S. Anderson, J. N. Morgan, S.K. Williams, Using Toyota’s A3 Thinking for analysing MBA Business Cases. Decision Sciences Journal of innovative Education, 9(2), (2011) 275–285. L. McAtamney, E. N. Corlett, RULA: a survey method for the investigation of world-related upper limb disorders. Apllied ergonomics, 24 (2), (1993), 91–99. U. Berberoglu, B. Tokuç, Work-Related Musculoskeletal Disorders at Two Textile Factories in Edirne, Turkey. Balkan medical journal, 30 (1), (2013), 23–27. I. A. Brutus, O. Chiyem, Assessment of Materials Management and Profitability of an Organization, (2015). H. M. Fazi, N. M. Z. N. Mohamed, M. F. F. Ab Rashid, A. N. M. Rose,. Ergonomics study for workers at food production industry. MATEC Web of Conferences. 90, (2017), (01003). C. H. Glock, Decision support models for managing returnable transport items in supply chains: A systematic literature review. International Journal of Production Economics, (2017), 183, 561–569. P.N. Kale, R.T. Vyavhare, Ergonomic Analysis Tools: A Review. International Journal of Current Engineering and Technology, 6 (4). (2016), 1271–1280. K. Kok Lim, P. K. Ahmed, M. Zairi,. Managing waste and looking beyond: the IMI approach. The TQM Magazine, 11(5), (1999), 304–310. M. Middlesworth, A Step-by-Step Guide to the RULA Assessment Tool [Blog post]. Retrieved from http://ergo-plus.com/rula-assessmenttool-guide/(2016) N. D. Minh, N. T Van Ha, Made in Vietnam, Lean Management Model for Sustainable Development of Vietnamese Enterprises. Procedia CIRP, 40 (141), (2016), 602–607. P. Mukhopadhyay, D. Jhodkar, P. Kumar, Ergonomic risk factors in bicycle repairing units at Jabalpur. Work, 51 (2), (2015), 245–254. P. Nowotarski, J. Pasławski, J. Matyja, Improving Construction Processes Using Lean Management Methodologies–Cost Case Study. Procedia Engineering, 161 (845), (2016), 1037–1042. J. Olhager, B. Östlund, An integrated push-pull manufacturing strategy. European Journal of Operational Research, 45(2-3), (1990).135– 142.
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2nd International Conference on Sustainable Materials Processing and Manufacturing 2nd International Conference on Sustainable Materials Processing and Manufacturing (SMPM 2019) (SMPM 2019)
Implementation of Lean techniques for Sustainable workflow Implementation for Sustainable processofin Lean Indiantechniques motor manufacturing unitworkflow a in Indian motor manufacturing process Mayur Mahajan Kezia Bindu Chistopherb Harshanc Shiva unit Prasad H Cd* Mayur Mahajana Kezia Bindu Chistopherb Harshanc Shiva Prasad H Cd* Dept. of Humanities and MIT, Manipal Academy of Higher Education, Manipal, India a,b of Automobile Engineering, MIT, Manipal Academy of Higher Education, Manipal, India Dept. Dept. of Humanities and MIT, Manipal Academy of Higher Education, Manipal, India d c Dept. of of Humanities and Management, MIT, Manipal Academy of Higher Education, Manipal, India Dept. Automobile Engineering, MIT, Manipal Academy of Higher Education, Manipal, India d Dept. of Humanities and Management, MIT, Manipal Academy of Higher Education, Manipal, India a,b
c
Abstract Abstract The process of material movement in the motor factory while transference of raw material from the supplier to stock unergonomically loadinginand using awhile heavytransference corrugated box. There is a need for the improving for The process ofdesigned materialwhile movement theunloading motor factory of raw material from supplierthetoprocess stock unaergonomically sustainable materials andand minimizing material handling wastage. This research uses a lean of designed movement while loading unloadingthe using a heavy corrugated box. There is a needstudy for improving theprinciple process for manufacturing that is well acceptedand such as chalk circle exercise (seven mudas of This lean research