Supply Chain Management

Final Year Project Report
On
“PRODUCT AND PROCESS DEVELOPMENT BY LEAN

MANUFACTURING TECHNIQUES”
SUBMITTED IN
FULFILLMENT OF THE REQUIREMENTS
FOR THE
BACHELOR DEGREE
IN MECHANICAL ENGINEERING
By
Name of Student Enrollment No.

Yash Shanishvara 131160119588
Jigar Savaliya 131160119584
Avanit Vekariya 131160119609
IDP Project Completed

At
MAC Power CNC Pvt. Ltd.
GTU Unique ID –81542
Bachelor of Engineering
In
DEPARTMENT OF MECHANICAL ENGINEERING
FOPG-MEFGI
Rajkot-360002
Product & Process Development by LM techniques Page 1

Marwadi Education Foundation-Faculty of P.G. Studies & Research in
Engineering & Technology
DECLARATION
We, hereby declare that the project report, for the project entitled “product &
process development by lean manufacturing techniques” submitted in partial
fulfillment for the degree of Bachelor of Engineering in Mechanical of
Gujarat Technological University, Ahmadabad, is a bonafide record of the
project work carried out at Marwadi Education
Foundation’s Group of Institutions under the supervision of Prof.Dhaval
Anadkat and no part of any of this report has been directly copied from any
students’ reports or taken from any other sources, without providing due
references.
Date:
Place:
Signature

ACKNOWLEDGEMENT
Although we have spent numerous hours to complete this report, but would
like to take privilege to thank all those wonderful people who guided us,
without whose help it would be possible to reach at this stage.
I would like to thank, H.O.D. Dr. Ramesh Bhoraniya, all faculty members
and staff of the Mechanical Engineering department, MEFGI. I am also
thankful to my friends and classmates for their support.
First of all, a special thanks to our final year project guide, Prof. Dhaval
Anadkat, Assistant Professor, Mechanical Engineering Department whose
help and encouragement helped us to coordinate our project. It is really our
privilege to work with him.
We would also like to acknowledge with much appreciation crucial
role of staff of MAC Power CNC who gave permission to use all
required information and necessary guidance for our project.
We would also like to take the platform to appreciate the guidance given by
other supervisor as well as project panel in our project presentation that has
improved our presentation skills by their comments and tips.
Last but not the least; we would like to thank our family members. Whatever
we have achieved in our life, we owe to them. They never let us see through
the numerous sacrifices they have made and the hardships they went through
for us.


ABSTRACT
This project based on Lean Manufacturing implementing in machining

industries. Lean Manufacturing is a systematic method for the elimination of
waste in manufacturing system. This study aims to present several unusual
wastes, as well as many activities that ever happen within the manufacturing
industries and eliminate or reduce waste. The advantages of study will be
Improve productivity, reduction in machining, time reduction and improve
quality level among others.
Motive of project is to develop a guideline that can be adopt in improving
manufacturing process to have lean result through eliminating wastes like
waiting, over-processing, over production and defects at the end of the
projects.

CONTENTS
DECLARATION 2
ACKNOWLEDGEMENT 3
ABSTRACT 4
CHAPTER1: INTRODUCTION 8
1. PROBLEM STATEMENT 9
2. PROJECT AIM 10
3. OBJECTIVE 11
CHAPTER 2: LITERATURE STUDY 12
1. LEAN MANUFACTURING 12
2. Product & Process Development by Lean Manufacturing 14
3. JUST IN TIME 16
3.1 REDUCING IN LOT SIZES 16
3.2. BASIC EOQ MODEL 17

3.5 SEEK RELIABLE SUPPLIERS 17
3.7. AUTOMATION 18
3.8. QUEUEING 18
3.9. 5S 19
CHAPTER 4: 5s METHODOLOGY 20
4.1. Sorting (organization of the workplace, elimination of unnecessary materials). 20
4.2. Set in order (place for everything). 20

4.3. Shine (cleaning, removing of wastes, dust etc.). 20
4.4. Standardize (constant place for things, constant rules of organization, storage and keeping
cleanness). 21
4.5. Sustain (automatic realization of above-mentioned rules). 21
4.6. IMPLEMENTING 5S METHODOLOGY 21
CHAPTER 5: ROOT CAUSE ANALYSIS 29

5.1. Basic terminologies in RCA 29
5.2. Root cause analysis tools and techniques 30
5.3. Root cause analysis methods 32
5.4. Root cause analysis process 34
5.5. Finding and defining the actual cause 36
CHAPTER 6: CANVAS 41
CHAPTER 7: CONCLUSION 44
REFERENCES 46

List of Figures
Figure 3-1 Supply Chain Network................................................................................................ 18

Figure 4-1 5s Circle...................................................................................................................... 41
Figure 4-2 5s Basic..................................................................................................................... 41
Figure 4-3 Sorting........................................................................................................................ 41
Figure 4-4 Set In Order................................................................................................................. 41
Figure 4-5 Not Arranged............................................................................................................... 41
Figure 4-6 Properly Arranged....................................................................................................... 41
Figure 4-7 Before Standardized.................................................................................................... 41
Figure 4-8 After Standerdized...................................................................................................... 41
Figure 4-9 Bed And Ugly............................................................................................................. 41
Figure 4-10 Good And Sophesticated........................................................................................... 41
Figure 5-1 Process Flow Chart In Compney................................................................................. 41
Figure 6-1 Aeiou Summary.......................................................................................................... 41
Figure 6-2 Empathy Mapping Canvas.......................................................................................... 42
Figure 6-3 Ideation Canvas.......................................................................................................... 43
Figure 6-4 Product Development Canvas..................................................................................... 44
List of Table
Table 2-1 Lean Manufacturing Implementation Benefits 13

Table 2-2 5s Words And Descriptions 19
Table 5-1 Value Stream Mapping 36
Table 5-2 Time Study Of Process 37
Table 5-3 Possible Causes Of Root Cause And Its Expected Outcome 38
Table 5-4 Expected Solution For This Problem 19
Table 5-5 Expected Time Reducing Table 39
Table 5-6 Expected Value Stream Mapping 40

