It is a study done on finding the Effectiveness of lean Manufacturing Practices In MSME (Micro Small Medium Enterprises) with the help of cluster approach. the Study has primarily been done on 33 industrial units in Mohali Chandigarh.This study is very necessary for the Engineering and as well as Business Students and Entrepreneurs for the implementation of Lean Manufacturing Practice. it gives the whole ideas of perception on Lean.
The purpose of this session is to provide you with a high level overview and sense of importance of what Lean is and how it can be applied to your organization. We will also help you identify waste in your processes and give you a flavor of some tools that will help to eliminate that waste, making your processes more efficient and effective.
Classic examples to show what is Kaizen and how it is implemented in a leading manufacturing company. These slides were prepared after interviewing the shop floor manager of Ashok Leyland to understand the practical implementation of knowledge given by Toyota to the world of manufacturing and production.
The purpose of this session is to provide you with a high level overview and sense of importance of what Lean is and how it can be applied to your organization. We will also help you identify waste in your processes and give you a flavor of some tools that will help to eliminate that waste, making your processes more efficient and effective.
Classic examples to show what is Kaizen and how it is implemented in a leading manufacturing company. These slides were prepared after interviewing the shop floor manager of Ashok Leyland to understand the practical implementation of knowledge given by Toyota to the world of manufacturing and production.
After discussing the Lean in Accounts Payable Process, here I am discussing, commonly used Lean tools which are used to control different types of wastes. An organization or a manufacturing unit can implement different tool for different process considering the type of waste which is to be controlled.
This is a little presentation we used for our hourly employees when we rolled out lean. Not attached are the real life examples we discussed as part of the training.
PROCESS IMPROVEMENT CYCLE, REPORT, QUALITY MANAGEMENT, TOTAL QUALITY MANAGEMENT, TQM, BUSINESS ADMINISTRATION, MANAGEMENT SCIENCE, PROCESS MODEL, PROCESS QUALITY, PROCESS IMPROVEMENT TECHNIQUES, LEAN TOOLS, FIVE S, VALUE STREAM MAPPING, KAIZEN, SIX SIGMA TOOLS, DMAIC, DMADV, CAUSE AND EFFECT ANALYSIS, SIPOC ANALYSIS, PROCESS MAPS / PROCESS FLOWCHARTS, BPMN PROCESS MAPS, APPROACHES TO PROCESS IMPROVEMENT, CONTINUOUS PROCESS IMPROVEMENT (CPI), TOYOTA MODEL FOR PROCESS IMPROVEMENT, KAIZEN BLITZ (EVENT), POKA YOKE OR MISTAKE-PROOFING, FAILURE MODE AND EFFECTS ANALYSIS (FMEA), BENCHMARKING, BUSINESS ADMINISTRATION, MANAGEMENT SCIENCE, EDUCATION AND LEARNING,
Know about Just-In-Time and Lean manufacturing system. Find benefits and difference between JIT and Lean Manufacturing by Nilesh Arora, a founder of AddValue Consulting Inc.
I used this presentation at a kickoff meeting at one of our other sites. I had worked with the management team to define their Hoshin Plan prior to this and we wanted to share it with the plant.
We are living in the age of creativity. As much as 80% of managers admit that unlocking the creative potential in their organization is crucial to sustain economic growth. Unfortunately, only 25% believe that they are living up to their creative potential. The main reason for this discrepancy is the lack of an efficient innovation strategy.
Lean thinking, as developed by Toyota several decades ago, is a philosophy that contains a powerful set of tools that enable more efficient innovation, from ideation to validation. Lean releases wasted time and at the same time provides the necessary framework for left-brain scientists to become more creative.
This is a first presentation in a series that discuss the use of Lean thinking in R&D.
After discussing the Lean in Accounts Payable Process, here I am discussing, commonly used Lean tools which are used to control different types of wastes. An organization or a manufacturing unit can implement different tool for different process considering the type of waste which is to be controlled.
This is a little presentation we used for our hourly employees when we rolled out lean. Not attached are the real life examples we discussed as part of the training.
