Mayank. et.

al / REST Journal on Emerging trends in Modelling and Manufacturing 3(1) 2017, 12-16

REST Journal on Emerging trends in Modelling and Manufacturing

Vol:3(1),2017
REST Publisher
ISSN: 2455-4537

Website: www.restpublisher.com/journals/jemm
A Review of Lean Tools & Techniques for Cycle Time Reduction
Mayank Pandya1, Vivek Patel2, Nilesh Pandya3
1,2
G H Patel College of Engineering & Technology, V.V.Nagar-388120, Gujrat,India
3
Foundry manager at Priti Marine PVT. LTD., Sihor, Dist. Bhavnagar, Gujarat, India
mrpandya1993@gmail.com, vivekpatel@gcet.ac.in, pandyanilesh0@gmail.com
Abstract
In today’s enormous competitive world, in order to survive in the market, any company has to satisfy their customers by
providing right quantity with right quality and right price within stipulated time. All small scale industries facing problems
in fulfilling customers demand within stipulated time period. In this paper the prime focus is various lean tools & techniques
with their principles of application. There are many ideas and tools to explore in lean, so the one way is to do survey of some
most important lean tools and its principles. This paper contains review of various lean tools and techniques such as 5S,
Heijunka, SMED, Kaizen, PDCA, Takt time, TPM, and also about which tool can give better results for cycle time reduction
also described with the help of literature review.
Key words: lean tools & techniques, 5S, Heijunka, SMED, Kaizen, PDCA, Takt Time, TPM

I. Introduction
In Today’s Competitive era of globalization, in order to strive in this competitive market situation, companies now must look
forward to please their customers in every possible manners and must complete customer’s ordered requirements within the
stipulated time period which is given by customers. Improving customer service, making processes faster, more operations
and reduction in costs are challenges faced by many manufacturers today. To meet these challenges many companies now
searching to improve their skill to compete globally (Rajesh Gautam, et al, 2012). Today many industries are adopting various
new tools and techniques to produce goods to compete and survive in the market. The most unfavorable issue faced by
manufacturers today is how to deliver their products or materials speedily at low cost and good quality. One encouraging
method for addressing this issues is the application of lean management principles and techniques (Mihir R. Prajapati, et al,
2015). Cycle time reduction is now a day one of the most vital elements of successful manufacturing today because more and
more customers are demanding that manufacturers quickly respond to their wants and needs and deliver perfect quality
products on time. This trend, which will continue, has led companies to focus more attention on their order-to-delivery cycle
time (Mushtaq Patel, et al, 2014). The Toyota Production System (TPS) was developed in Japan by Taichi Ohno and Shijio
Shingo and forms the basis of lean manufacturing. Toyota could not afford the capital intensive mass production systems
used in the USA so instead focused upon minimizing waste in all aspects of its operations. Toyota used many lean techniques
and tools to reduce waste including Kaizen, cellular manufacturing, synchronous manufacturing, Poka-Yoke, standardized
working and work place organization(Herron C,et al, 2007). There are many different techniques of waste reduction and
thereby cycle time reduction like 5S methodology, Production leveling by Heijunka, SMED, PDCA cycle, Takt time, Total
Productive Maintenance (TPM), Kaizen etc.The 5S is one very important lean tool improves environmental performance and
thus relate primarily in reduction of wastes in manufacturing. It promotes neatness in storage of raw material and finished
products (Vipul Kumar Patel, et al, 2014). Production Leveling aims to achieve a much more stable schedule for mixed model
production, by combining two well-known concepts of Lean Manufacturing: Kanban System and Heijunka. The latter means
a smother pattern for daily production sequencing at assembling lines (Luciano Fonseca Araujo, et al, 2014).SMED is one of
the Lean production method for reducing waste in manufacturing process. It provides rapid and efficient way of converting
a manufacturing process from running the next product (Mihir R. Prajapati, et al, 2015).The plan-do-check-act (PDCA) cycle
underpins many lean principles and offers a paradigm for continuous improvement of design, construction, and operations
processes (Kristen Parrish, et al, 2013).
II. Lean Manufacturing Concept
Lean manufacturing is all about systematic identification and thereby elimination of all types of wastes (MUDA) within a
manufacturing system and it also takes into account waste created through overburden (MURI) and waste created through
unevenness in workloads (MURA). Lean manufacturing is a continuously developing philosophy around the world because
its application is altered for each and every company. Lean has had a number of names over the years, developed primarily
from the Toyota Production System (TPS) it has been called World Class Manufacturing (WCM), Continuous Flow
Manufacturing, and Stock-less production system to name a few (Mr. R. Vinayagasundaram, et al, 2015). Basically, Lean
is the set of many “tools” that helps in the identification and there by elimination of all types of wastes and as this happens,