CHAPTER1: INTRODUCTION
MAC Power CNC is a national company, originally found in India, that manufactures and
designs machine tools. Their manufactured CNC & VMC with wide range, over the
years, since their existence they expanded all over the India with many number of Sales
office in Rajasthan, Mumbai, Delhi, Gujarat, Chennai, etc.
MAC Power CNC situated in Rajkot, Gujarat is a main division the main focus of
company is to manufacture CNC and VMC machine for local and national customers.
The company operates mainly in a Make-to Order environment, but because of the
customer support division they use forecasting models for most of the main parts they
order and distribute. Another big factor is that, although they operate in a make specially
environment, numerous critical parts used in the manufacturing process have long lead
times, which makes it extremely difficult to monitor and control.
For MAC Power CNC to compete and successfully manage the rapid expansion, they
need to look at lean principles such as JIT, JIS, Kanban, 5S, SCOR and technology
approaches such as bar coding. Briefly explaining the principles mentioned above will
have the following effects on MAC Power CNC and is the reason why it will be worth
their while to implement them.
• JIT will ensure MAC Power CNC that the products will only be on the premises
when required to complete the production process for that specific task, and at that
specific time. This can have a substantial impact on the inventory management. It
will reduce a lot of unnecessary line side inventory that will in turn create more
space for manufacturing, as well as bring forth improved inventory management
control.
• The JIT methodology will be driven by Kanban system, which implies that orders
and buyoffs of products is managed using signs to expedite or order new product.
This is a simple method that will be defined in detail in the literature study.
• The 5S principle will ensure that all the tools, parts and equipment have a
dedicated location. Besides that, all these tools, parts and equipment has a
dedicated location it must always be visible, well organized and in the assigned
location. The 5S method will make it easy to note when something is missing or
in the wrong place and can be addressed as quickly as possible.
Thus implementing Lean Manufacturing principles can lead to manage MAC Power
CNC’s current expansion and further improvements might also be obtainable on a long
term basis project.

1. PROBLEM STATEMENT
Over the last few years MAC Power CNC has experienced rapid expansion and increased
demand levels. However, their current processes can no longer cope with the increase in
customer demand. Because their processes are over constrained and insufficient with the
increase in customer demand, they are experiencing the following problems in the
organization:
• Increased inventory planes (in warehouses and production)

• Poor visibility of materials
• Lack of control over materials
• Poor material flow patterns
• Poor production productivity and efficiency
• Unbalanced assembly lines
• Lost materials because of poor visibility
• Lost time due to poor material location and visibility
• Shortages of material

2. PROJECT AIM
The project aim is to evaluate & analyze a MAC Power CNC’s current business policies,
processes and procedures about procurement and material handling. After the current
processes have been charted, formulated and evaluated, proposals to restructure these
procedures using Lean Manufacturing method will be formulated, evaluated and
implemented. The main purpose of implementing Lean Manufacturing principles will be
to reduce the number of line side stock, reduce superseded stock increase the material
expediting processes, increase quality. This will lead to great economic savings per
machine.
The following issues could be addressed and improved:
• Reducing lead-times at goods receiving department by improving processes and

eliminating manual processes.
• Increasing material visibility by tracking material through the entire
manufacturing process with Bar-coding and Kanban systems.
• Reducing overall inventory at MAC Power CNC by using Kanban principle to
manage inventory and drive procurement process via electronic Kanban system.
• Increase the visibility of parts being stored in multiple locations.
• Redesign the current layout of the facility at MAC Power CNC for improved
material flow and visibility.
• Introduce a proactive alert system on non-conforming part numbers and products.
• Identifying and grouping of parts to determine the delivery frequencies as well as
the necessary arrangements that needs to be made with suppliers.
• Improve material management with bar coding procedures linking information
directly to the ERP.
• Eliminate unnecessary material from site when not needed at the time

3. OBJECTIVE
The desired outcomes of the project will be:
• Design, developing and implementation of a manual Kanban process.

• Introduction of a Just-in-Time environment and start implementing lean
principles(long term project-start initiating).
• Change the current push system to an integrated pull/push system.
• Reduced line side inventory – smaller batch sizes, increased replenishment
frequencies.
• Improved Materials Handling department.
• Improved material visibility throughout the whole organization.
• Elimination of unnecessary material on site when not needed immediately.
• Use lessons learned in project to strive for continuous improvement opportunities.

CHAPTER 2: LITERATURE STUDY
1. LEAN MANUFACTURING
Because there are numerous definitions for Lean Manufacturing (LM), we will only use two
different definitions and then elaborate on the concept of the Lean Manufacturing.
• Continuous elimination of all waste resulting in a system of value added activity (Internet:
Best Management Articles).
• Lean Manufacturing is the art of raising quality, lowering costs, improving delivery,
generally becoming competitive by removing waste and concentrating on activities that add
value for the customer.
From these definitions and the literature study that was conducted on Lean Manufacturing, it was
clear that the main objective was to eliminate waste in all processes to improve an organization as
a whole. The waste they refer to is not just on the production floor, but in reality it needs to be
eliminated throughout the whole organization from finances, Human Resources, Logistics, IT and
especially top management.
Another aspect that is clear from Lean manufacturing is that it has a culture. For Lean
Manufacturing to work, everybody must believe in it and really pursue it from the top down -
from management to floor workers. But it doesn’t stop their either, because for lean
manufacturing to work you also need to take your suppliers and networks into consideration and
make them part of the dream as well. You need to form long term relationships with them to
improve factors such as quality. This will be discussed later when we look at just-in-time.
If everybody does not truly believe in lean manufacturing, and that it will be beneficial to the
company but also to them individually, implementing lean manufacturing will be very difficult
and the right results will not be obtained. In fact, even worse results will be obtained because it
requires 100% commitment and a passion from everyone involved.
To put more emphasis on the importance of everybody’s commitment and involvement to make
lean manufacturing work, we look at: The 4P model First of all the model shows that lean
manufacturing has a culture and a philosophy, and that it needs everybody’s participation, as well
as continuing to constantly strive to improve in all aspects of the business.
We previously said that Lean Manufacturing primarily focuses on eliminating waste. There are
currently 8 different types of wastes identified by the pioneers of Lean Manufacturing and they
are listed below:
1. Overproduction: Producing parts or components which there are no customer orders for,
which results in unnecessary holding costs, raw materials used, labor costs etc.