principles), by uses analyzing spaghetti a sustainable materials movement minimizing the material handling wastage. study a leanthe principle of diagram that minimizes wastes process. minimize theexercise usage of the corrugated box principles), and deforestation sustainable metallic manufacturing that is well accepted such To as chalk circle (seven mudas of lean by analyzing the spaghetti returnable pallets is ergonomically designed the material handling. findings box fromand thisdeforestation research, a reduction of material diagram that minimizes wastes process. To for minimize the usage of theThe corrugated sustainable metallic handling from 67 hours to 30.1hours was achieved, from 152a reduction kms to 117 per returnabletime pallets is ergonomically designedper for annum the material handling. with The physical findings movement from this research, of kms material annum and solid waste to zero. per As this research is action research with the correctivefrom action plan andtoby117 developing handling time from 67 from hours464 to kg 30.1hours annum was achieved, with physical movement 152 kms kms per aannum sustainable returnable packaging reduced theresearch lean waste in theresearch handling of the rawcorrective materials action at motor The and solid waste from 464 kg that to zero. As this is action with planmanufacturing. and by developing implication this study is reducing that the corrugated material getting every time by enhancing the material a sustainableofreturnable packaging reduced thepackaging lean waste in the from handling of wasted raw materials at motor manufacturing. The handling productivity andismovement of material efficiently with an eco-environmentally friendly implication of this study reducing the corrugated packaging material from getting wasted everyproduct. time by enhancing the material handling productivity and movement of material efficiently with an eco-environmentally friendly product. © 2019 The Authors. Published by Elsevier B.V. © 2019 The Authors. Published by B.V. committee of SMPM 2019. Peer-review under responsibility of Elsevier the organizing © 2019 The Authors. Published by Elsevier B.V. Peer-review under responsibility of the organizing committee of SMPM 2019. Peer-review under responsibility of the organizing committee of SMPM 2019. Keywords: Chalk circle exercise; DMAIC; Lean manufacturing; Spaghetti diagram;Sustainable pallet Keywords: Chalk circle exercise; DMAIC; Lean manufacturing; Spaghetti diagram;Sustainable pallet
1. Introduction 1. Introduction Materials Management came into focus at the beginning of liberalization and globalization (1990s) that posed Materials Management into environment. focus at the beginning of liberalization and globalization (1990s) thatover posed powerful competition in thecame business With the process of liberalization, drastic changes came in powerful competition in thechanges businesscompelled environment. With the process of liberalization, changesstrategies came overthat in the business sector. The manufacturing companies to developdrastic sustainable the business The costs changes manufacturing companies companies to develophave sustainable strategies that minimizes thesector. production and compelled remain competitive. The production recognized Sustainable minimizes the production costs and remain competitive. The production companies have recognized Sustainable * Corresponding author. Tel.: +91-968-612-2971. address:author. [email protected] * E-mail Corresponding Tel.: +91-968-612-2971. E-mail address: [email protected] 2351-9789 © 2019 The Authors. Published by Elsevier B.V. Peer-review©under the organizing committee 2351-9789 2019responsibility The Authors. of Published by Elsevier B.V. of SMPM 2019. Peer-review under responsibility of the organizing committee of SMPM 2019.