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ultimately quality improves and production cycle time and costs are reduced. Here are seven types of wastes (MUDA) that
can arise in any industries are as below:
1. Transport: Transportation means just to move any material from one place to another place. The imperfect layout of
industry always results in unnecessary transportation of any product which adds almost no value to the product. The
excessive movement of the products increases material handling to the extreme level and which cause damage and
deteriorate the quality of the product. The transportation can be minimized through preparing easy planning product
flows which can make this easier to envision.
2. Inventory: Unnecessary inventory is entitled storing excess products with no orders in the warehouse and having
additional WIP. This will block and tie up the flow of products.
3. Producing Defective Items: Higher production always causes high chance of producing defective items due to
accidental human errors. Quality defects resulting in rework or scrap are terrific cost to organizations. Associated
costs include isolating inventory, re-inspecting, rescheduling, and capacity cost. This can be reduce through proper
employee involvement and Continuous Improvement in process which results in huge opportunity to amended
defects at many facilities.
4. Waiting Time: Waiting time or we can say idle time means when any delay occurs in getting order, getting item,
getting tools & instruments or any individual delay due to human personal intervene (go to bathroom, washroom
etc.). It can simply understand when goods are not moving or being processed, the waste of waiting occurs. It
happens due to poor material flow or production runs are too extended and large distances between work centers.
The Idle time can be minimize by networking processes together so that one feeds directly into the following can
dramatically reduce waiting Time.
5. Over-Processing: Sometime it happens that product fall in extreme dimension during inspection of any product
which can be transformed within the tolerance by rework by any process. This is done due to fine tolerance of the
manufactured goods. Many organizations use costly high precision equipment where simpler tools would be enough.
The redundant process causes due to poor layout of plant. This can be minimize by linking steps will greatly reduce
the waste of over-Processing.
6. Over-Production: The Overproduction means manufacture an item more than its actually wanted. This can be realize
by producing too much items on any stage of production which rises lead times, results in high storage costs, and
makes it tough to spot defects. The unnecessary production eats extra time of production, produces defective items
in that time, exploits man power, machine etc. which fallouts in delay in bringing urgent items. The concept is to
plan and produce only what can be instantly sold / shipped and improve machine changeover /set-up capability.
7. Defects: Defects will add extra rework.

III. Different Lean Tools & Techniques

Here are various Lean Tools and techniques with its brief application described in following table.
Sl. No Lean Tools & Techniques
1 5S Methodology
2 Heijunka (Production Leveling)
3 SMED (Single Minute Exchange of Dies)
4 Kaizen
5 PDCA
6 Takt Time Analysis
7 TPM
Application
Eliminates Waste that occurs because of poorly designed work
area.
Reduces lead times & Inventory
Reduces Set up time to less than 10 minutes.
Continuously improves the working environment by eliminating
production losses
Making improvements in whole cycle
Provides a simple as well as consistent and intuitive method of
pacing production and efficiency goal.
Increase Productivity and Overall Equipment Effectiveness of
Machineries