2. Waiting (time on hand): Workers that are waiting for a machine to perform a task, tools
or parts to be issued etc.
3. Unnecessary transport or delivery: Refers to carrying Work-in-Progress (WIP) over long

distances, raw materials are located in the wrong areas of a plant and requires to be
moved long distances.
4. Over processing or incorrect processing: Parts that needs to be reproduced due to wrong
tooling equipment, failing parts, producing a wrong manufactured goods at the wrong
time.
5. Excess inventory: Excess raw material, WIP or finished goods causing longer lead
times, obsolescence, damaged goods, transportation and storage costs.
6. Unnecessary movement: Wasted motion where workers have to look for tools or
material, searching for lost material as well as materials that are moved from one place
to another unnecessary.
7. Defects: Production of defective parts or correction. Repair or rework of parts due to

redesigns.
8. Unused employee creativity: Losing time, employee ideas and creativity by not engaging
with your employees.
To effectively implement Lean Manufacturing principles, the main objective is to eliminate

as much as possible of the 8 wastes described above. We will later address the wastes that
exist at MAC Power CNC and how it will affect them by eliminating these wastes.
Implementing lean will lead to strategic benefits to an organization. In table 1 it is stipulated how
lean principles can lead to strategic benefits, as well as what these benefits are.
Table 2.1 Lean Manufacturing Implementation Benefits

LEAN IMPROVEMENT IMMEDIATE RESULT ORGANIZATIONAL
BENEFIT
One-piece flow work cells Reduced production cycle On-time delivery
time
JIT (Internal supply chains Reduced Work-in-progress Less space required

of materials)
Kanban systems Fewer material handling errors On-time delivery

JIT (external supplier) Reliable material sourcing On-time delivery to
manufacturing
Setup and changeover Shorter production runs Reduced raw materials
reduction possible quantities
First-time quality Inspection eliminated Quality of customers insured
Employee involvement Improved labour productivity Improved quality of product
A more detailed discussion of “what” and “where” some of these principles will be applicable to
the project at MAC POWER CNC will be discussed later.
2. Product & Process Development by Lean Manufacturing

Broadly speaking, new product introduction and development is the most critical activity
for the firm to achieve and sustain a competitive advantage in the current environment of
continuous change and uncertainty. The interest in achieving improvement in product
design and development process has noticeably increased in last decade between most of
scholars in different disciplines, not only in engineering literature. From this context,
application of lean thinking concepts in all the stages of new product design and
development has been a common topic to enhance this process’s performance and
subsequently, provide efficiency in the new product introduction. Lean Innovation. Lean
concepts were derivative initially from the Toyota Production System and Morgan and
Liter extended those principal to Product Development field.
Paper1: Applying Lean thinking concepts to New Product Development
By, MikelSorli, Marco Taisch, Ahmed Al-Shaab, John Keast, Myrna Flores, DraganSkotic, Leire
Martinez,AmaiaSopelana,
In this context, it is important to note that a composite design product cannot easily be
“leaned out” in manufacture stage. Hence the production of affordable and sustainable
products would require an effective lean design and engineering. Lean design and
development still lacks of a frame which integrate and advance different approaches and
techniques developed in the literature. Author of this paper think that there is a need of a
new model that assures the acceptance of lean thinking throughout the entire product life
cycle from the design and development stage.
The objective of this paper is to give details about how the research project called Lean
Product and Process Development (lean ppd) is contributing to close the gap between
product and process. The lean p p d model to be developed considers four main blocks
which allows the success of the future model: lean self-assessment tool, product

development value mapping tool, knowledge based engineering and set-based lean design
tool (SBLDT).
The related literature of lean product development research has shows that the research
community has made a small progress in address lean aspects of the product and process
development. In addition, the previous research into lean has not addressed the
applications of knowledge based engineering nor provides solution on the evolving issue
of product development value mapping to show up value creation throughout the
development process. It is left behind a lack of techniques to provide a route by which
lean thinking could be integrated into existing product design and development in
different sectors.
Paper2: Towards Lean Product and Process Development

By, Muhammad Khan, Ahmed Al-Ashaab, EssamShehab, BadrHaque, PaulEwers, MikelSorli,
AmaiaSopelana
The paper provides a unique review of the lean Product Development study area, and a
reference construction for the enablers that Toyota has employed for lean Product
Development. An research of five engineering enterprises undertaken to search for facts
of the implementation of lean Product Development enablers through observation,
document analysis and interviews is also presented. Some enablers have been casually
applied, while few have been officially implemented, and no model was found to
officially combine Lean Product Development enablers into a coherent whole. This is the
first paper to analysis attempts to describe lean Product Development and provide a
definition for Lean Product Development.
This shows that there is a need to demonstrate the conceptual Lean PPD model and assess
its impact on product development. If a lean Product development model is developed
which addresses the current challenges faced by industry, companies may consider
adopting it. Through our interactions with industry we have identified a keen interest in
the arrangement of the core enablers. The companies did not want to be provided with
isolated tools; rather they would prefer to implement lean product development using
their existing tools and methods.

3. JUST IN TIME
Just-in-Time (JIT) is one of the most important principles of lean manufacturing and is
one of the many method a lot of companies strive to apply and achieve.
We first need to start by gathering a clear narrative and definition of what Just-in-time
(JIT) actually is. Everybody seems to know the “buzz word” JIT, but not everybody
really understands what it is all about.
“JIT is the successful completion of a product or service at each stage of production

activity from vendor to customer just-in-time for its use and at a minimum cost”.
The main objective and driving force of JIT is to reduce waste by improving the way
an organization manages their inventory, and applying JIT management principles.
These principles can be summarized as follows :
• Cut batch sizes and increased frequency of orders

