Graduation Project with Lean Manufacturing .. What’s Lean ?! Lean is a mindset, or way of thinking, that uses a comprehensive set of techniques that, when combined and matured, will allow you to identify, reduce and then eliminate the eight wastes.  It is achieved by simplifying and continuously improving all processes and relationships in an environment of trust, respect and full employee involvement. it is about people, simplicity, flow, visibility, partnerships and true value as perceived by the customer. How we started ! We were ambitious to gain a lot of experience in reality projects, followed by the knowledge of how to actually analyze and improve them. So, we found that Lean Manufacturing is the best way to Achieve what we strive for.

1. Lean Manufacturing Applications Implementation
Graduation Project

2. Presented by :
• Mostafa Saad Mostafa Mahmoud
• Mostafa Hassan Mostafa Kamal
• Ahmed Ayad Ibrahim
• Ahmed Samir Abdelaleem
• Kareem Montasser Abduallah
Supervised by: Dr. Ismail Zahran

3. • We were ambitious to gain a lot of experience in
reality projects, followed by the knowledge of how to
actually analyze and improve them.
• So, we found that Lean Manufacturing is the
best way to Achieve what we strive for.

4. • Lean is a mindset, or way of thinking, that uses a comprehensive
set of techniques that, when combined and matured, will allow you
to identify, reduce and then eliminate the eight wastes.
• It is achieved by simplifying and continuously improving all
processes and relationships in an environment of trust, respect
and full employee involvement.
• It is about people, simplicity, flow, visibility, partnerships and true
value as perceived by the customer.

6. Lean Techniques Applied
in Acrow
H20 Production Line

8. Overall Equipment Effectiveness (OEE)

9. World Class ValueMetric
90.00%AVAILABILITY
95.00%PERFORMANCE
99.90%QUALITY
85.00%OEE

10. Production Data
Shift Length : 7 hours & 30 minutes = 450 minutes
Meal Break : 30 minutes
Factory : Acrow Misr
Plant : 2
Cell : N
Machine : Press 250 Ton
Product : H20 Connection
Duration : During (March-April ) 2014
Ideal Run Rate : 16 ppm ( pieces per minute )
Total Pieces : 2750
Rejected Pieces : 50

11. Planned Production Time = Shift Length - Breaks = 450 - 30 = 420 minutes
Operating Time = Planned Production Time - Down Time = 420 - 220 = 200
minutes
Good Pieces = Total Pieces - Rejected Pieces = 2750 - 50 = 2700
Availability Operating Time /
Planned
Production Time
200/ 420 = 0.476 47.6 %
Performance ( Total Pieces /
Operating Time )
/ Ideal Run Rate
( 2750 / 200 ) / 16
= 0.86
86 %
Quality Good Pieces /
Total Pieces
2700 / 2750 = 0.98 98 %
Overall OEE Availability *
Performance *
Quality
0.476 * 0.86 * 0.98
= 0.40
40 %

12. OEE metric Losses example Solution
1.Availability 1. operator works on press 250
ton consumes a lot of time
moving containers and racks
inside and outside of the plant
and this is not related to his work
The Plant manager or supervisor must
make it clear to all of the operators the
role of each one and to make sure that
each operator do only his job without
interfering other tasks not related to his
main job.
2. Unloading of products on press
250 ton takes a lot of time
Suggestion is to make unloading process
become much easier by making a sliding
surface or a roller between unloading
container and the base of the press, so
that products slide easily in the
container.
3. Operator Moving outside of the
plant to bring supporting
materials
All of the supporting materials that
operator need during work must be
available with enough quantity and be
kept in place very close to related
machine before arrival of operator (e.g.
: oil , grease and inspection tools )

13. OEE metric losses Solution
2.Performance 1. Product flow stoppage Sometimes the flow of product
is affected due to stick of one
of the products between
cutting tool of press 200 ton ,
the solution is to make sure to
apply grease and oil on the
cutting tool to prevent the
sticking problem.
3.Quality 1. Product Misfeeds This problem depends on level
of operator training. The
solution is more Training and
awareness of line balance
theory