2351-9789 © 2019 The Authors. Published by Elsevier B.V. Peer-review under responsibility of the organizing committee of SMPM 2019. 10.1016/j.promfg.2019.06.077
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production materials and managing is key opportunity in reducing the production costs and treat it as a Profit Centre in the system [1]. In those sustainable manufacturing firms, the raw materials is key component and decides the manufacturing cost and profitability [2]. Process improvement is one of the major quantitative tools to improve raw material management in manufacturing firms. Improvement in small repetitive work will increase the productivity of the industry. Similarly, while managing the materials within the industry, process improvement methods help the industry to cut process cost and become a world class competitor. Without interrupting the workflow, a sustainable improvement is sought in the given ongoing process. The five common methods to improve the process are: BPR – Business process reengineering, Lean management, Kaizen (CIP- continuous improvement process), Six sigma, and TQM- Total quality management these are five common approaches to optimize the process. The basic thinking behind Lean is that customers do not pay for mistakes or waste but only for product value [20]. As such, companies need to increase the value of their services or products to maximize profit. Lean management offers an opportunity to boost value and support continuous improvement. Lean manufacturing is a production practice wherein the industry spends resources for some process other than the creation of value for the end customer. This research used Lean management to improve prevalent method for material transportation and handling. The methodology of this improvement is captured under the DMAIC tool. The DMAIC (Define-Measure-Analyze-Improve-Control) is the classic Six Sigma for problem-solving solution. As a tool for process improvement and reduction of defects, Six Sigma Compliments Lean and is a component of many Lean programs [3]. DMAIC methodology uses a process-step structure, wherein it defines the problem, measures and analyzes the current performance then improves upon the problem identified and the last step involves controlling the improved process to ensure that targets are met [4]. In this report, to support DMAIC tool at different steps some lean tools are used like Chalk circle exercise is used to find out seven wastes of lean from process [5], problem solving A3 report [6] is used to find root cause and brief updates of actions throughout the project, spaghetti diagram. Reverse logistics can be applied to several stages of the logistic chain in both the materials management and the physical distribution of materials [7]. It was imperative that Returnable packaging needed to be thoughtfully planned for daily usage of the identified raw material to bring in effective control of the lean wastages under study. Improved returnable packaging proved to be the best alternative since it has less harmful environmental impacts compared to those of the disposable packaging used at the manufacturing unit under the study. The packaging can be integrated within the sender’s material handling system, which leads to a reduction in handling activities and costs [8]. 2. Literature Review Materials management is an optimization tool that helps in meeting the customer service requirements at the same time. It is adding profit by minimizing costs and making the best use of the available resources [9]. The task of materials management is integrating internal departments with external suppliers to provide a smooth product flow process [1]. In a study conducted at Nigeria [4], it researched that many organizations failed to escalate the role of material management in enhancing their profitability. It was found out that there is a positive and meaningful relationship between materials management and the frequent breakdown of the plant. This frequent breakdown is out of stock and lack of spare parts and it interrupts production, hence industry earns less profit [10]. The concept of lean management was industrialized for maximizing the resource utilization through minimization of waste, later lean was formulated in response to the changing and competitive business environment [11]. The production environment uses more than 30 lean tools to support lean management [12]. DMAIC is lean tool and mainly it is part of Six Sigma in addition Six Sigma compliments lean management and is an integral component of many lean programs [3]. Nunes [4] has stated that Lean Six Sigma is a powerful continuous improvement methodology with application of DMAIC. To minimize wastes under Kaizen thinking, Ohno trained TPS (Toyota Production System) leaders to carefully observe reality by drawing a chalk circle on the floor and told them to stand in it for several hours observing reality, mind wiped clean, undistracted by things apparently more important to do [5]. A3 reports for case analysis, according to Anderson et al. [13] increased the likelihood of the salient points that could be included and discouraged the fluff and flowery wordiness that students often use to cover weaknesses in analysis. The implementation of A3 report provides an ideal understanding of the study procedure.
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In the literature study of the German manufacturers and retailer’s non-profit organization Duales System that influences itself to collecting and recycling of packaging material however the system is in the process of growing and faces many issues; however it works to the relative advantage of their system in employing returnable containers [14]. Reverse logistics can be applied to several stages of the logistic chain in both the materials management and the physical distribution of materials [7]. 2.1. Hypothesis development The containers may be used within the sender’s material handling system, which leads to a reduction in handling activities [7]. The delivery and the assembly of the production materials in an organization could be organized in a profitable manner with the rightful packaging system. H1: There is a significant difference in the process time of the pressure ring handling from the unloading area to the warehouse, before and after implementing the returnable packaging. H2: There is a significant difference in process time of pressure ring handling from the warehouse to shop floor, before and after implementing the returnable packaging. H3: There is a significant difference in overall movement of pressure ring handling from unloading area to the warehouse, before and after implementing the returnable packaging. H4: There is significant difference in overall movement of pressure ring handling from the warehouse to the shop floor, before and after implementing the returnable packaging. 3. Methodology: This study is a blend of descriptive and applied type of research wherein a situation of material handling is described, and the lean principles are applied for process improvement. The focus of the research is comparison between before and after (modified) processes, based on parameters like process time, travelling distance, ergonomic scale and solid wastes [24]. The overview of research methodologies follows the flow path (See Fig.1).
