LEAN OPERATIONS, Review the literature giving detailed examples of where within industry Lean has been applied, the strategies followed when implementing, the benefits achieved and whether there are any lessons to be learned.

1. MODULE- LEAN OPERATIONS
ASSESSOR- DR D.CLEGG
MODULE NUMBER-16-7120-00S
STUDENT – MOHAMMED SHUJATH ALI KHAN
STUDENT ID- B1052690
COURSE –MSc IN ADVANCE ENGINEERING
MANAGEMENT

2. Contents
1 Review the literature giving detailed examples of where within industry Lean has
been applied, the strategies followed when implementing, the benefits achieved and
whether there are any lessons to be learned. ............................................................ 3
1.1 INTRODUCTION .............................................................................................. 3
2 CASE STUDY ......................................................................................................... 4
2.1 CASE STUDY................................................................................................... 4
CELESTICA SITE IN MONTERREY (CELESTICA COMPANY) (Anon., 2005)
(www.celestica.com)............................................................................................... 4
2.1.1 LEAN IMPLIMENTATION.............................................................................. 5
2.1.2 LESSONS TO BE LEARNED..................................................................... 5
2.2 CASE STUDY................................................................................................... 5
SRI LANKA MANUFACTURING ORGANISATIZATION (Perera, 2011) ................ 5
LEAN IMPLIMENTATION....................................................................................... 6
LESSONS TO BE LEARNED ................................................................................. 7
3 APLICATIONS OF LEAN ........................................................................................ 7
3.1 lean concept in retail (Radojko, 2021) .............................................................. 7
3.1.1 Lean benefits on retail................................................................................ 7
3.1.2 Lean transformation on retail business (Radojko, 2021)............................ 8
4 FUTURE STATE VALUE STREAM MAPPING ....................................................... 8
4.1 INTRODUCTION .............................................................................................. 8
5 PROPOSED APPROACHES FEASIBLE IN EVENORT ....................................... 11
PRODUCT FAMILIES........................................................................................... 11
5.1 TOOLS AND TECHNIQUES NOT IMPLIMENTED IN EVENORT ..................... 15
6 The key to successfully introducing Lean is to ensure buy-in from all employees.
To this end you are required to produce a detailed plan. State what tools and
explicitly where would implement them to ensure that the maximum benefits were
gained from implementing Lean within the business................................................ 16
7 An implementation plan including a discussion about how you would implement the
lean tools you have selected, as well as the anticipated benefits............................. 20
PHASE— 1 CORE DISCIPLINE........................................................................... 20
PHASE— 2 CONSOIDATION .............................................................................. 21
PHASE— 3 CONTINOUS IMPROVEEMNT......................................................... 22
Conclusion ............................................................................................................... 24
Reference................................................................................................................. 25

3. 1 Review the literature giving detailed examples of where within
industry Lean has been applied, the strategies followed when
implementing, the benefits achieved and whether there are any
lessons to be learned.
1.1 INTRODUCTION
The lean manufacturing system and philosophy that was firstly developed by Toyota
automobiles and in today’s world it’s mostly implemented by maximum number of
manufacturers throughout the world. The term lean is very appropriate as it
emphases towards cutting of “fat” or waste in manufacturing process. Waste can be
considered as a anything which does not add value to the customer in terms of lean.
“One of the most noteworthy accomplishments in keeping the price of Ford products
low is the gradual shortening of the production cycle. The longer an article is in the
process of manufacture and the more it is moved about, the greater is its ultimate
cost.” Henry Ford 1926 (Howell, 2012)
Waste reduction is the key in implementation of lean manufacturing, as many tools in
lean deals with waste reduction example 5S, TPM (total production maintenance),
kanban, TQM (total quality management). Overproduction is also considered as key
factor in lean controlling tools .i.e. production more than customer demand. The
overproduction basically does not add any value to customer and also creates
problem like
 Inventory waste
 Transportation waste
 Waiting delay
 Movement of people. (Howell, 2012)The decision making of lean is largely
different from managerial or accountant or in some other decision maker. The
differences in this can easily be understood from below fig (Kilpatrick, 2012)