15. Mapping the Value Stream for H20
Production Line

16. Customer Demand:
2200 pieces per Day
(Takt Time 24.5 secs.)
Customer
Shear
Value Add: 90 seconds
4
Packing
Value Add: 60 minutes
2
Production planning
Supplier
3 weeks
schedule
Monthly
schedule
90 seconds
900 minutes
90 seconds
900 minutes
5 seconds
60 minutes
5700 seconds
150 minutes
35 seconds
60 minutes
3600 seconds
Lead Time = 2229 minutes
VA / T = 9520 seconds
RM = 0 seconds
WIP = 2229 minutes
FG = 0 seconds
Steel sheets
Press 63
(Cut)
Value Add: 90 seconds
1
Press 250
(Cut+Stamp)
Value Add: 45 seconds
1
Press 160
(Forming)
German
Value Add: 5 seconds
1
Assembly
Value Add: 35 seconds
3
Surface
Treatment
Value Add: 95 minutes
3
Body
2400 pcs.
1 days
Leg
4800 pcs.
1 days
Body
2400 pcs.
1 days
Body
2400 pcs.
1 hours
Body 3500 pcs.
+
Leg 7000 pcs.
2.5 hours
Body+Leg
2700 pcs.
1 hours
Leg
4800 pcs.
1 days
Twice a week
Daily
Press 160
(Forming)
Italian
Value Add: 4 seconds
1
Leg
4800 pcs.
1 hoursC/T 8 hrs.
2 shifts
Av. 64.16%
C/T 8 hrs
2 shifts
Av. 42.1%
C/T 8 hrs
2 shifts
Av. 48.3%
C/T 8 hrs.
2 shifts
Av. 46.25%
C/T 8 hrs.
2 shifts
Av. 46.25%
Monthly Schedule

17. Value-adding Activities (V/A)
 Cutting steel sheets on the shear machine into leg or body
sheets.
 Cutting, stamping and forming each body sheet into 10
parts.
 Cutting and forming each leg sheet into 14 parts.
 Treating & galvanizing the surface of parts.
 Assembling body with 2 legs by a connecting bolt.
 Packing H20 products to prepare them for transportation.

18. Non Value-adding Activities (NV/A)
 Storing raw material before production.
 Long inventory times between stations.
 Adjusting pieces manually on the machines causes defects
on the parts.
 It takes one third of shift time to move parts from surface
treatment station to assembly and prepare them.

19. Essential Non Value-adding Activities
 Raw material transportation from suppliers depends on
MRP rather than uniform supply.
 Machines used to make H20 products take a very long time,
consumes a lot of energy and costs too much labor while it
can be done on one machine.
 Surface treating of H20 passes through many stages which
consumes a lot of time.

20. After defining H20 activities as
V/A, NV/A & Essential NV/A … We
used the following tools to reduce
forms of waste along H20
production line.

22. What’s 5S !

23. Before After
III.I. Sorting(Seiri)

24. Before After
III.I. Sorting Cont,

25. Before After
III.I. Sorting Cont,

26. SORT ACTIVITY DESCRIPTIONS SCORE
Only the required spare parts, materials, WIP, etc. are present at the workstation. Items
not required to make the current product are removed from the workplace. 0
Only the required tools are present at the workstation. Items not required to make the
current product are removed from the workplace. 0
Only the required paperwork is present at the workstation. Out-dated or otherwise
unnecessary posters, memos, announcements, reports, etc. are removed from the
workplace.
0
Only the required equipment is present at the workstation. All obsolete, broken or
unnecessary equipment, shelves, lockers, workbenches, etc. not required to make the
current product is removed from the workplace.
0
Only the required furniture is present at the workstation. All broken or unnecessary chairs,
shelves, lockers, workbenches, etc. not required to make the current product is removed
from the workplace.
0
Tripping dangers such as electrical cables, etc. are removed from standing/walking areas.
0

27. III.II. Set in order(Seiton)
- For Pipes we suggest that they should be moved to the space available in
front of the factory 2 (10*3 m^2).
- For C-shape we suggest that they should be moved to the area of work
assigned to them which is the region for grinding and welding. (6*2 m^2 for
each cell)

28. III.II. Set in order cont,
- For scrape they must be taken away from the machines areas regularly
into space behind factory 3 (22 *2 m^2).
- For re-work parts must be taken away from the press 250 area regularly to
the space in front of factory 2.