• Reduce buffer inventory
• Reduce Purchasing costs
• Improve material handling process
• Reduce inventory levels – looking for a balance between zero inventory and stock
outs
• Look for a reputable suppliers
3.1 REDUCING IN LOT SIZES
The first principle states that lot sizes should be cut, while the most of the organizations
in industry use the popular EOQ model. Economic order quantity (EOQ) models are used
to determine the size or lot quantity that should be ordered at a time at an optimal cost.
The formulas for basic EOQ models will be shown and compared with modified
JIT/EOQ models in this section.
Even if we take into account all the costs involved and the carrying costs of raw material
is not consistence with the JIT principle. For example, a firm might order a lot size of 20
units to manufacture 10 units over a production phase of 1 week. This means the firm
only produce 1 units/day or 5 units/ week. This example of EOQ modeling contradicts the
JIT principle because the firm will have 10 units of raw materials, which they are not
going to use for another week. This increases inventory levels, reduce space capacity and
increases work load of material handlers without cause.
Another major concern for these models is that they are connected to a Master Production
Schedule (MPS), the planning manufacture rate over a stage of set time. But it does not
keep track of the real progress of the MPS and the production rate. If production falls in
the size of delay EOQ lot size will still be ordered, regardless of whether the previous
ordered raw supplies for that job is actually consumed. This creates unnecessary excess
inventory. If the production is in front of the expected lack of material it will be tested.
Using these example over describes JIT at its best, because it will decrease the inventory,
increase productivity and decrease lead times needed for supplies. This is because of
materials will only be used when they are required. This is achieved by application of
Kanban systems. Kanban is the soul and powerful mechanism for JIT and will be
discussed in the next chapter.
Modifications to the EOQ models were made to make them more appropriate for the JIT
location and were labeled JIT/EOQ models. The formulas for both models are shown and
compared below.
3.2. BASIC EOQ MODEL
*
EOQ ORDER QUANTITY (Q ) =
2 2
0
22
EOQ TOTAL ANNUAL COST (T ) = √
*
Where: Q = cost minimizing order quantity in units under EOQ
system O = ordering costs in per order
D = annual demand in units
0
T = minimized total annual cost in rupees under EOQ
system C = carrying costs in per unit
P = purchased cost per unit
3.5 SEEK RELIABLE SUPPLIERS
The last point of the JIT principles, seek reliable suppliers, is one of the most important
principles for the implementation and success for JIT systems.
This principle puts emphasis on long term relationships with suppliers. Long term
relationships with suppliers will have one of the biggest impacts on the success of any

JIT implementation project. This will determine their capability to deliver more
frequently, in smaller batches, and on time. It will also ensure that the quality of products
comply too the principles and requirements, nearly 100% of point in time. This refers to
perfect arrangement fulfill Lean Manufacturing instrument in the SCOR methodology.
The right product at the right instance in the right quantities ordered with no defects.
Thus, JIT is working on a two-way side road principle. It must be from your firm as well
as from supplier’s side.
To achieve this is not an simple task, but is well feasible. This can be achieved by
creating and conducting training of JIT programs for all the suppliers by expert in your
own industries and consultants. The main purpose is that they need to understand the
reason for change and the advantages and rewards that can be obtained and how it is
helpful for both. This can all be planned for and integrated in the training and seminar
sessions with the suppliers.
If successful training is reached out to your suppliers it will have a chain reaction in the
Supply chain network. It is important to know from a Logistical and supply chain view
that your suppliers have suppliers and their suppliers have suppliers, so the supply chain
does not have with your suppliers and ends with your customers. It is stretched beyond
that. A diagram illustrate this theory is shown below.
Figure 3-1 Supply Chain Network
3.7. AUTOMATION
One of the rules in a production environment JIT and lean is that only automates when
the machine can do a better job and more accurate than humans. This applies to highly
tedious and repetitive work like spot welding in the automotive manufacturing firm. Do
not automate for the sake of automation. Not automate for the benefit of automation.
Humans have a great sense of freedom on any machine or robot, where you can think of
to solve a problem unplanned; machines do not have this ability.
3.8. QUEUEING
When the materials are handled badly and excess inventory has been living in a hotel,
queues tend to form in places other than deposits to the production plan. When queues

form the natural tendency of management is to add capacity , when the tails form the
natural affinity of management it is to insert capacity, when the queues are short
management have a tendency to reduce the capacity. Applying JIT, queues can be
decrease and increased production capacity is obtain as well as the workload for handling
and stores personnel are reduced. Most of the time, the 70% - 80% of set up times
consists queues.
3.9. 5S
5S refers essentially to the basic rules of cleanliness.. The term 5S is assigned simply
because it is made up of five Japanese words everything from a 5 S. The key words and
their meaning is described in the following table: 5S WORDS AND DECSCRIPTIONS
Table 2.1 5s Words and Descriptions
JAPANESE WORD DESCRIPTION/MEANING
SEIRI ARREGMENT
SEITON ODORLESS
SEISO CLEANNESS
SEIKETSU CLEANUP
SHITSUKE DISCIPLINE
Applying 5S will mean that every part / tool / equipment will be in his assigned space so
neat and clean. After a round or specified time and the task everything is clean and still in
place. And this is applied consistently with discipline.
5S- primarily reduce the high installation costs and reduce delivery times to set the cost
to perform tasks. This is achieved by eliminating the time operators need to look for tools
/ material / equipment to carry out their tasks, applying the principle of 5S.

CHAPTER 4: 5s METHODOLOGY
In the frames of implementation of the Total Quality Management on the operating level
more and more popular becomes the idea of so called 5S.
5-S is used to create more organization in the workplace. It is most often applied on a
workstation by workstation basis to systematically improve flow. The idea is to start by
sorting out all the tools and parts necessary to do a specific job.
The philosophy of the 5S has its roots in Japan. Name 5S is the acronym of five Japanese
words of the following meanings:
(1) SEIRI = Sort

(2) SEITON = Set
(3) SEISOU = Shine
(4) SEIKETSU = Standardise
(5) SHITSUKE = Sustain
4.1 Sorting (organization of the workplace, elimination of

unnecessary materials).
Refers to the practice of sorting through all the tools, materials, etc., in the work area and
keeping only essential items. Everything else is stored or discarded. This leads to fewer
hazards and less clutter to interfere with productive work. Through the suitable sorting it
can be identified the materials, tools, equipment and necessary information for realization
the tasks
4.2 Set in order (place for everything).

Focuses on the need. for the workplace in order. Tools, equipment, and materials must be
systematically arranged for the easiest and the most efficient access. There must be a
place for everything, and everything must be in its place. Especially important is
visualization of the workplace .
4.3 Shine (cleaning, removing of wastes, dust etc.).

Indicates the need to keep the workplace clean as well as neat. Cleaning in Japanese
companies is a daily activity. At the end of each shift, the work area is cleaned up and
everything is restored to its place. Regular cleaning permits to identify and to eliminate
sources of disorder and to maintain the clean workplaces.