PROCESS IMPROVEMENT CYCLE, REPORT, QUALITY MANAGEMENT, TOTAL QUALITY MANAGEMENT, TQM, BUSINESS ADMINISTRATION, MANAGEMENT SCIENCE, PROCESS MODEL, PROCESS QUALITY, PROCESS IMPROVEMENT TECHNIQUES, LEAN TOOLS, FIVE S, VALUE STREAM MAPPING, KAIZEN, SIX SIGMA TOOLS, DMAIC, DMADV, CAUSE AND EFFECT ANALYSIS, SIPOC ANALYSIS, PROCESS MAPS / PROCESS FLOWCHARTS, BPMN PROCESS MAPS, APPROACHES TO PROCESS IMPROVEMENT, CONTINUOUS PROCESS IMPROVEMENT (CPI), TOYOTA MODEL FOR PROCESS IMPROVEMENT, KAIZEN BLITZ (EVENT), POKA YOKE OR MISTAKE-PROOFING, FAILURE MODE AND EFFECTS ANALYSIS (FMEA), BENCHMARKING, BUSINESS ADMINISTRATION, MANAGEMENT SCIENCE, EDUCATION AND LEARNING,
Know about Just-In-Time and Lean manufacturing system. Find benefits and difference between JIT and Lean Manufacturing by Nilesh Arora, a founder of AddValue Consulting Inc.
I used this presentation at a kickoff meeting at one of our other sites. I had worked with the management team to define their Hoshin Plan prior to this and we wanted to share it with the plant.
We are living in the age of creativity. As much as 80% of managers admit that unlocking the creative potential in their organization is crucial to sustain economic growth. Unfortunately, only 25% believe that they are living up to their creative potential. The main reason for this discrepancy is the lack of an efficient innovation strategy.
Lean thinking, as developed by Toyota several decades ago, is a philosophy that contains a powerful set of tools that enable more efficient innovation, from ideation to validation. Lean releases wasted time and at the same time provides the necessary framework for left-brain scientists to become more creative.
This is a first presentation in a series that discuss the use of Lean thinking in R&D.
WQD2011 - KAIZEN - SILVER WINNER - DUBAL - Improve Materials Management in To...Dubai Quality Group
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This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/kaizen-event-guide-311
A Kaizen Event is a rapid, focused application of Lean methods to reduce waste so as to improve cost, quality, delivery, speed, flexibility and responsiveness to internal/external customer needs.
This presentation guide provides a step-by-step guidance to the planning, preparation and conducting a Kaizen Event. It includes post-event follow up activites as well as templates for Kaizen charter and presentation to management and other stakeholders.
This event guide can be used together with the Kaizen training presentation.
Number of slides: 98
CONTENTS:
Introduction
- What is Kaizen?
- 10 rules of Kaizen
- What is the purpose of Kaizen?
- Value
- Types of waste
- What is a Kaizen event?
- Benefts of Kaizen and Kaizen events
International Journal of Computational Engineering Research (IJCER) is dedicated to protecting personal information and will make every reasonable effort to handle collected information appropriately. All information collected, as well as related requests, will be handled as carefully and efficiently as possible in accordance with IJCER standards for integrity and objectivity
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Multi criteria Decision model (MCDM) for the evaluation of maintenance practi...IJERA Editor
The perceptible impact of Total Productive Maintenance (TPM) lies in raising productivity standards, gaining
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success factors or practices that are responsible for the decisive role to overture the process are identified.
These practices are interchangeably called as sub-attributes. These practices must have evolved from different
strategies. The sub-attributes are quantified using least square multi attribute decision model (LSMADM) for
three alternatives strategies viz. corrective maintenance, reliability centered maintenance(RCM), and TPM. Any
sub-attribute irrespective of its own high or low relative score among the number of sub attributes is evaluated
over three alternative strategies. To implement any sub-attribute, an investigation of its highest relative score
for given alternatives will guide the managers to opt the best alternative. The best practices must come from
different strategies to get most optimal results. The priorities established using LSMADM will act as base line
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productivity and quality standards. The higher priority task will be given higher consideration in terms of
committing the resources vis a vis less priority task. This will aid in orienting the collective efforts for optimal
outcomes.