29. SET IN ORDER ACTIVITY DESCRIPTIONS SCORE
Locations for containers, boxes, bins, WIP, materials, etc. is clearly defined by painted lines and properly
labeled (part number, quantity, etc.).
0
Tools have a designated storage location that is within reach of the operator. The location is properly
labeled and tools can easily be identified if absent.
0
Paperwork is properly labeled and has a clearly defined and labeled location that is visible to the
operators and away from work surfaces.
0
Equipment is clearly identified (numbered, named, color coded, etc.) and placed in a properly identified
location. Critical maintenance points are clearly marked.
0
Furniture is clearly identified (numbered, named, color coded, etc.) and placed in a properly identified
location.
0
Work areas requiring personal protective equipment are clearly labeled. 0
Stop switches and breakers are highly visible and located for easy access in case of emergency.
0
Fire hoses, fire extinguishers and other emergency equipment are prominently displayed and are
unobstructed.
0
Working conditions are ergonomically friendly. Tools are stored at appropriate heights, lift assist devices
are provided where necessary, etc. 0
The workplace layout accommodates easy exit in case of emergency.
0
Walkways and vehicle paths are clearly identified and unobstructed. Exits are clearly labeled and
unobstructed.
0

30. III.III. Systematic clean (Seiso)

31. III.IV. Standardize(Seiketsu)
STANDARDIZE ACTIVITY DESCRIPTIONS SCORE
Tools, equipment, paperwork, furniture, etc. are stored neatly in designated areas and are
returned immediately after each use.
0
Documents are labeled clearly as to contents and responsibility for control and revision.
The date and revision number are clearly visible. 0
Equipment maintenance records are visible and clearly state when maintenance last
occurred and when next maintenance is scheduled.
0
Product waste (e.g. shavings, containers, liquids, wrappers, etc.) is consistently and often
cleaned up and removed from the workplace.
0
Preventive measures have been implemented to ensure the workplace meets 5S guidelines
(e.g. systems that do not allow waste to accumulate such as containers to collect product
debris from machines).
0
The results of the previous audit are posted and clearly visible to the entire team. 0
Areas for improvement identified during the previous audit have been completed. 0
The work environment satisfies the requirements of the work being performed. Lighting
(brightness and color), air quality, temperature, etc. 0

32. III.V. SUSTAIN(Shitsuke)
SUSTAIN ACTIVITY DESCRIPTIONS SCORE
A member of Management has participated in a 5S activity such as an audit or
other activity within the past 3 audit periods. 0
Recognition is given to teams who get involved in 5S activities. 0
Time and resources are allocated to 5S activities (e.g. designated daily/weekly
clean-up time, 5S team leader, etc.) 0
All operators, team leaders, supervisors, etc. are assigned 5S activities to be
completed at least once/week. 0
The team took the initiative to make improvements to the workplace that was
not identified during the last 5S audit. 0

33. Concept that says all setups should and can take less than 10 minutes

34. Change Over & Change Over Time
Changeover time is the total elapsed time during Changeover process
between the last unit of good production of the previous run, at
normal line efficiency, to the first unit of good production of the
succeeding run, at full line efficiency.
Mold Change
Colour Change
Mold change Inspect/Adjust
Setup
Time
1st Piece Time
(good or bad)
1st Good
Piece Time
0
Last good part

35. Internal & External set-up activities
All Setup Activities Run
III IE E EE Run
Externals Internals Run
ExternalsPost-setup
externals
Internal set-up activities
Operations that must be performed while the machine/process is stopped
External set-up activities
Operations that can be performed while the machine/process is running

36. Preliminary
Stage
First Stage
Second
Stage
Third Stage Final Stage

37. CHANGEOVER RECORD
DATE SHIFT FROM TO
TIME
(MIN)
COMMENTS
20-march 2014 1 1:3 1:32 2
changes in the journey of cutting tool and the M/C die’s
moving part
1 1:32 1:34 2 Nuts are removed
1 1:34 1:44 10 die disconnected
1 1:44 1:47 3 New die transformed with overhead lift
1 1:47 1:54 7 die stand installation (from Scrap)
1 1:54 2:09 15 new die installation
Total Time 39
0. Preliminary Stage: Internal and External Setups are Mixed.