4. FIG 1 Differences betweenTradition and lean Organisational decision Making.
(Kilpatrick, 2012)
2 CASE STUDY
2.1 CASE STUDY
CELESTICA SITE IN MONTERREY (CELESTICA COMPANY) (Anon., 2005)
(www.celestica.com)
Celestica is a multinational electronic manufacturing service company with revenue
of 6.5 billion (2010) and global manufacturing network of 40 locations in 11 different
countries with supply of wide variety of OEMs (original equipment manufacturers), it
also provides global services of design and engineering, system assembly. The
Company was suffering declining demand in its Mexican operations and was also
making a journey to establish a global manufacturing network. As company
manufactures high volume of printed circuit assembly which is complex operation at
low cost resulted into void in high cost North America and Europe based
manufacturing operations. In order to leverage the relationship of this site to end
market and transform them into centres for low-volume manufacturing and complex
system assembly. With rapid increase in customer and mix production, customers
were looking for rapid turnaround on highly complex products. As Monterrey site
accustomed to high volume batch and queue SMT (surface mounted technology)
manufacturing needed to be adjusted to the quickest turn demand of low volume
manufacturing. The company was lagging behind with sudden change over demand
made by the customer which led into implementation of lean techniques.

5. 2.1.1 LEAN IMPLIMENTATION
In 2002, Celestica was in implementational stage of lean techniques to make
significant changes in the Monterrey site as decided by the senior executive. The
formation of lean team with 5 members which collaborated with corporate facilitators
to begin the transformation. The first implimentive techniques was towards variation
measurement by application of six sigma and secondly team used value stream
mapping and takt process time data to balance the flow of work. The lean team and
work centre operators idea together re-created design and work centre layout by
eliminating non added value activities. The two bin replacement was implemented to
side line libraries. The major lean technique was implied by kanban signal card to
control production and parts replenishment. The manufacturing queue and batches
were replaced by order driven pull system manufacturing. The lean team felt a major
threat was due to change over time in between production process which was keenly
observed by recording video tape of whole process and measuring the time it took to
complete each single step. This information used to determine the no added value
activities on overall production and re- sequence them. The outcomes observed was
activities like kitting, component verification and feeder loading were performed when
machines were down due to which it consumed more than 70% of time for change
over activity, which was over comes by SMED(single minute exchange die). It was
also noted that considerable time was wasted in locating items which was overcome
by implementing 5S principle. They also implemented quick setup tooling which
made faster nozzle change and also divided common product for continuous run
without feeder replacement. The regular TPM (total preventive maintenance) on
equipment minimized adjustment and periodic checks help in reducing defects
2.1.2 LESSONS TO BE LEARNED
Celestica applied WCM (world class manufacturing)in terms of six sigma to measure
the variation with in the process it also used value stream mapping with takt time
process chart to identify the non- value added activities in whole process. The study
of setup process results the lag time in between the process which was measured by
videotaped observation which is major observatory technique in terms of lean which
has to learn as visual tool in lean manufacturing.
2.2 CASE STUDY
SRI LANKA MANUFACTURING ORGANISATIZATION (Perera, 2011)
The medium size food processing company located in industrial zone of srilanka.
The company was ISO9001-2008 and HACCP (hazard analysis critical control point
certified. This company exports variety of foods products and cultivated vegetables
and fruits, in order to reduce cost of manufacturing due to competitive international
market. The company has been implementing lean tools like six sigma, quality
control circle etc. in isolation after realisation of further improvement they planned to
implement TPS(Toyota production system) in total.

6. LEAN IMPLIMENTATION
The company was already been a part of lean manufacturing from past 5 year but
difference was TPS was applied in isolation and now it was decided to take TPS as
total improvement strategy. The implementation occurred firstly with product family
which was archived by identifying and grouping products based on buyers. The
further change was carried out in terms of batch processing by pull principle of
Toyota as
 Feeding
 Palletizing
 Labelling
The current state mapping was carried out through processing time chart (fig2) which
resulted in realisation of NVA (non-value added) due to lack of load levelling.
Fig 2 Processing time against the Takt Time (Perera, 2011)
The calculations of takt time and implementation of kanban (pull system) was a
major lean implementation in terms of future state mapping. It was observed in some
activities that were carried out beyond the takt time (1.76 sec) (fig3), which was
handled by implementation of line balancing of the process i.e.
Takt Time = Processing Time by minimizing the lag time.