Six Sigma Implementation to reduce rejection rate of Pump Casings at local Ma...IOSR Journals
Six Sigma is being Implemented all over the World as a successful Quality Improvement
Methodology. This article provides a description of Six Sigma Project implemented at Local manufacturing
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resulted in to Rejection of Product. This study deals with Six Sigma DMAIC methodology implementation and
gives a frame work of how the non-conformance rate was first monitored and then brought in to acceptance
limits. A complete Coverage of the statistical analysis performed during the study is given and results are
shown to describe that how Six Sigma helped the Project members to Improve Quality of Pump casings at
manufacturing facility.
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Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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A Study On the Effectiveness Of Lean Manufacturing Practices In MSME.
1. Research Topic
A Study on the effectiveness of lean Manufacturing Practices in
Micro, Small and Medium Enterprises (MSME) through Cluster
Approach
Submitted by:
Jaspreet Singh
Uni. Roll No.:1176171
SID:- 0711-0027
1
A Study on the effectiveness of Lean Manufacturing Practices In MSME through Cluster Approach
2. Introduction of Lean Manufacturing.
A Study on the effectiveness of Lean Manufacturing Practices In MSME through Cluster Approach
2
• An operational system that maximizesValue Added, reduces
Essential Support and eliminatesWaste in all processes
• A good understanding of waste and value and a set of tools and
techniques to eliminate the waste from system are very crucial to
create a lean Enterprises.
Tools of Lean
5S,Waste Identification & Elimination, Kaizen, S.M.E.D.(Single Minute
Exchange Die), PokaYoke, Single Piece Flow,Value Stream Mapping ,
Visual Management.
3. Definition of Research Problem
“A study on the effectiveness of lean manufacturing practices in
Micro, Small and Medium Enterprises (MSME) through cluster
approach.”
The organizations were engaged in the Cluster Programme. Lean
Manufacturing tools and technique were applied by them in their
respective industries.
3
A Study on the effectiveness of Lean Manufacturing Practices In MSME through Cluster Approach
4. Objective of the research.
To See the effectiveness of Lean Manufacturing practices?
What are the potential benefits been achieved by them?
Various factors responsible for the Adoption of Lean Manufacturing
Practices ?
Reasons for being not be implemented in Some Industries?
4
A Study on the effectiveness of Lean Manufacturing Practices In MSME through Cluster Approach
5. Designing of Research
Study is carried out in 33 industries, Who had implemented lean.
A key person was selected from each of these 33 industrial units for
getting information on various aspects of the lean manufacturing
practices and techniques.
Questionnaire was the tool used for collecting the data.
Data is analyzed through the SPSS, Micro soft Excel and some where
manually too.
5
A Study on the effectiveness of Lean Manufacturing Practices In MSME through Cluster Approach
6. Sampling design
Sample Size:- Sample Size was 33 industries , Concerned person
was selected from those industries.
It was a Judgmental sampling technique.
6
A Study on the effectiveness of Lean Manufacturing Practices In MSME through Cluster Approach
7. Measurement used
Mean
Variance
Standard deviation.
ANOVA’s
Chi-SquaredTest.
7
A Study on the effectiveness of Lean Manufacturing Practices In MSME through Cluster Approach
8. Method adopted for data collection
Method Adopted for Data Collection was a structured
Questionnaire comprising the four sections as follows:
Perceptions about lean
Factors influence for adoption of the lean
potential benefits been achieved
Why it can not be implemented in some industries.
8
A Study on the effectiveness of Lean Manufacturing Practices In MSME through Cluster Approach
9. Results.
9
How do you perceive the lean Manufacturing concept ?
A Study on the effectiveness of lean Manufacturing Practices through Cluster Approach
Table 1:- Mean score on different perceptions of the Lean Concept.
Different Concept of lean Average of Responses receives.