Fig. 1 Flow chart of Research Methodology 3.1. Applying the DMAIC process: The DMAIC process helps to gamut whole study in a distinguished manner which easily enables any researcher to tackle the issues in structured way [4]. The DMAIC process is explained below: 1) Define (D): In the warehouse of the motor factory, the identification of the lean wastes for the improvement of the process was under study in the presence of Logistic department. The outcome of the meeting with the workers found that the workers weren’t satisfied with the material handling process. Some of the typical raw materials like the pressure rings of the traction motor which is projected for the study weigh more. At the same time there wasn’t sufficient space to store the raw material of traction motor. Hence, they were expecting some sustainable solution to reduce their physical stress. This was the frame work of the problem for the study undertaken. The company also desired to cut the uneconomical values of the traction motors manufacturing unit. 2) Measure (M):
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The depth of problem was measured with help of chalk circle exercise. Chalk circle exercise was conducted in warehouse by employees from logistic department. This Chalk circle exercise was also conducted in the unloading area and on the shop floor as the material movement goes through the warehouse onto these two spaces. This Chalk circle exercise evaluates the process based on seven wastes. The observer is required to stand in a circle of one-meter diameter for at least 30 minutes a day for the procedure and should observe the process in intensive manner. Two employees observed the process for two days around thirty minutes daily at the places. While observing the processes both the employees wrote down the evaluation on an exercise sheet in a systematic manner [5]. The process is related to material handling of motor hence there was no waste in overproduction as well as it is not concerned with automation or any IT complication. Therefore, no wastage was realized in the work process. Although, a lack of sufficient storage space for raw material (inventory) of traction motor. Incoming quantity from vendor was quite high as compared to the storage space situation. The workers had to change location to stock some of the materials. It was noticed that when transporting the motor material, workers were physically strained. The weight of materials individually varies from 15-20 kgs. It was observed that the workers in the age group of 35-55 years (male) were experiencing equal fatigue in carrying this weight multiple times. On identifying the wastes, it was important to discuss it at the departmental level for suitable solutions [20]. The Problem solving A3 report was generated for the ensuing discussion. The report was helpful throughout the study to map the progress and discussions. An A3 report shows details of ongoing project work in very systematic manner. In the beginning top left corner, the background and the current condition and name of the department are mentioned. This helps to focus on the topic. It is bottle neck process, from department to exact topic and the relation of that topic with respect to the current condition. Below this, a goal of the study is mentioned, it helps to target the problem. The cause analysis helps to display the root cause of the problem. Here the ‘five WHY’ were used to bring problem at lower level. Countermeasures column shows the solution and output of the discussion. On the right side, serial number of the document is mentioned for future communications. Initiation date and last updated date tells about the progress of the report and the team member’s names are mentioned. The sheet also contains the responsible person for the respected countermeasure/ task and status of the work. Effect confirmation tells about the outcome of the final solution. It was decided that the constraints like weight of the material, internal locations and workstations won’t be changed. Hence focus was shifted on the process improvement. After lots of discussion and practical know-how of employees, workers and with vast literature support, department concluded that to overcome this problem ‘Returnable Packaging’ is one of the solutions. Returnable Packaging according to Returnable Packaging Association (RPA) includes pallets, bins, containers, etc. all these helps to transport the raw/final material from manufacturer to receiver [7]. To implement a returnable packaging system, the study understood that material handling time, movement, ergonomic scale and solid wastes. The packaging used in the company under study covered 80 individual pressure rings from the vendor at one time during the transportation. These pressure rings were transported in the plastic bags with oil applied onto it packed in corrugated boxes to avoid physical damage to the materials. 3) Analyze the existing system (A): The quantitative data analysis of the material handling system is presented below for the existing system. The handling of material includes flow of material from vendor (manufacturer) to company once in 15 days and then within the company on daily basis. Hence this whole material handling process is divided in two parts (See Fig. 2): 1) Handling of pressure rings from vendor to company warehouse (15 days interval). 2) Handling of pressure rings from warehouse to shop floor (daily). Without interrupting the process time, a spaghetti diagram is drawn. Spaghetti diagram needs quantitative data for representation. The three main locations displayed in spaghetti diagram are unloading area, warehouse and shop floor at the motor manufacturing company. The incoming material ordered vehicle unloads in the unloading area. In the existing system, man and forklift were used for handling the pressure rings.