7. Fig 3 Line Balancing (Perera, 2011)
LESSONS TO BE LEARNED
The company realised it faults by implementing TPS as total which makes an clear
understanding that application of TPS should be done all-over the company rather
than isolation for better results .i.e. the company achieved 23.94 % in terms of
process cycle efficiency as it was before TPS application as 12.3%.
Product families should be identified based on need as in this case it was based on
buyer’s requirement. The batch process time should be noticed and sub-process so
that operational could achieve better result.
The major lean tool in applied in this case is future state mapping based on takt time
calculation and line balancing to reduce waste and proper schedule and load
levelling.
3 APLICATIONS OF LEAN
3.1 lean concept in retail (Radojko, 2021)
Lean approach allows a company to reduce cost with increased efficiency. In retail
market managers are able to reduce no added value activates and better goal
operational flow.
3.1.1 Lean benefits on retail
Lean helps in easy flow of information from retailer to manufacturer in terms of
 Quantity of inventory demand
 Payment information
 Pricing information
 Shipment requirement

8. 3.1.2 Lean transformation on retail business (Radojko, 2021)
RETAIL APPROACH LEAN APPROACH
 Not possible to deliver better
customer service without increase
in cost
 Lean improves customer service
with consideration of employee
satisfaction without increase
labour cost
 Cannot predict customer demand
so must be ready for anything
 Total demand may be highly
variable, but many parts are quite
predictable.
4 FUTURE STATE VALUE STREAM MAPPING
4.1 INTRODUCTION
Value stream mapping is defined as “Material and Information Flow Mapping”
according to Toyota hand book. In other word it is used to represent current and
future in the process of emerging implementation plans to install/ run lean system.
VSM (value stream mapping) initiates by listing all operations, and classifies them
into VA (value added) and NVA (non-value added, which includes waste). The VA
activities are those activities that customers are willing to pay money. The NVA
activity includes the eight wastes of Toyota production system. Value stream
mapping is application of Toyota production system which not only helps in
identifying added value and non-added value activities for waste reduction but also
lead item for incoming parts to finished good delivery.
VSM is pictorial representation of all the activities within the product stream, which
includes:
1 Production stream--raw material as input to finished good delivery;
2 Design flow –starting from concept to launch; and
3 Material and information flow –The uses the different visual icons which are
simpler to express all the activities with in the process and also expose the problem,
waste and highlights improvement quickly. Thus, the benefits of VSM are:
1 Provides a comprehensive visual flow (material and information) to help decision
making.
2 Highlights and exposes the major and minor wastes.
3 Establishes the close linkage among information and material flow.
4 Help in Develop a plan to eliminate waste and continuous improvement.

9. The sequential process change can be seen below in fig4, firstly product families are
identified which helps in creating CSM (current state mapping) followed by FSM
(future state mapping). The first three activities of sequential process come under
PLAN which is followed by implementational plan under DO, and lastly result
evaluation under CHECK ACTION, which completes PDCA (plan, do, check, act)
(H.M. Wee, 2009)
Fig4 Sequential process of production line improvement by changing CSM to FSM
(H.M. Wee, 2009)

10. From the above figure the value stream mapping for product 2 and 3 is obtained by
changing cycle time, change overtime and operators depending upon the respected
product detail

11. 5 PROPOSED APPROACHES FEASIBLE IN EVENORT
Propose approaches which can feasibly be considered when implementing
lean manufacturing principles within Evenort. Stating where the most benefit
would be gained. Are there any tools and techniques which you would not
implement?
The implementation of lean principles is a problem solving approach towards the
evenort. Based on the current state production process the performance can be
measured and can be modified to achieve the maximum level of production with lean
techniques. In order to understand the initial state process of evenort a process
flow diagram is produced, which helps in clear understanding of product families
FIG 5 PRODUCT SEQUENCE
PRODUCT FAMILIES
Product 1:- SS 75-340mm
Product 2:- Alloy 75-380mm
Product 3:-SS 380-640mm, Product 4:-400-1200mm.
BAR
TURNING
DRILLING
INSPECTION
MARKING
PACKING

12. Fig 6 Manual Drawn product families' classification
This diagram helps in identification of actual flow and understanding the sequence of
events which helps in defining problem areas, redundancy, needless steps and also
areas presenting major opportunities for simplification and standardisation. The
mapping process is continued by material review based on sizes and batch
requirement which helps in clear understanding of time scale. (Cudney, 2010).

