Lean Manufacturing Method Spur Gear

International Journal of Application or Innovation in Engineering & Management (IJAIEM)
Web Site: www.ijaiem.org Email: editor@ijaiem.org

Volume 5, Issue 6, June 2016
ISSN 2319 - 4847
LEAN MANUFACTURING METHOD SPUR

GEAR
Neeraj khatri , B. Bamne
Research scholar
Assit. Prof. MED JIT Borawan
ABSTRACT
This dissertation addresses the application of lean concepts to gear Manufacture Company. The primary objective of lean is to
assist manufacturers who have a desire to improve their companys operations and become more competitive through the
implementation of different lean MANUFACTURING tools and techniques. The lean principals and method focus on creating
a continual improvement culture that engage employ in reducing the intensity of time material and capital necessary for
meeting a customer need. In this dissertation three concepts of lean MANUFACTURING namely 5S, kaizen and six sigma are
used for application in industry the purpose of this dissertation is to recognized 5S opportunity in work environment
standardized work procedure simplify work environment and reduce waste and non-value activity while improve quality
efficiency and safety .kaizen is both a philosophy and systematic approach to improving process. In this dissertation kaizen is
used to avoid the problem of wastage of broaching oil during the reloading the component in trolley after broaching the term
six sigma comes from process capability studies which major the extent to which a process needs customer requirement
specification of product tolerance in fact, its the more effected problem solving methodology for improving organization
performance. In this dissertation lean tool six sigma is used for eliminate the problem of rejection and rework due to teeth span
size variation of transmission gear (GG 1491/1) after shaving.
Keywords: lean manufacturing; waste; cycle time; gear component; kaizen; productivity.
1. Introduction
Lean is simply about creating more value for customers by eliminating activities that are considered waste. Any activity
or process that consume resources, adds cost or time without creating value becomes the target for elimination. One of
the important aspects of Lean is the focus on 'system-level' improvements. The system-level work can dramatically
improve a company's bottom line results. [5]
Lean Manufacturing is a systematic approach to identifying and eliminating waste through continuous improvement.
Lean is about doing more with less: Less time, inventory, space, people, and money. Lean is about speed and getting it
right the first time. Lean production is aimed at the elimination of waste in every area of production including customer
relations, product design, supplier networks and factory management
2. Literature Review
Shah and Ward (2003) [5] developed measures for lean manufacturing and operationalized it as bundles of practices
related to total quality management, total preventive maintenance, and human resource management. They limit their
analysis to four bundles that are oriented internally to reflect a firms approach to managing its manufacturing
operation. In contrast, Li et al. (2005) [6] measure lean production very restrictively with five items that include setup
time, small lot size, and pull production. Womack and Jones [7] considered lean as a system where a company can
achieve reduced costs, coupled with continuous improvement and customer satisfaction. Aulakh and Gill [8] discussed
importance of five elements of lean i.e. manufacturing flow, organisation, process control, metrics and logistics to
appreciate the synergetic effect of each element on others, towards making an organization lean. Further, a case study
on lean manufacturing implementation experience of an Indian manufacturing firm i.e. plastic injection moulded autoparts manufacturer is presented and thus productivity was increased by 25 %, WIP inventories were reduced and defect
free production was done due to single piece flow and poka-yoke. Sheng and Tofoya [9] described that lean
maintenance practices and decisions can be a significant percentage of production costs and often are a top contributor
to the expenses of manufacturing facilities. The strategies and projects have brought tremendous results.
3. Concept of Lean Manufacturing

Lean Manufacturing is a culture and philosophy for an entire enterprise. There are now many examples of companies
that have become more competitive and successful by adopting the Lean Enterprise principles and practices throughout
Page 71