4.4 Standardize (constant place for things, constant rules of
organization, storage and keeping cleanness).
Allows for control and consistency. Basic housekeeping standards apply everywhere in
the facility. Everyone knows exactly what his or her responsibilities are. House keeping
duties are part of regular work routines. Worked out and implemented standards in the
form of procedures and instructions permit to keep the order on the workplaces.
Standards should be very communicative, clear and easy to understand.
4.5 Sustain (automatic realization of above-mentioned rules).

Refers to maintaining standards and keeping the facility in safe and efficient order day
after day, year after year. Implementing the idea of the 5S will demand from workers the
compact self-discipline connected with implementing and obeying the rules of regularity
in cleaning and sorting.
(C. Pirellis, B. Rosin

ski)
Fig.4.2 5S CIRCLE
4.6 IMPLEMENTING 5S METHODOLOGY

The purpose of 5 S is to assure that everything has a place or is accessed and everything
is in its place.
Through rigorous efforts and teamwork we were able to implement the basics of 5s at our
workshop.
Starting with the basic…..

(C. Pirellis, B. Rosin ski)
Figure 4.3 5s basics
The purpose of 5 S is to assure that everything has a place or is accessed and everything
is in its place. Through rigorous efforts and teamwork we were able to implement the
basics of 5s at our workshop.
SORT
Remove what is not absolutely necessary for production in the immediate future In
this we have to eliminate the material which is not required at the working hour.
This will not create hindrance in the smooth running of the operations.
We may identify a large area devoted to tools or gauges, some of which are needed
regularly and some used infrequently. This brings all sorts of problems, including:
➢
Operators unable to find the item they need, being unable to see wood for trees.
➢
The time spent searching is a waste (or in Japanese speak a muda) and if we only held the
items needed regularly in a prominent position we would save time.
➢
Quality issues when gauges are not calibrated on time because too many are held.
➢
Safety issues when people fall over things.

Figure 4.4 sorting
SET IN ORDER
Set in order is the series of steps by which the optimum organisation identified in the first
pillar are put into place.
Figure 4.5 set in order
Set in order, Straighten and Standardization Removing items to be discarded or held in an

alternative location will create space. This space will be visible and facilitate the
alternative layout of the area.

➢
BEFORE 5S
Figure 4.6 not arranged
➢
AFTER 5S
Figure 4.7 properly arranged

SHINE
The principle here is that we are all happier and hence more productive in clean, bright
environments. There is a more practical element in that if everything is clean it is
immediately ready for use.
We would not want a precision product to be adjusted by a spanner that is covered in

grease which may get into some pneumatic or hydraulic fittings. We would not wish to
compromise a PCB assembly by metallic dust picked up from an unclean work surface.
Other issues are health and safety (perhaps slipping in a puddle of oil, shavings blowing
into people's eyes) and machine tools damaged by coolant contaminated by grease and
dust.
The task is to establish the maintenance of a clean environment as an ongoing,

continuous programe.
Sometime should be set aside for cleaning each day, or each shift. We may have cleaners
who come in a sweep office floors, and even clean the floor in a production area, but they
do not clean the production equipment. Even if they did, this would miss one of the
opportunities available - an operator cleaning and lubricating his machine tool will spot
worn or damaged components.
The first is the assignment map which identifies who is responsible for which areas.
The second is the schedule which says who does what at which times and on which days.
STANDARDIZED
The fourth pillar is the introduction of a formal, rigorous review programme to ensure
that the benefits of the approach are maintained.
BEFORE STANDARDIZED
Fig 4.8 before standardized

AFTER STANDARDIZED
Figure 4.9 after standardized

➢
Cleaning and identification methods are consistently applied Departments have monthly 5S
tours. Every job has duties that use Sort, Set in Order and Shine
➢
We all have common duties to do our part to keep all areas of the shop in shape -break room,
shop floor, tool racks, entry & exit, route etc.
This is best described as Standardized cleanup, but other names adopted include
Standardization (not to be confused with the second pillar), Systematization and
Sanitation For example, are the storage areas still clearly defined? Does the tool rack still
have clear outlines or profiles for each tool to be stored in it? Does the area meet the
general standards of cleanliness?
SUSTAIN
The final stage is that of Discipline. For those who wish to retain the use of initial S's in
English this is often listed as Sustain or Self-discipline
The fifth pillar is more than this; it is not simply the mechanical means by which we
continue to monitor and refine, it is the set of approaches we use to win hearts and minds,
to make people want to keep applying best practice in shop organisation and
housekeeping.

Before Sustain
Fig 4.10 Bad and ugly

After SUSTAIN
Fig 4.11 Good and sophisticated

CHAPTER 5: ROOT CAUSE ANALYSIS
5.1. Basic terminologies in RCA

Facility: Facility may be defined as any equipment, structure, system process, or activity
that fulfills a specific purpose. Some of the example include production or processing
plants, accelerators, storage areas, fusion research devices, nuclear reactors, coal
conversion plants, magneto hydrodynamics experiments, windmills, radioactive waste,
disposal systems, testing and research laboratories, transportation activities, and
accommodations for analytical examinations of irradiated and unpredicted components
Root Cause: The cause that, if corrected, would prevent recurrence of thousand similar
occurrences. The root cause does not apply to this occurrence only, but has generic
implications to a broad group of possible occurrences, and it is the most fundamental
aspect of the cause that can logically be identified and corrected. There may be a series of
causes that can be identified, one leading to another. This series should be pursued until
the fundamental, correctable cause has been identified. For example, in the case of a leak,
the root cause could be management, not its maintenance, which ensures that it is
effectively managed and controlled. This cause could have led to the use of improper seal
material or missed preventive maintenance on a component, which ultimately led to the
leak.
Causal Factor: A condition or an event that results in an effect (anything that shapes or
influences the outcome). This may be anything from noise in an instrument channel, a
pipe break, an operator error, or a weakness or deficiency in management or
administration. In the context of DOE there are seven major causal factor categories.
These major categories are:
➢
Equipment/Material Problem
➢
Procedure Problem
➢
Personnel Error
➢
Design Problem
➢
Training Deficiency