13. Fig 5 industrial layout of evenort
The above figure 5 the industrial layout helps in understanding the changes to be
made. The green circled CNC machines should be moved to red squared area were
enough space is provided due to which a stream line of work can be obtained and
movement due to waste can be reduced.
The lean manufacturing tools are used to reduce or eliminate waste. The lean
building blocks are practiced in evenort which have their own implications as some of
them may have significant impact when used alone were other may not have,
additionally the sequence of implementation have its overall impact and if
implemented in wrong order may have negative results. The building blocks of lean
are as follows (Kilpatrick, 2012)
 Pull system.
 Kanban.
 Product families and group technology.
 Work cells/ cellular manufacturing.
 Total productive maintenance.

14.  Total quality management.
 Point of use storage.
 Quick change over(SMED/ Rapid set up)
 Batch size reduction
 5S
 Visual control
 Concurrent engineering
 FIFO
 Cross training
 Work balancing (Lee, 2007)
PULL SYSTEM
This is technique which is focused towards customer demand; in evenort push
system is operated by evidenced by the amount of inventories
KANBAN
This is method which is named also as card system. It work based on kanban cards
which help in indicating the material needed and is displayed in form of card from
where the material is needed. In evenort the kanban is introduced in between the
product control to bar sawing were bar flanges are ordered based on card system.
TOTAL QUALITY MANAGEMENT
It is a management system used for continuous improvements in evenort, which
helps in maintaining quality standards based on the quality certifications and also
helps in recognising the strength of employee involvement.
POINT-OF USE –OF STORAGE (POUS)
The point of use of storage is a place where raw material is stored, in evenort it is
considered as bar shelf’s were stocking of bar is kept nearest to the machines for the
initial operation taking place in-order to saving motion time taken due to movement
of raw material.
QUICK CHANGE OVER (SETUP TIME REDUCTION & SMED)
The time for changing a process from one type of product to another type of product
is called as change over time. In case of evenort the observed change over time is
higher (20min=1200sec) in process of product route 1 were ML1, ML2 (manual
lathe’s) are utilized. In order to reduce this drawback automation of machine which
is manual is the out most important factor to be considered

15. 5S OR WORKPLACE ORGANISATION
The instant returns on investment can be expected using this tool and also
considered as initial steps to turn lean. The 5S stand as sorting, set in order, shining,
standardization, sustain the discipline. In evenort storage equipment plays important
role as it should be visualised in organised way which helps in reducing the waste in
search of tools. By implementation of storage cabinet’s access to the content
become much easier by reducing time. (Media, 2012)
VISUAL CONTROL
A simple signalling system can help in understanding the situation. The visual control
is minor time consumed tools for monitoring of workflow, resources utilization, and
quality. The colour code tools, kanban cards, delineating work areas etc. which are
implemented in effective way to achieve lean improvement.
WORK CELL/CELLULAR MANUFACTURING
The work cells are used to give single starting and ending point from were final
finished good is obtained in form of cell. In evenort the cellular approach is
applicable for three operations that are inspection marking and packing based on the
available floor space.
FIFO (FIRST COME FIRST OUT)
The process of FIFO helps in clearing WIP inventory in seedy way to achieve the
waste reduction in evenort. FIFO also helps in maintaining the process flow and also
helps in increasing production.
5.1 TOOLS AND TECHNIQUES NOT IMPLIMENTED IN EVENORT
There are wide variety of tools implied in lean manufacturing improvement but based
on the evenort case some of them may not be applicable to stand as improving tools
in terms of lean improvement.
TOTAL PRODUCT MAINTAINANCE (TPM)
The TPM approach is utilised to overcome product break down problem. TPM helps
in reducing the frequency of break down based on corrective, preventive,
autonomous approaches.it would be recommended to evenort to imply TMP as a
lean to get preventive towards any type of tool break down in future.
QUICK CHANGE OVER (SMED)
The quick change over technique in terms of SMED would not imply in evenort as
they have limited variety of products in production line.