ISSN 2319 - 4847
their organizations. The prototype for Lean Manufacturing is usually thought of as the Toyota Production System and
all U.S. automobile manufacturers have adopted Lean Manufacturing as an objective [10].
Lean manufacturing is more than a set of tools and techniques. Lean manufacturing is a culture in which all employees
continuously look for ways to improve processes. It is a management philosophy and system of organizing to eliminate
all non-value added activities, or waste, throughout an organizations complete system. The essential goal of lean
manufacturing is to compress time from the receipt of an order all the way through receipt of payment. The results of
time compression are greater productivity, shorter delivery times, lower cost, improved quality, and increased customer
satisfaction [11]. There are numerous methods and tools that organizations use to implement lean production systems.
Eight core lean methods are listed below [12]:
Kaizen Rapid Improvement Process
5S
Total Productive Maintenance (TPM)
Cellular Manufacturing / One-piece Flow Production Systems
Just-in-time Production / Kanban
Six Sigma
Pre-Production Planning (3P)
Lean Enterprise Supplier Networks
Lean Production is the application of Lean Manufacturing concepts to the shop floor. The typical goals are to reduce
manufacturing waste by using processes that reduce process time, reduce human effort, reduce/eliminate defects,
minimize tool/equipment investment, reduce/eliminate inventories, reduce space requirements and eliminate noncontributing operations [10].
4. Case Study
Case studies are a very good method of portrayal of experiences out of a program and evaluation of effectiveness of the
program as well as success and failures. The present case study is all about the implementation of lean manufacturing
in a leading tractor manufacturing automobile company of India i.e. Mahindra and Mahindra Swaraj Divison Ltd,
Mohali (Punjab). The manufacturing of tractor is performed in various steps. It is manufactured after passing through
processes in different shops of the plant i.e.
Light machine Shop (LMS)

Heavy machine Shop(HMS)
Heat Treatment Shop
Assembly Shop
Paint Shop
4.1 Problem - Identification & Definition

4.1.1 Problem selected: Low productivity of the component, Spur Gear Z-22 on the twin chucker turning machine in
LMS area.
4.1.2 Problem definition: To increase the productivity of the component, Spur Gear Z-22, on the twin chucker
turning machine by 20% from the existing level of production.
4.1.3 History of the problem: The production of the spur gear Z-22 was not as per the requirement, on a consistent
basis during the months from Jan to June 2011. Based on data for six months i.e. from Jan to June 2011, the number of
components manufactured is as shown below in Fig.1:
Page 72

ISSN 2319 - 4847
Figure 1. Gear components manufactured from Jan to June 2011

Thus, the average number of components manufactured per month on the twin chucker turning machine was 500
approx.
4.2 Observation
o Less production of spur gear Z-22 on twin chucker machine to meet the coupling target in assembly shop.
o Assembly line coupling is badly affected due to shortage of spur gear Z-22.
4.3 Analysis discovery of main root causes
Figure 2. Cause and Effect Diagram

From the analysis of all the possible causes, two probable root causes are selected and testing of hypothesis was
done:
Number of turning operations involved i.e. two turning and one grooving operation. Testing and observation: The
cycle time is more due to three turning operations. Conclusion: Hypothesis is valid.
Abnormal Absenteeism
Testing and observation: Abnormal absenteeism recorded as per the leave record of 14 cell members associated with
the production of Z-22 on the machine.
Conclusion: Hypothesis is valid.
Page 73

ISSN 2319 - 4847
4.4 Action To eliminate each Root Cause:

Table 1- Why-Why analysis to get counter-measures
S.N Root Cause
1.
2.
Why
Why
Why
Necessary to
Higher number of achieve
Design
turning operations process
involved
requirement requirement
Abnormal
absenteeism
Un-planned
leave
No
prior Lack
of
information responsivenes
Kaizen Idea for Root Cause 1:

Clubbing of turning and grooving operations.
Kaizen Idea for Root Cause 2:
Operators to be counseled & sensitized for availing planned
Before
After
Figure 3. Operation Time per Component before and after Project Completion 5. Result and discussion
From Fig. 3, Cycle time per gear component earlier = 9.9 min
Cycle time per gear component after lean manufacturing implementation= 7 min. Total time saved = 9.9-7.0= 2.9 min
Thus, due to decrease in the cycle time per gear component, the productivity of the gear was increased on the twin
chucker machine by 20 %. The increase in number of components manufactured per month is shown in Fig.4. The
average number of gear components manufactured per month on the twin chucker turning machine is now 605 approx.
Figure 4. Gear components manufactured from July to December 2011