Improvement Project (I.P) 1.39
Complexity of technique (C.T) 3.52
Only a training Not Implementable 3.8
Piecemeal Approach (P.A.) 3.85
Time Waste Activities(T.A.) 4.36
1- Strongly Agree, 2- Agree, 3- neutral, 4- Disagree, 5- Strongly disagree.
1.39
3.52
3.8 3.85
4.36
0
1
2
3
4
5
I.P C.T N.I P.A T.A
MeanRatingScale
Industrial Perception About Diffrent Concept of Lean
10. 10
Factors responsible for adoption of lean manufacturing Practices in different types of industries.
Table:-2 One wayVariance analysis had been done on the responses received.
Factors
Responsib
le for lean
Type of Industry
Micro
Scale
Small
scale
Medium
scale
P.R.F. 3.99 4.12 3.875
C.D.F 4.22 4.22 4.167
P.F. 4.47 4.36 3.33
M.R.F. 4 4.2 3.5
3.99
4.22
4.47
44.12 4.216 4.36 4.2
3.875
4.167
3.33
3.5
0
1
2
3
4
5
P.R.F. C.D.F P.F. M.R.F.
Micro scale Small scale Medium Scale
1- Strongly Disagree, 2- Disagree, 3- neutral, 4- agree, 5- Strongly agree.
Lower
Bound
Upper
Bound
1 21 3.9940 .32948 3.8441 4.1440 3.25 4.50
2 10 4.1250 .30619 3.9060 4.3440 3.63 4.50
3 2 3.8750 .17678 2.2867 5.4633 3.75 4.00
Total 33 4.0265 .31678 3.9142 4.1388 3.25 4.50
1 21 4.2302 .35542 4.0684 4.3919 3.33 4.83
2 10 4.2167 .43780 3.9035 4.5298 3.50 4.67
3 2 4.1667 .23570 2.0490 6.2844 4.00 4.33
Total 33 4.2222 .36720 4.0920 4.3524 3.33 4.83
1 21 4.4762 .65465 4.1782 4.7742 2.00 5.00
2 10 4.3667 .33148 4.1295 4.6038 3.67 5.00
Total 33 4.3737 .61100 4.1571 4.5904 2.00 5.00
1 21 4.0000 .70711 3.6781 4.3219 2.50 5.00
2 10 4.2000 .94868 3.5214 4.8786 2.50 5.00
Total 33 4.0303 .80951 3.7433 4.3173 2.50 5.00
N Mean
Std.
Deviation
Maxim
um
prf
cdf
pf
mrf
95% Confidence
Interval for Mean
Minimu
m
A Study on the effectiveness of Lean Manufacturing Practices In MSME through Cluster Approach
11. 11
Which Tools and Techniques used by Companies?
Tools used by companies No. of companies that used these tools
5S 32
W.I&E:- Waste identification and elimination 11
V.M.- Visual management 17
V.S.M- Value stream Mapping 0
T.P.M.- Total productive maintenance 1
S.M.E.D.- Single Minute exchange die. 26
Takt Time 0
S.P.F.- Single Piece flow 9
PokaYoke 7
Kaizen 33
Table:- 3 Shows that tools and techniques used by the Companies
• Chi squared test were tried here.
• Data received was not up to the
expectation.So Chi-SquaredTest does
not applied.
A Study on the effectiveness of Lean Manufacturing Practices In MSME through Cluster Approach
12. 12
Tools and Techniques used by Companies – Type of Industry wise.
Tools/Techniques
Type of industry.
Micro scale Small scale Medium scale
5S 21 10 2
W.I.E 5 5 1
V.M 10 6 1
V.S.M 0 0 0
T.P.M 0 0 1
S.M.E.D. 13 11 2
T.T 0 0 0
S.P.F. 7 2 0
Q.F.D. 0 0 0
P.Y. 3 3 1
Kaizen 20 10 2
21
5
10
0 0
13
0
7
0
3
20
10
5 6
0 0
11
0
2
0
3
10
2 1 1 0 1 2
0 0 0 1 2
0
3
6
9
12
15
18
21
24
27
30
33
No.ofcompanies.