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Fig. 2 Spaghetti diagram of existing material handling process The path indicated in the figure 2, existing material handling process from the vendor to the company warehouse wherein a forklift was assigned to collect the empty pallets from storage to the unloading area (path 1a-3a), then the worker loaded 12 corrugated boxes per pallet from the truck (path 2a-3a). The forklift then moved to carry the loaded pallet to the warehouse rack for storing purpose (path 3a-4a). After unloading the pallet, the forklift moved on to collect fresh stored empty pallet for the next batch of material to be transferred (path 4a-1a). The second path activities in the figure 2 shows wherein the handling of the pressure rings from warehouse to shop floor took place. A worker transferred the corrugated boxes in empty pallet of shop floor (path 1b-2b). Then forklift was used to transfer that loaded pallet to the issue area, which was outside the warehouse (path 2b-3b). The duty of logistic department was completed on the material reaching the issue area. Then the forklift of shop floor used to collect the pallet from the issue area to get it on the (Bay 6) shop floor (3b-4b). After this a worker had to remove the packaging of pressure rings and should store them in storage area (path 4b-5b). 4) Analysis of process time of the existing system The procedure time of the existing process was calculated with the help of a stopwatch and was calculated for one trip made by the forklift for the transfer of one pallet and a worker in moving one box from one location to another. The time was extended for a year and capacity of pallet was 12 boxes, shipping quantity of the pressure rings was 80units with 15 days cycle time from vendor and a total of days 290 working days was calculated. The result indicated that 67 Hrs. per annum are utilized for the movement of pressure rings, which means it consumes almost three days for moving the pressure rings. This surplus usage of time needed to be curtailed efficiently. 5) Analysis of material movement in the existing system The distance travelled by the resources and the entities in the existing system was analyzed according to the distance travelled by the resources and the entities. The materials covered 65 kilometers per year within the factory, the forklift engagements in the transportation covered a distance of 65 kilometers and the worker’s movement in the material transition accounted for 23 kilometers. The material covered a total distance of 152 kilometers in one year. 6) Analysis of Solid waste. The pressure rings were transported in packing materials made up of corrugated boxes and plastic bags with oil that are harmful to the environment to some extent. The exploration showed that these packing materials had one-time usage and would be go into solid waste after reaching the factory. It was imperative to find an alternative for the packaging adhering to the necessary safety concerns. The daily packaging materials generated 464 kg of the solid wastes in 290 working days. 7) Analysis of Ergonomic scale The other lean wastes gathered indicated that the workers were facing physical stress in the process of material movement. The RULA tool was applied to reflect the Musculoskeletal Disorder among the workers at four touch points to understand the human intervention in the process [14]. The RULA score of seven was indicated in the ergonomic study called for improvement in the process. 8) Detail planning of implementation of returnable packaging The packaging used corrugated boxes that were heavy and utilized larger storage space, also added to the physical strain on the workers who handled the moment from the loading area to the factory premises. The materials posed hazard to the environment as well.
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In designing the returnable packaging, mild steel was used for its sustainability, durability and availability. The fabrication was mindful to the space dimensions and smooth movement of the materials. The intended storing material was accounted in terms of volume and weight of the available space within the warehouse. The transportation dynamics were also reckoned for the same. The lean waste in terms of time and movement has been resolved significantly with the help of the newly designed returnable packing. The identified packing was tested in real time and the results are provided below in the implementation section of the report. 9) Implementation of Returnable packaging (I) The racks available in the warehouse were considered primarily in redesigning the pallets. The weight and volume capacity of racks and the size of the pressure rings as well as the convenience of its handling were taken care of in implementing the returnable package. The pallets were tested in the presence of vendor after fabrication. Data was collected with new pallets which are shown in following picture to test the newly fabricated pallets. (See Fig. 3 and 4).