5.2. Root cause analysis tools and techniques
Many Root Cause Analysis Tools have emerged from the literature as generic standards
for identifying root causes. They are the Cause-and-Effect Diagram (CED), the
Interrelationship Diagram (ID), and the Current Reality Tree (CRT), Why Why Analysis,
Multi Vary Analysis. Ample of information is available about these tools, in open
literature (See References).
5.2.1 Causes-and-effect diagram (CED)

This diagram, also called Ishikawa or Fishbone Diagram, is used to associate multiple
possible causes with a single effect. The diagram is constructed to identify and organize
the possible causes for a particular single effect. Causes in Cause and Effect Diagram are
frequent arranged in four major categories. For manufacturing cases it is Manpower,
Methods, Materials and Machinery.
For Administration and service sectors, it is Equipment, Policies, Procedures and People.
Ishikawa advocated the CED as a tool for breaking down potential causes into more
detailed Categories so that they can be organized and related into factors which help in
identifying the root cause.
5.2.2 Interrelationship diagram (ID)

Mizuno supported the ID as a tool to quantify the relationships between factors and
thereby classify potential causal issues or drivers. The interrelationships among the
operations are shown as ¡¥in and out¡¦ in each stages of operation. The weight factors,
which may include causes, effects, or both, of in and out are determined on the basis on
logical sequence.
5.2.3 Current reality tree (CRT)

Current Reality Tree is a tool to find logical interdependent chains of relationships
between undesirable effects leading to the identification of the core cause. It depicts the
real status under prevailing current conditions with regard to causality, factor
relationships, usability, and participation.

5.2.4 Why why analysis
An important component of root cause analysis is a thorough understanding of¡§what
happened¡¨. The team begins by reviewing an ¡§initial understanding¡¨ of the event and
identifying unanswered questions and information gaps. The information-gathering
process includes interviews with staffs and workers who were directly and indirectly
involved with the physical environment where the event and other relevant processes
took place, along with observation of usual work processes. This information is
synthesized into a ¡§final understanding¡¨, which is further used by the team to begin the
¡§why¡¨ portion of the analysis in a logical sequence to find a logical solution to the
problem.
It is one of the many brainstorming methodology of asking “why” five times repeatedly
to help in identifying the root cause of a problem. If a problem is repeatedly questioned,
each time an alternative solution comes out which is linked to the root cause.
However, asking why may be continued till getting an agreeable solution. Five is an
arbitrary figure. The theory is that after asking ¡§why¡¨ five times one is likely to arrive at
the root cause.
5.2.5 Multi vary analysis

It is the tool of finding root causes and its relationship with Cyclic Error, Temporal Error
and Positional Error. Its aim is to find out whether a cause is repeatable in nature or not.
If it is repeated, it has reoccurred at the certain intervals or not In fact the basic intent of
this tool is to find out why this variation has specifications. The main objective of a Multi
Vary Analysis is to reduce a large number of unknowns and unmanageable causes of
variation to a much smaller family of related variables containing the dominant cause.
The basic data required for Multi Vary Analysis are the following:
➢
Number of day¡¦s sample data is taken
➢
Number of shifts per day
➢
Number of hours in a shift that sample data is taken
➢
Number of units in an hour that sample data is taken from
➢
Factors, which may include causes, effects, or both and their levels

5.3. Root cause analysis methods
There are many of these methods, which are specialized and apply to specific situations
or objectives (readers can find many examples in the references). Most have their own
cause categorizations, but all are very effective when used within the scope for which
they have been designed. The most common methods are(DOE Guideline, 1992).
5.3.1 Events and causal factor analysis

Events and Causal Factor Analysis is a method in which personnel conduct a stepby-step
reenactment of their actions for the observer without carrying out the actual function. If
appropriate, it may be possible to use a simulator for performing the walk-through rather
than the actual work location. Its objectives include:
Determining how a task was really performed
Identifying problems in human-factors design, discrepancies in procedural steps, training
etc.
Preconditions are that participants must be the people who actually do the task.
➢
Steps in Cause and Effects Task Analysis are as follows:
➢
Obtain preliminary information so that one may know that what the
➢
person was doing when the problem or inappropriate action occurred.
Decide on a task of interest.
➢
Obtain necessary background information.
➢
Obtain relevant procedures
➢
Obtain system drawings, block diagrams, piping and instrumentation
diagrams, etc.
➢
Interview personnel who have performed the task to have an understanding
of how the task should be performed.
5.3.2 Change Analysis
Change Analysis looks at a problem by analyzing the deviation between what I expected
and what actually has happened. The evaluator essentially asks about the difference that
has occurred to make the outcome of the task or activity as compared to that of all the
other times this task or activity was successfully completed.

This technique consists of asking the questions: What? When? Where? Who? How?
Answering these questions should provide direction toward answering the root cause
determination question: Why? Primary and secondary questions included within each
category will provide the prompting necessary to thoroughly answer the overall question.
Some of the questions will not be applicable to any.
Given condition. Some amount of redundancy exists in the questions to ensure that all
items are addressed. Several key elements include the following:
➢
Consider the event containing the undesirable consequences. Consider a
comparable activity that did not have the undesirable consequences.
Compare the condition containing the undesirable consequences with the
reference activity.
➢
Set down all known differences whether they appear to be relevant or not.
➢
Analyze the differences for their effects in producing the undesirable
consequences. This must be done in detail with careful attention, ensuring
that obscure and indirect relationships are identified (e.g., a change in color
or finish may change the heat transfer parameters and consequently affect
system temperature).
➢
Integrate information into the investigative process relevant to the causes of,
or the contributors to, the undesirable consequences.
5.3.3 Barrier analysis

There are many things that should be addressed during the performance of a Barrier
Analysis. The questions listed below are designed to aid in determining what barrier
failed, thus resulting in the occurrence. What barriers existed between the second, third,
etc. condition or situation?