Micro scale Small scale Medium scale
This analysis had been done manually and graph is made with the help of Microsoft excel
Table:- 4 Shows that tools and techniques used by the Companies
A Study on the effectiveness of Lean Manufacturing Practices In MSME through Cluster Approach
13. 13
What are the Potential benefit been obtained by Industries.
Potential Benefits
Mean of
all
response.
Reduced Cost (R.C.) 3.06
Improved Service (I.S) 3
Improved On time Delivery (I.O.D) 3.09
Reduced Lead Time R.L.T. 3.3
Increase Manufacturing Flexibility (I.M.F.) 3.18
Zero Machine Breakdown (Z.M.B) 3.24
Improved Customer Service I.C.S 3.42
Eliminate Error Proofing (E.E.P) 2.73
1. Nil (0%), 2.Low (1-25%), 3.Moderate (26-
50%),4.High (51-75%), 5.Very High (75-100%)
3.06 3 3.09
3.3 3.18 3.24
3.42
2.73
1
2
3
4
5
r.c. I.S I.O.D R.L.T. I.M.F. Z.M.B I.C.S E.E.P
ScaleOfbenefits.
Potential Benefits.
R.C- Reduced Cost, I.S- Improved Service, I.O.D. Improved In on time Delivery, R.L.T-
Reduced Lead Time, I.M.F.- Improved Manufacturing Flexibility, Z.M.B.- Zero Machine
Breakdown, I.C.S.- Improved Customer Satisfaction, E.E.P. – Eliminate the error Proofing.
A Study on the effectiveness of Lean Manufacturing Practices In MSME through Cluster Approach
Table:- 4 Shows the Benefits Obtained by Company.
14. Summary of Findings
Companies perceived lean manufacturing practice as an improvement project.
A negative trend can be seen on the negative perceptions of lean.
It was clearly found that, People related factors were the reasons for implementing the
Lean Manufacturing practices
After people related factors customer driven factors is the second factor which is
responsible for the adoption of lean manufacturing practices.
Customer driven factor was main reason for implementing the lean manufacturing
practices in Medium scale industries.
5S and Kaizen had been implemented by all companies.
T.P.M. was implemented by only one company and that was a Medium scale company
Poka yoke was more used by small scale industries
Reduction cost was moderate (26-50%).
There was not any company who can get the higher benefits up to 90% in this
research.
Error proofing was least beneficial than others.
58% people think that tools were complex for workers.
Entire Organization got benefits with the implementation.
They are recommending it to other companies to go for it too.
14A Study on the effectiveness of Lean Manufacturing Practices In MSME through Cluster Approach
15. Limitations of the Research
15A Study on the effectiveness of Lean Manufacturing Practices In MSME through Cluster Approach
•Due to certain reason only one person was selected from each industry as it can be more
than one too.
•The research was carried out in a short period of time. Therefore the sample size and
other parameters were selected accordingly so as to finish the work within the time frame
•This was the research from manufacturing sector as it may not be applied to service
sector
•The study was done only in Mohali
17. Kaizen Sheet 1
6/21/2013
Kaizen No.773Productivity Quality 3M Safety Material Energy
KaizenTheme :- Implemented Area :- Zone- 5
To increase the production of Upper chain bracket Implemented By:- Satpal
Problem/Present Status:-- Before Implement:-- Result benefit:
The production of upper chain bracket
was low as there was a bit difficult to
meet the monthly orders.
P • Result production
increased by 80%.
• Saving Rs. 720 /day ,
which is Rs. 20540/
month.
Q
C
D
S
M
Root Cause Identification After Improvement:- Standardization:-
The production of this part was low
the fixture can only clamp these parts
The fixture was small
Root Cause: The fixture was small
How many places this kaizen can be
deployed horizontally: 9 Paces Found
IdeaTo eliminate root cause The fixture can be enlarged
Action taken The fixture modified.
SOP to be revised
Operation standard to be
revised.
18. Thank you
18A Study on the effectiveness of Lean Manufacturing Practices In MSME through Cluster Approach