16. It is much more usefully implied in production were high variety (18 -25 different
product variants) of products are produced in single production line.
BATCH SIZE REDUCTION
The batch size according to lean calls is ideally considered as ONE, but it is not
always practical. The smaller production cycles increases inventory turns and permit
the company to operate cost-effectively at low margins, which helps in price
reduction and leading towards increased sales and market share. But in evenort
batch size is not issue depending on the scale of inspection packing provided in the
data, as according to data the maximum inspection numbers are 20 and for packing
is 45. Based on inspection and packing figures it’s not considered to improve
evenort.
CONCORRENT ENGINEERING
Concurrent engineering tool is used in fast changing industries like mobile, computer
industries, automotive were time to market is one of the most significant factor to
capture and upholding the market share. Whereas in evenort there is less fluctuating
markets and as tool concurrent engineering fails to meet the requirement to be
elected.
WORK BALANCING (WB)
The equal amount of work distribution is defined as WB. In evenort according to
employed figures work balance fails to qualify as lean tool
6 The key to successfully introducing Lean is to ensure buy-in from all
employees. To this end you are required to produce a detailed plan.
State what tools and explicitly where would implement them to
ensure that the maximum benefits were gained from implementing
Lean within the business
Lean thinking is all about adding value, where value is defined by the customer. At
the same time lean thinking has its roots in industrial sector, there are numerous
examples of its impact on operations in other sectors specifically in the service
sector. (Julien, 2009)
The improvement of company manufacturing performance is whether to implement
improvement in parallel or sequentially. Applying manufacturing management
practices such as just-in-time or lean production, involves concurrent attention to
different initiatives, like pull scheduling systems and set-up time reduction. There are
complete relationships between the elements of manufacturing management
practices which means that the elements cannot be implemented in separation or
isolation (Hayes et al., 1988) in (lee, 2003)

17. A lean implementation plan in evenort can be evaluated in five different basic stages.
SEQUENCE
IMPLEMTATION
ACTIVITY
WEEK
SEQUENCE
SEQUENTIAL
STEP
STEP DETAIL EVALUATION
STAGE 1 1 week Evaluate the
current state
mapping
According to Hines and rich
current state mapping is based
on four discrete stages in
evenort (Brunt, 2002)
 Gathering details about
customers
 Feature the physical
flow with all processes,
data boxes and
inventory triangles
 Material supply mapping
 Shaping push and pull
system and mapping
them.
STAGE 2 2-3 weeks Determination
of Future state
work flow
On the basis of current state
mapping of evenort future state
is obtained by observing and
applying Lean tools.
The beginning step starts with
the observation of factory
layout and rearranging the
layout based on TAKT and
trying to develop continuous
flow where ever it’s possible.
Developing supermarkets
where continuous flow is not
possible starting with probability
of weather cellular
manufacturing apply or not
followed by identifying of
focused factories and machine
positioning to determine the
complexity of work flow. The
appropriate lean tools can be
selected based on visualization
of future state. (Brunt, 2002)
STAGE 3 4-5 weeks Identification of
future state
Infrastructure
The infrastructural view point
helps as supporting element in
manufacturing system. In
evenort operative strategy is
majorly supported by four
infrastructural system (james A.
Jordan, 2001)
Human resources

18. system
Requirement of people
(cross trained) and
preparing them to work
and incentive their
immediate individual and
team contributions.
Imposing lean disciplines
to make productive work
in evenort
Information system
A strong informational
system architecture in
evenort is significant in
abate the financial, time,
human interface costing
development.
Helps in adapting rapid
changes and also
provide reliability and
transparency to evenort
Physical facilities
The evenort physical
facilities are most
important crushing
liability. The importance
of correct facilities is
most important to
maintain project activity.
The physical co-location
of evenort should be
desirable in order to
reduce communication
and logistics overhead
foe example
transportation. According
to 21 century
innovativeness in
evenort should be agile
as customer mind.
Management system
Management
infrastructure supports
corporate control system