5.4. Root cause analysis process
The RCA method brings a team of, usually 3 to 6 or as demanded, knowledgeable people
together to investigate the failure using evidence left behind from the fault. The team
brainstorms to find as many causes of the fault as possible.
By using what evidence remained after the fault and through discussions with people
involved in the incident, all the non-contributing causes are removed and the contributing
causes retained.
A fault tree is constructed starting with the final failure and progressively tracing each
cause that led to the previous cause. This continues till the trail can be traced back no
further. Each result of a cause must clearly flow from its predecessor (the one before it).
If it is clear that a step is missing between causes it is added in and evidence looked for to
support its presence. Once the fault tree is completed and checked for logical flow, the
team then determines what changes has to be made to prevent the sequence of causes and
consequences from again occurring.
Root cause analysis is defined in the Canadian Root Cause Analysis Framework1 as “an
analytic tool that can be used to perform a comprehensive, system-based review of
critical incidents. It includes the identification of the root and contributory factors,
determination of risk reduction strategies, and development of action plans along with
measurement strategies to evaluate the effectiveness of the plans.”
To improve product quality and productivity, the analysis team proceeds through a series
of probing questions focused on answering “why” and “caused by” questions to delineate
the various factors that contributed to the event and which, if left unmitigated, could
contribute to another event. The focus is on systems and processes and their interaction
with individuals, with the understanding that the individuals involved did not
intentionally act to cause harm, and given the same set of circumstances, the outcome
would be the same for any individuals involved.
Relevant literature and practice standards are considered in formulating recommendations
and actions. To make it understand the significance of such a system enhancement, it has

been provided an analogous example from the automotive industry considering the steps
for successful root cause analysis as given below.
steps for successful RCA

Seven points of RCA are…
➢
Describe the actual Cause.
➢
Define the physical phenomena of the Cause
➢
Organize the details of the Cause by using the '3W2H' (with what, when,
where, how, how much) tool.
➢
Work as a team, respecting each other’s expertise and knowledge, rather
than individually.
➢
Consider every possible cause of the Cause.
➢
Verify all logical causes and eliminate all illogical causes.
➢
If determined that the cause among the causes was human error, separate
that cause from the physical causes.
( Dalgobind Mahto; Anjani

Kumar)
Figure 5.1 process flow chart in the company

5.5. Finding and defining the actual cause
The problem encountered in the assembly of VX-200 and the causes for that and
expected solution for this problems are derived in following:
Now the value stream mapping was done and its detail is tabulated in table.
Table 5.1 value stream mapping
TIME PERIOD VARIOUS PROCESSES FOR ASSEMBLY

(HRS.)
2.0 Material Incoming

1.0 Store
3 Handling/Setting
12 Bed Machining
7 Bed Grinding/Painting/Drilling
8 Fitting of Z-LM And Z-Slide Sheet
8 Fitting of Ball Screw of X- and Z-LM
9.0 Ruff Telescoping
8 Head Stock And Tail Stock FITTING
6 System Fitting
6.3 Electric Wiring
9.0 Final Telescoping
7.0 Quality Assurance
4 Dispatch
In the above sample study, it was found that the non-value adding activities were higher
than the value adding activities.

Table 5.2 time study of process
Sr. Operations in Sequence Resources Involved Time Category
No. Taken
(Hrs.)
1 Raw Material Handling 1 machine 2 operator 7 hrs Territory

2 Bed Carrying 1 Crain 1 operator 1 hrs Secondary
3 Bed Machining 1 machine 2 operator 5 hrs Secondary
4 Bed Drilling/Grinding/Painting 3 machine 3 operator 8 hrs Secondary
5 Z-LM Fitting 2 operator 3 hrs primary
6 Z-Slide Sheet/X-LM 2 operator 3 hrs Primary
7 Ball Screw of X and Z-LM 1 operator 8 hrs Primary
8 X- and Z-Bracket 2 operator 7 hrs Secondary
9 X-Slide X-Nut 2 operator 6 hrs Secondary
10 Ruff Telescoping 2 operator 8 hrs Secondary
11 Head Stock And Tail Stock 3 operator 10 hrs Primary
Fitting
12 Ruff Gardening 2 operator 9 hrs Secondary

13 System Fitting 2 operator 1 machine 10 hrs Primary
14 Electric Wiring 2 operator 5 hrs Secondary
15 Ruff Trial 1 operator 3 12 hrs Primary
calibration
instruments
16 Final Guard 2 operator 7 hrs Primary

17 Final Telescope 1 operator 9 hrs Primary
18 Coolant Trial 2 operator 2 7 hrs primary
instruments
19 Quality Assurance 3 operator 1 machine 13 hrs Primary

20 Dispatch 1 operator 3 hrs secondary

TOTAL TIME (74 VALUE ADDING(hrs) NON VALUE ADDING 53 (hrs)
hrs) 21
Table 5.3 Possible causes of root cause and its expected outcome
Sr No. Nature Of Problem Class of Problem

1 Drilling Secondary
2 Incorrect Spindle Size Secondary
3 Error In Blue Matching Secondary
4 Error In Centre Height Primary
5 Casting Defect of Bed Primary
Table 5.4 Expected solution for this problem
Sr. Nature of Specific Problem Class of Root Cause

No. Problem Problem
1 Drilling Marking Error Secondary Matching of

Hole Size
2 Incorrect Error in Q.C. Secondary Honing of

Spindle Size Spindle
3 Error In Blue Error in Working Secondary Training of

Matching of Workers Workers
4 Error In Centre Centre Height Primary Plate Attaching

Height
5 Casting Defect Casting Defect Primary Machining

of Bed Again

Table 5.5 Expected time reducing table
Sr. Operations in Sequence Resources Involved Time Category

No. Taken
(Hrs.)
1 Raw Material Handling 1 machine 2 operator 6 hrs Territory

2 Bed Carrying 1 Crain 1 operator 1 hrs Secondary
3 Bed Machining 1 machine 2 operator 5 hrs Secondary
4 Bed Drilling/Grinding/Painting 3 machine 3 operator 6 hrs Secondary
5 Z-LM Fitting 2 operator 3 hrs primary

6 Z-Slide Sheet/X-LM 2 operator 3 hrs Primary
7 Ball Screw of X and Z-LM 1 operator 6 hrs Primary
8 X- and Z-Bracket 2 operator 7 hrs Secondary
9 X-Slide X-Nut 2 operator 6 hrs Secondary
10 Ruff Telescoping 2 operator 7 hrs Secondary
11 Head Stock And Tail Stock 3 operator 9 hrs Primary
Fitting
12 Ruff Gardening 2 operator 8 hrs Secondary

13 System Fitting 2 operator 1 machine 8 hrs Primary
14 Electric Wiring 2 operator 5 hrs Secondary
15 Ruff Trial 1 operator 3 10 hrs Primary
calibration
instruments
16 Final Guard 2 operator 7 hrs Primary