38. 1. First Stage: Separate Internal and External Setups.

39. 2. Second Stage: Convert Internal Setup to External Setup.

40. 3. Third Stage: Streamline both Internal and External Setups.
The M/C operator can call another Technical operator to help him to make
(Die Disconnect) that another operator who observe time shift or anyone
has done his daily work.

41. Time is critical for productivity, capacity and cost. Here, the
product's changeover was reduced from 36 minutes to consistently
below 8.5 minutes, a difference of 27.5 minutes
Final Stage: Document Internal and External Procedures

43. What’s kaizen !

44. • Project Name: Acrow Event.
• Event Location: Factory 2, H20 production line.
• Process: work standardization in the production line.
Kaizen Event

45. Kaizen team selection:
• Team sponsor - champion: factory director
• Team leader - process owner: production line engineer
• Team member: hoisting crane operator
• Team member: shear operator
• Team member: press 160 tons operator
• Team member: Press 250 tons operator
• Team member: Press 63 Ton operator
• Team member: Clark left operator
• Kaizen facilitator: foreman

46. Event scheduling (5 days)
• Day of learning
Day 1
• Day of Discovery & Developing
Improvement IdeasDay 2
• Day of Improvement &Creating the
New processDay 3
• Day of Design Implementation &
DocumentationDay 4
• Day of Celebration &Results Schedule
Day 5

48. What’s Production Leveling (Heijunka) !
• Heijunka: Is the leveling of production by both volume and
product mix. It does not build products according to the
actual flow of customer orders, which can swing up and down
wildly, but takes the total volume of orders in a period and
levels them out so the same amount and mix are being made
each day

49. Name of product Average monthly
demand
Symbol
1. Corner Splice 45 × 45 50
2. Corner Splice 60 × 60 500 A
3. Pivot Splice 42X42 CM (double) 50
4. Splice 60 Cm Double 2100 B
5. Splice 90 Cm Double 70
6. Universal Corner Angle Tie (New)
1400 C
We worked on different products that produced from
press 200 ton

50. Before Leveling
0
500
1000
1500
2000
2500
Demand
Time
Corner Splice 60 × 60
Splice 60 Cm Double
Universal Corner Angle Tie
(New)

51. After Leveling
0
500
1000
1500
2000
2500
Demand
Time
Corner Splice 60 × 60
Splice 60 Cm Double
Universal Corner Angle Tie
(New)

52. Setup a model for determining leveling production schedule
according to volume and mix of the 3 products. (Corner Splice 60 × 60
, Splice 60 Cm Double , Universal Corner Angle Tie (New) ).
We will use mixed model sequencing as a leveling model.

53. Steps of mixed model sequencing are as follows:
1. Determine the total monthly demand for each type of product
i. Corner Splice 60 × 60 = 500 units
ii. Splice 60 Cm Double = 2100 units
iii. Universal Corner Angle Tie (New) = 1400 units
2. Calculate the weekly requirement for each product type
i. Corner Splice 60 × 60 = 500/4 = 125 units
ii. Splice 60 Cm Double = 2100/4 = 525 units
iii. Universal Corner Angle Tie (New) = 1400/4= 350 units
iv. Total Weekly production= 1000 units

54. Steps of mixed model sequencing Cont.:
3. Compute the build ratio and the production frequency for each
product type by determine the largest integer that Divides evenly
into weekly requirements of all products in this case (25) but I have
chosen for the frequency to be (5) instead of (25) since 25 times as a
frequency is a large number and more errors in changeover will
occur if applied.
i. Corner Splice 60 × 60 = 125/5 = 25 units
ii. Splice 60 Cm Double = 525/5 = 105 units
iii. Universal Corner Angle Tie (New) = 350/5 = 70 units
iv. Production frequency = 1000/5 = 200 units