Fig. 3 Top view of pallet
Fig. 4 Side view of pallet
While testing the returnable pallets, data was collected to compare the existing system and the new system. As we discussed in analysis part, the study was conducted based on four parameters 1) material handling time. 2) Movement 3) ergonomic scale 4) solid wastes. The spaghetti diagram (See Fig. 5) of the new system explains the flowing entity between the location, used resources and the flow of material. The restyled system according to the cycle time of the pressure rings flow is divided in two parts: 1) Handling of pressure rings from vendor to company (15 days interval). 2) Handling of pressure rings from warehouse to shop floor (daily).
Fig. 5. Spaghetti diagram of new material handling process The paths are indicated in the Figure 5.The new material handling process from the vendor to the company warehouse wherein pathway marked 1a-2a indicates the movement of the pressure rings from the truck to unloading area with help of the forklift. This was followed by path 2a-3a where the material is being moved by the forklift from the unloading area to the warehouse. The forklift then returns path 3a-1a to the unloading area for the next batch of material. The second path activities in the Figure 2 displays the handling of the pressure rings from warehouse to shop floor. The pathway 1b-4b indicates the movement of the loaded returnable pallet from the warehouse rack to the
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issue area (1b-2b), and then the pallet is moved from issue area to bay 6 on the shop floor (2b-3b). Thereafter at the bay area the pallet was systematically placed and stored (3b-4b). 10) Analysis of process time of the existing system The procedure time of the existing process was calculated with the help of a stopwatch. The calculation was prepared for one trip made by the forklift for the transfer of one returnable pallet and extended for a year. The capacity of 8 pressure rings in a returnable pallet, shipping 80units through 15 days’ time cycle from the vendor and a total of 290 working days was considered for the calculation. The result showed that 30.1 hrs. per annum are utilized for the movement of pressure rings. 11) Analysis of movement of the new system The distance travelled by the resources and the entities in the new system was analyzed. The analysis of the movement with the new coordination revealed that the materials covered 57 kilometers per year within the factory, the forklift engagements covered a distance of 60 kilometres and the worker’s movement in the material transition accounted for one kilometer. The material therefore covered a total distance of 117 kilometers in one year. 12) Analysis of Solid waste The pressure rings when transported in returnable pallets without corrugated boxes fulfilled the safety criterions. Hence no solid wastes occurred now while handling pressure rings within the factory. The pallet designed and fabricated with mild steel that is durable and strong thereby the solid waste per year is now almost negligible. 13) Analysis of Ergonomic scale In the unloading process the worker now must guide the forklift driver with the returnable pallets from the truck in a small way. The human intervention in the process of material transfer has been minimized from four touch points to one. The RULA scale when applied did not call for critical review of the process [14]. 14) Control approach to the new process (C) The Returnable packaging needed to be carefully planned for daily usage. There are three different control systems known as the switch-pool system, and systems with and without return logistics [7]. The switch-pool system has two variants, in the first variant the sending and receiving companies keep the pallets in their respective location and there is a carrier in place to either move the pallets filled with goods from the sender to the recipient or transports empty pallets from the recipient back to the sender. In the second variant the carrier also has a number of pallets available and is responsible for exchanging the correct number of pallets when picking up or delivering filled pallets. In the application of the switch pool system to this study the first variant was selected to handle the returnable pallets for the transfer of the pressure rings from the vendor to the company. This application of the switch pool system proved effective in managing the process. 4. Results and discussion In conducting the validation for the process improvement SPSS software was utilized at two levels. One from vendor to warehouse and second being warehoused to shop floor. The study was based on two components namely material handling time and movement. The cycle period of the raw material moving from the vendor to the warehouse and warehouse to shop floor was analyzed and improved upon. SPSS was applied at both the levels. As the p-value for H1 and H2 are 0.023 and 0.031, it can be inferred from the table 1 that the process time for handling of pressure rings from the unloading area to the warehouse and from the warehouse to the shop floor was reduced significantly. Similarly, for H3 and H4, the p-values are 0.034 and 0.015 indicate that the overall movement for handling of pressure rings from the unloading area to the warehouse and from the warehouse to the shop floor was reduced significantly. Table 1. Hypothesis results Mean value Hypotheses p-value Remarks Before After H1 12.8733 5.0667 0.023 Supported H2 2.5142 0.8500 0.031 Supported H3 487.000 275.28 0.034 Supported H4 38.535 29.585 0.015 Supported