19. of evenort. The financial
allocation of resources
should be carefully
managed in order to
make Shure that they
value producing actives.
STAGE 4 6 week Identification of
precedents
and priorities
The identification process of
priorities and precedents
involves use of definite
elements to make some
elements work in real-world.
For example--rapid setup
(SMED) may help in easy
implementation of kanban,
were as in evenort SMED may
not be applicable to enable
kanban.
Priorities in evenort partly
depend on preceding but also
depend on ROI(return on
investment)
The ROI in 5S is a relaxed
process and less immediate
(Lee, 2007)
STAGE 5 7
week(depend
ing on
supplier
response)
Working
through
suppliers
Evenort holds one supplier
Hilton metal forging Ltd. Based
in India and may ponder on
much more nearer vendor for
quick response is demand.
In order to achieve total lean
discipline supplier must also be
made aware of lean thinking,
this will help in reducing waste
inventory storage.
STAGE 6 8 week Groundwork
for obstacles
Evenort should be prepared at
any stage thought the process
to face obstacles and overcome
them.

20. 7 An implementation plan including a discussion about how you
would implement the lean tools you have selected, as well as the
anticipated benefits.
The sequential improvement plan according to Par Ahlstrom (Åhlström, 1918) can be
seen from below figure 4
Fig4 Sequence in lean in implementing lean production. (Åhlström, 1918)
The implementational plan in evenort is divided into three basic phases according to
Quarter-man lee in (lee, 2003)as
I. Core Disciplines
II. Consolidation
III. Continuous improvement
PHASE— 1 CORE DISCIPLINE (Åhlström, 1918)
The core fundamental of lean is sub divided as
 Elimination of waste
 Multifunctional team
 Pull scheduling
ELIMINATE WAST
Lean production’s most unique principle is the relentless tracking down of waste that
does not add value to the product. The outmost important cause of waste is
inventory. Inventory in the form of WIP (work-in-progress) is particularly waste, WIP
hides and keep problem presenting.
In evenort inventory flow is controlled by using PULL and KANBAN lean tools.

21. PULL – This is a customer demand oriented production system and helps in
reducing inventories and would be recommended in evenort. By implementing pull
system in evenort a pre ordered request received by customer can help majorly to
reduce inventory
KANBAN CARD SYSTEM
By implementing KANBAN card system in evenort to reduce initial 2 week
inventories and helps to maintain required stock up to date rather than accumulation
of stock.
MULTIFUNCTIONAL TEAMS
Team work stands as basic pillar for the multifunctioning of team in lean operations.
In evenort team should be organised which will be accountable for performing all
task in their team. This team should be operated by multifunctioning operators who
should be able to perform several tasks in team. Were as in evenort as multi-
specialized team in operations like turning (T1.T3, T4), advance CNC turning
including drilling (D2,3,4) can accomplish multi-functional team in evenort.
PHASE— 2 CONSOIDATION
The process of integration in evenort is carried by Appling 5S, kaizen blitz, vertical
information, team leader
5S (Media, 2012)
The five s is innovated by Toyota production management
Phase 1 – Seiri—sorting: In evenort production line should be maintained with the
essential items for easy reachability of employer and other material should be stored
or discarded.
Phase 2 – Seiton-- Straighten or Set in Order: The arrangement of tools in sequential
manner in order to promote work flow in evenort for example-Setting process in
sequential order to maximise efficiency.
Phase 3 - Seisō --Sweeping or Shining or Cleanliness: In evenort every end of the
shift should be encouraged with cleaning work area to keep clean and also making
Shure that everything is at its own place. The crucial point is to maintain cleanliness
activities on daily basis.
Phase 4 – Seiketsu-- Standardizing: It is recommended to standardise the
operations in evenort to easy apply of kazin.