55. Steps of mixed model sequencing Cont.:
4. Determine the build frequency:
• Corner Splice 60 × 60 –25 units will be produced every
200 units
• Splice 60 Cm Double –105 units will be produced every
200 units
• Universal Corner Angle Tie (New) - 70 units will be
produced every 200 units

56. Steps of mixed model sequencing Cont.:
5. Set a build schedule:
(BBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBB
BBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBAAAAAAAAAAAAAAAAAA
AAAAAAACCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCCC
CCCCCCCCCCCC)
The above schedule will be executed 5 times a week .

58. Process Capability:
 It's a tool which is used to check the conformance of process
output to the customer requirements specifications to:
* Manage variations in the process output
* Measure the uniformity of the process
* Be compared with another process or competitor.

60. 4.3754.2504.1254.0003.8753.7503.625
LSL Target USL
Total N 100
Subgroup size 100
Mean 3.9548
StDev (overall) 0.089437
StDev (within) 0.089663
Process Characterization
Cp 1.49
Cpk 1.32
Z.Bench 3.95
% Out of spec (expected) 0.00
PPM (DPMO) (expected) 38
Actual (overall)
Pp 1.49
Ppk 1.32
Z.Bench 3.96
% Out of spec (observed) 0.00
% Out of spec (expected) 0.00
PPM (DPMO) (observed) 0
PPM (DPMO) (expected) 37
Potential (within)
Capability Statistics
Actual (overall) capability is what the customer experiences.
shifts and drifts were eliminated.
Potential (within) capability is what could be achieved if process
Capability Analysis for C1
Process Performance Report
Capability Histogram
Are the data inside the limits and close to the target?
1st Sample Capability Analysis

61. 4.324.204.083.963.843.723.60
LSL Target USL
Total N 100
Subgroup size 100
Mean 3.9615
StDev (overall) 0.076136
StDev (within) 0.076329
Process Characterization
Cp 1.75
Cpk 1.58
Z.Bench 4.74
% Out of spec (expected) 0.00
PPM (DPMO) (expected) 1
Actual (overall)
Pp 1.75
Ppk 1.58
Z.Bench 4.75
% Out of spec (observed) 0.00
% Out of spec (expected) 0.00
PPM (DPMO) (observed) 0
PPM (DPMO) (expected) 1
Potential (within)
Capability Statistics
Actual (overall) capability is what the customer experiences.
shifts and drifts were eliminated.
Potential (within) capability is what could be achieved if process
Capability Analysis for C1
Process Performance Report
Capability Histogram
Are the data inside the limits and close to the target?
2nd Sample Capability Analysis

62. 4.3754.2504.1254.0003.8753.7503.625
Before
LSL Target USL
After
Process Characterization
Total N 100 100
Subgroup size 100 100
Mean 3.9548 3.9615 0.0067
StDev (overall) 0.089437 0.076136 -0.013301
StDev (within) 0.089663 0.076329 -0.013334
Before After Change
Capability Statistics
Cp 1.49 1.75 0.26
Cpk 1.32 1.58 0.26
Z.Bench 3.95 4.74 0.78
% Out of spec (exp) 0.00 0.00 -0.00
PPM (DPMO) (exp) 38 1 -37
Actual (overall)
Pp 1.49 1.75 0.26
Ppk 1.32 1.58 0.26
Z.Bench 3.96 4.75 0.78
% Out of spec (obs) 0.00 0.00 0.00
% Out of spec (exp) 0.00 0.00 -0.00
PPM (DPMO) (obs) 0 0 0
PPM (DPMO) (exp) 37 1 -36
Potential (within)
Before After Change
Actual (overall) capability is what the customer experiences.
process shifts and drifts were eliminated.
Potential (within) capability is what could be achieved if
Before/After Capability Comparison for before vs after
Process Performance Report
Capability Histogram
Are the data inside the limits and close to the target?
Comparing 1st and 2nd Samples Capabilities