17 Final Telescope 1 operator 9 hrs Primary
18 Coolant Trial 2 operator 2 5 hrs primary
instruments

Table 5.6 expected value stream mapping
TIME PERIOD VARIOUS PROCESSES FOR ASSEMBLY

(HRS.)
1.5 Material Incoming

0.3 Store
2 Handling/Setting
10 Bed Machining
6 Bed Grinding/Painting/Drilling
8 Fitting of Z-LM And Z-Slide Sheet
8 Fitting of Ball Screw of X- and Z-LM
8.0 Ruff Telescoping
6 Head Stock And Tail Stock FITTING
5 System Fitting
5 Electric Wiring
7.0 Final Telescoping
5.0 Quality Assurance
3 Dispatch

CHAPTER 6: CANVAS
1. AEIOU SUMMARY
Figure 6-1 AEIOU Summary

➢
EMAPTY CANVAS
Figure 6-2 Empathy Mapping Canvas

2. IDEATION CANVAS
Figure 6-3 Ideation Canvas

3. PRODUCT DEVELOPMENT CASNVAS
Figure 6-4 Product Development Canvas

CHAPTER 7: CONCLUSION
➢
The 5S methodology relies on the creation and keeping well organized,
clean, high effective and high quality workplace.
➢
The 5S program is also an excellent ice-breaker for organizations that have
entrenched resistance to change.
➢
The 5S program provides a kick start. with such substantial positive benefits
to both the employees and employer that the.
➢
5S implementation more than pays for itself while creating a positive
climate for further change.
➢
If company would implement six sigma then customer complaint would be
reduce in GX-100
➢
If company remove defects as listed above then time reduces and
productivity will be improved.

REFERENCES
➢
Implementation Of Lean Manufacturing In Computer Integrated
Environment
By Rahul 1 and J. S. Kaler
➢
Implementing Lean Manufacturing Principles In A Manufacturing
Environment
By James Keyes,jh.D
➢
(Leanpd) Towards Lean Product And Process Development
By Muhammad Khan, Ahmed Al-Ashaab
➢
Supply Chain Excellence : A Handbook For Dramatic Improvement Using
The SCOR Model
By Bolstorff, P. & Rosenboom, R.
➢
Best Management Articles
By Wright C.
➢
J. Petersen, “Defining lean production: some conceptual and practical
issues” in TQM Journal, 21(2), 2009, pp. 127–142.
➢
J. P. Womack, D. T. Jones, Lean thinking. Free Press, 2003.
➢
T. Ohio, Toyota Production System. Free Press, 1998.
➢
S. A. Ruff, Going Lean. AMACOM, 2008.
➢
C. Pirellis, B. Rosin ski, 5S Implementation Manual: Starting Lean
Manufacturing. W Publications, 2007.
➢
S. S. Chakravorty, “Six Sigma Programs: An Implementation Model” in
International Journal of production Economics, 119(1), 2009, pp. 1–16.
➢
www.wikipedia.org
➢
www.google.com
➢
Dalgobind Mahto; Anjani Kumar, “Application of root cause analysis in
improvement of product quality and productivity”

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Final Year Project Report

“PRODUCT AND PROCESS DEVELOPMENT BY LEAN

Name of Student Enrollment No.

IDP Project Completed

GTU Unique ID –81542

Product & Process Development by LM techniques Page 1

Product & Process Development by LM techniques Page 2

Yash Shanishvara 131160119588

Product & Process Development by LM techniques Page 3

This project based on Lean Manufacturing implementing in machining

Product & Process Development by LM techniques Page 4

CHAPTER 2: LITERATURE STUDY 12

2. Product & Process Development by Lean Manufacturing 14

3.1 REDUCING IN LOT SIZES 16

3.2. BASIC EOQ MODEL 17

4.1. Sorting (organization of the workplace, elimination of unnecessary materials). 20

4.2. Set in order (place for everything). 20

Product & Process Development by LM techniques Page 5

5.3. Root cause analysis methods 32

5.4. Root cause analysis process 34

5.5. Finding and defining the actual cause 36

Product & Process Development by LM techniques Page 6

Figure 3-1 Supply Chain Network................................................................................................ 18

Table 2-1 Lean Manufacturing Implementation Benefits 13

Product & Process Development by LM techniques Page 7

Product & Process Development by LM techniques Page 8

• Increased inventory planes (in warehouses and production)

Product & Process Development by LM techniques Page 9

The following issues could be addressed and improved:

• Reducing lead-times at goods receiving department by improving processes and

Product & Process Development by LM techniques Page 10

The desired outcomes of the project will be:

• Design, developing and implementation of a manual Kanban process.

Product & Process Development by LM techniques Page 11

Product & Process Development by LM techniques Page 12

3. Unnecessary transport or delivery: Refers to carrying Work-in-Progress (WIP) over long

7. Defects: Production of defective parts or correction. Repair or rework of parts due to

To effectively implement Lean Manufacturing principles, the main objective is to eliminate

Table 2.1 Lean Manufacturing Implementation Benefits

JIT (Internal supply chains Reduced Work-in-progress Less space required

Kanban systems Fewer material handling errors On-time delivery

Product & Process Development by LM techniques Page 13

First-time quality Inspection eliminated Quality of customers insured

Employee involvement Improved labour productivity Improved quality of product

2. Product & Process Development by Lean Manufacturing

Paper1: Applying Lean thinking concepts to New Product Development

Product & Process Development by LM techniques Page 14

Paper2: Towards Lean Product and Process Development

Product & Process Development by LM techniques Page 15

“JIT is the successful completion of a product or service at each stage of production

• Cut batch sizes and increased frequency of orders

3.1 REDUCING IN LOT SIZES

3.2. BASIC EOQ MODEL

3.5 SEEK RELIABLE SUPPLIERS

Product & Process Development by LM techniques Page 17

Figure 3-1 Supply Chain Network

Product & Process Development by LM techniques Page 18

JAPANESE WORD DESCRIPTION/MEANING

Product & Process Development by LM techniques Page 19

(1) SEIRI = Sort

4.1 Sorting (organization of the workplace, elimination of

4.2 Set in order (place for everything).

4.3 Shine (cleaning, removing of wastes, dust etc.).