Machine rate per hour = Rs 400 (given by accounts department of the organization) 2.9 min saved = 400/60 x 2.9 = Rs
19 approx.
Since 6 months the cycle time per component has been reduced which leads to a total saving of Rs. 19 per tractor for
the organization.
Saving per tractor in rupees = Rs. 19
Page 74

Total saving per year
ISSN 2319 - 4847
= Rs. 19x7200 (Here, 7200 are the tractors manufactured per year)
= Rs. 1, 36,800.00
Thus, implementation of lean manufacturing in spur gear production resulted in:
Increase in the productivity of gear component by 20 %.

Cycle time reduction of spur gear component.
Negligible work-in-process inventory.
Cost saving per tractor for the organization.
Defect free production.
Assembly line coupling runs normally due to delivery of spur gear components on time.
Reduction of all kind of wastes.
Probably the most satisfying result is that Lean Manufacturing had created a culture of continuous improvement. The
organization is proud to take action on other types of gears which are being manufactured in the LMS area by
implementing same lean manufacturing technique.
References
[1] Ahmad Nasser Mohd. Rose, Baba Md. Deros and Mohd. Nizam Abdul Rahman. A Review on Lean
Manufacturing Practices in small and medium enterprises, Seminar 3 - AMReG 09, 29 July 2009,
Kajang,Selangor, Malaysia.
[2] Karim, S. (2009), The Impact of Just-in-Time Production Practices on Organizational Performance in the
Garments and Textiles Industries in Bangladesh, Doctoral Thesis, Dhaka University.
[3] Russell, RS. and Taylor, B.W. (1999). Operations Management, 2nd edn, Uppre Saddle River, NJ: Prentice Hall.
[4] Mekong Capitals Introduction to Lean Manufacturing, 4 June, 2004, Vietnam.
[5] Shah, R., Ward, P.T., 2003, Lean manufacturing: context, practice bundles, and performance, Journal of
Operations Management 21(2), 129149.
[6] Li, S., Subba Rao, S., Ragu-Nathan, T.S., Ragu-Nathan, B., 2005, Development and validation of a measurement
instrument for studying supply chain management practices, Journal of Operations Management 23(6), 618641.
[7] J.P. Womack, D.T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation, Simon and
Schuster, New York, 1996.
[8] Sachpreet Singh Aulakh and Janpreet Singh Gill, Lean Manufacturing- a Practitioners Pespective, Department
of Mechanical Engineering, RIMT-Institute of Engineering & Technology, Mandi Gobindgarh, India.
[9] Tan Lin Shen and Joan Tofoya, The Secret of Manufacturing Excellence: Lean Maintenance, ISSM 2010 MS-O094, Malaysia.
[10] James A. Jordan, Jr. and Frederick J. Michel, 1999, Valuing Lean Manufacturing Initiatives, Computer
Technology Solutions conference, September 14-16, 1999, Detroit, Michigan.
[11] Mary S. Spann, Mel Adams, Maruf Rahman, Hank Czarnecki and Bernard J. Schroer, Transferring Lean
Manufacturing to Small Manufacturers: The Role of NIST-MEP, University of Alabama in Huntsville, Huntsville,
Alabama 35899.
[12] Lean Manufacturing and the Environment: Research on Advanced Manufacturing Systems and the Environment
and Recommendations for Leveraging Better Environmental Performance, Ross & Associates Environmental
Consulting, Ltd. USA.
Page 75

Lean Manufacturing Method Spur Gear

Transféré par

Informations du document

Titre original

Copyright

Formats disponibles

Partager ce document

Partager ou intégrer le document

Options de partage

Avez-vous trouvé ce document utile ?

Ce contenu est-il inapproprié ?

Droits d'auteur :

Formats disponibles

Lean Manufacturing Method Spur Gear

Transféré par

Droits d'auteur :

Formats disponibles

International Journal of Application or Innovation in Engineering & Management (IJAIEM)

Web Site: www.ijaiem.org Email: editor@ijaiem.org

ISSN 2319 - 4847