22. Phase 5 – Shitsuke--Sustaining the discipline: Focusing on maintenance by
operators in evenort can help in gradual declination of operations by speedy
process.
KAIZEN BLITZE (lee, 2003)
It is focused on accelerated implementation technique and considered as beach
head strategy. It is faster and effective technique to be applied in evenort
The kaizen blasts are introduced in between CNC machines to change their place of
orientation in factory for more effective waste control.
They are also introduced to notify the excess weekly inventories which are replace
by kanban card system
They are also introduced in-between the manual lathe which is recommended to
replace by automatic laths.
VERTICAL INFORMATION FLOW (lee, 2003)
The direct information flow to the appropriate decision makes helps in achieving
rapid feedback and corrective action in evenort. This information also helps
multifunctional team to work according to company (evenort) goals which in turn
helps in reducing micromanager function of manager in evenort. It is recommended
to adopt vertical information flow in evenort.
TEAM LEADER (lee, 2003)
The team leadership is major factor in achieving correct multifunctioning of team and
also help in easy information flow and reduce non added values effectively. In
evenort due to small number (20) of employees there is high chance of effective
team leadership to improve overall company profile.
PHASE— 3 CONTINOUS IMPROVEEMNT (Sicilia, 2008)
The continuous improvement in evenort can be maintained by lean tools.
DMAIC (DEFINE-MEASURE-ANALYZE-IMPROVE-CONTROL)
DMAIC is a ordered problem solving approach which is widely apply in private and
public sectors organisations. In evenort define measure analysis is carried out by
keen observations to make Shure that continuous improvement activities are carried
out.
POKA-YOKA (ERROR PROOFING)
Shigeo Shingo established this concept at Toyota production which means “avoid
unintentional errors”.

23. Recommended characteristics for evenort devices to maintain prevention towards
problem
 User-friendly machines
 Simple to install operations under changing machines
 Low cost over all maintenance of machine
 Less continuous attention by employee .i.e. automates and timbered
machines
 Instantaneous feedbacks for immediate corrective action
AUTOMATED RESOURCE PLANNING
A computer operative technology recommended can help in large extent to evenort
as manufacturing over manual machine is a complex process. Tool based on
Material requirement plan can help evenort to for easy replacement of manual
machines to automation. The effective tool planning helps in achieving accurate
production and error reduction.
(RCM) RELIABILITY-CENTERED MAINTAINCE
The RCM helps in pre maintenance requirement and helps in maintaining continuous
improvement in evenort. It is a recommended tool for evenort which is carried out
by simple questioner system. It is a major tool for continues improvement.
According to Roos (1990) in (Åhlström, 1918) , it is the first principle necessary to
change the employee’s outlooks towards quality, in order to achieve a material flow
containing only value adding processes.
STRUCTURAL FACTOR
The improvement plan can be planned by starting from structural factor by altering
the layout in evenort. The alteration in evenort is based on the achieving the least set
up time which can be obtained by changing machine orientation based on the lean
techniques.
INTERACTIONAL FACTOR
The least observed but highly effective tool is interactional factor, which helps in
increasing the physical and organisational interaction along the material flow in
evenort, for example geographical proximity and quality certification of suppliers.
TECHONOLOGICAL FACTOR
According to filippini et al.(1998) in (Åhlström, 1918) the company(evenort) with high
level of variety but less exposure towards international competition can focus
primarily on technological initiatives, such as design computerisation and flexible

24. manufacturing system vice versa company with less variety and long production
cycle can aim to alter manufacturing organisation example employee involvement
and reducing the no of archival levels.
Conclusion
The Lean vision is 100 per cent positive. Lean can makes progress safety and helps
in better quality, improve staff morale and reduce costs, all at the same time in
evenort. Through freeing human potential it can add value and improve quality, and
create a worthy loop rather than preserving vicious ones. But remember Lean won’t
just occur on its own in evenort. It needs leadership and leaders. It fundamentally
needs managers with an idea of give staff authorization to experiment. But in case of
evenort, progress can happened if people are prepared to lead the charge.
Implementation of lean is a time taking process with people resistant to change, so
evenort should not expect a faster result but a gradual changes in progress can be
noticed. It is also recommended to increase floor space for better manufacturing
experience for evenort.

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