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Comparison of the data concludes the outcome of the research is compared with the existing system of the motor manufacturing company in the form of percentage savings and efficiency (See Table 2). The validation of the improvement in process time and movement. Table 2. Comparison of before and after the system lean manufacturing tools implementation Parameters Before After Saving (%) Efficiency Process time (Hrs) 67 30.1 122.5 55.07 Movement (Kms) 152 117 29.91 23.02 Solid waste (Kgs) 464 0 100 Ergonomic scale Touchpoint one 7 units 3 units 57.14 Touchpoint two 7 units 0 units 100 Touchpoint three 6 units 0 units 100 Touchpoint four 7 units 0 units 100 5. Conclusion It can be concluded from the above results that the reduction of Lean wastage in the manufacturing sector can be minimized in terms of resources, time, and movement, also to improve ergonomically proper activities and discontinue using environmentally harmful materials. The study undertaken in the motor industry was considered in the research for several wastes during the process of manufacture. The wastages deliberated are the packaging materials for transportation that were using heavy corrugated boxes, the time in transferring the raw materials directly affecting the production, the movement of the raw materials enduring wastage not only in terms of time but also man power and storage space, the worker’s ergonomically flawed movement resulting in stress and sluggish deliverance of the required raw material another wastage identified was a sustainable environmentally hazardous plastic material for packaging during transportation. The study used the understanding to resolve the recognized issues of lean wastages. 1) Processing Time: The time spent on loading and unloading, unpacking of raw materials, time on issuing and transmission of daily requisite of material to the production unit. 2) Movement: Related to material, workers, and forklift 3) Material: Identified raw material and Packaging material 4) Space: The storage area. It is imperative that Returnable packaging needs to be meticulously planned for daily usage to bring in effective control of the lean wastages identified. The returnable package worked to bring in compact storage designing using appropriate pallets. These pallets can stack and acquire the available storage space appropriately and align it for easy handling of the fork lift. Simultaneously the stock management was stream lined leading to smooth hierarchical flow of material. The shop floor is now made more assessable with the improved variation. The redesigned material ensured the worker limiting his physical stress as the material is now moved mechanically. The ergonomically incorrect concerns were completely set right due to this. The material in terms of environmental hazards created by the usage of the corrugated boxes, plastic bags and oil were taken up and a better packaging was deliberated. Pallets were designed and fabricated befitting the raw materials to be safely moved around decisively. These pallets proved conducive for environment as well as movement. It also helped in transportation and storage. The returnable packaging devised through the study met the objectives of minimizing the identified lean wastages in the context. There is future scope to bring in effective management of manufacturing unit lean wastage of all the raw materials as well as the wastages in various departments need to be study and resolve. 6. Future scope and Limitations The limitation of the study lies in the fact that only one raw material was investigated. The lean wastage study was relegated to a motor manufacturing unit, so the application needs to be furthered in other sectors as well. There
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is scope for further study applying other approaches to control the lean wastages. This study can be applicable for different manufacturing sectors according to their identified lean wastages in the process of handling of the raw materials. Acknowledgements All the authors of this research paper wish to place their gratitude for Siemens India Pvt ltd for given the permission to conduct this research study and publish this work. References [1] [2] [3] [4] [5] [6] [7] [8] [9] [10] [11] [12] [13] [14] [15] [16] [17] [18] [19] [20] [21] [22] [23] [24] [25]
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