5S Methodology:
Many manufacturing facilities now a days have opted to follow the path in the direction of a “5S” workplace organizational
and housekeeping methodology as part of continuous improvement or lean manufacturing processes. 5S is a system to reduce
waste and improve productivity through maintaining a neat workplace and using visual signs to achieve more consistent
operational results. The term 5S refers to five steps – sort, set in order, shine, standardize, and sustain – that are also sometimes
known as the 5 pillars of a visual workstation. 5S programs are regularly implemented by small teams working together to
get materials closer to operations, right at workers’ fingertips and structured and labeled to facilitate operations with the
smallest amount of wasted time and materials. The 5S system is a good starting point for all improvement efforts aiming to
drive out waste from the manufacturing process, and ultimately improve a company’s bottom line by improving products and
services, and lowering costs. Many companies are seeking to make operations more efficient, and the concept is especially
attractive to older manufacturing facilities looking to improve the bottom line by reducing their costs.
Heijunka ( Production Leveling):
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Heijunka can be well-defined as “The dispersal of production volume and blend evenly over time”. Heijunka is principle that
is used for distributing production volume evenly over entire time period. It converts uneven Customer Pull into flat and
predictable manufacturing process and it is generally used in combination with other key lean tools & techniques to stabilize
value flow.
SMED:
Single Minute Exchange of Die (SMED) is one of the various lean thinking methods for reducing wastes in a manufacturing
method. It provides a quick and efficient way of converting a manufacturing process from running the current product to
running the following product. This rapid conversion is key to reducing production lot sizes and thereby improving flow. The
catchphrase "single minute" does not mean that all conversions and startups have to take only one minute, but that they would
take less than 10 minutes (in other words, "single digit minute") (Yash Dave, et al, 2012). SMED is the term used to represent
the Single Minute Exchange of Die or setup time that can be calculated in a single digit of minutes. SMED is frequently used
interchangeably with “quick changeover”. SMED and quick changeover are the rehearsal of reducing the time it takes to
change a line or device from running one product to the next. The need for SMED and quick changeover programs is more
widespread now than ever due to amplified demand for product variability, reduced product life cycles and the need to
ominously reduce inventories (Yash Dave, et al, 2012).
Kaizen
Kaizen is a Japanese word for the thinking that defines management’s role in constantly inspiring and applying small
improvements involving every person. It is the process of continuous progresses with little increments that make the process
more efficient, effective, under control and easygoing. Improvements are usually accomplished at little or no costs, without
sophisticated techniques or expensive equipment. It focuses on the simplification by breaking down composite processes into
their sub-processes and then refining them.
PDCA
PDCA is a continuous endlessly improvement cycle and it is totally different way of thinking process. The concept of PDCA
was originated by Walter A. Shewhart and then W.E.Deming modified PDCA cycle in Plan-Do-Study-Act Cycle. The PDCA
cycle can be an effective and quick method for applying continuous progress. Each step: Plan, Do, Check, and Act are critical
for reliable application of successful process improvements. Now a day different industries using the cycle uniquely, but
companies that use it well develop tools around PDCA to use it effectively.
Takt Time Analysis
Takt Time is the pace of production (e.g. manufacturing one piece every 34 seconds) that aligns production with customer
demand. In other words, it is how fast you need to manufacture product in order to fill your customer orders. Takt Time is
calculated as:
Takt Time = Planned Production Time / Customer Demand
So Takt Time is how often a piece must be produced to meet customer demand. It is often used to pace a production line, and
it is a calculated number. Takt Time is a vital concept in lean manufacturing. It is the heartbeat of a lean business – matching
actual production to customer request. It is not a goal to be surpassed, but rather a goal for which to aim:
o Producing faster than Takt Time results in overproduction – the most essential form of waste.
o Producing slower than Takt Time results in logjams – and customer orders that may not be filled on time.
Total Productive Maintenance (TPM)
Total Productive Maintenance (TPM) is a maintenance program which involves a newly defined concept for upholding plants
and equipment. TPM is an innovative Japanese concept invented in 1951 when preventive maintenance was introduced in
Japan. The goal of the TPM program is to noticeably increase production while, at the same time, increasing employee
morale and job gratification. It can be considered as the medical science of equipment. TPM brings maintenance into focus
as an essential and vitally important part of the business. It is no longer stared as a non-profit activity. Down time for
maintenance is arranged as a part of the manufacturing day and, in some cases, as primary part of the manufacturing process.
The goal is to hold crisis and impulsive maintenance to a minimum.

IV. Reviews of Different Researchers about Various Lean Tools & Techniques

Title Journal Author/ Year Tools &Techniques Summary of conclusion

Cycle Time Reduction IJAIE Mihir R. Review of Cellular Mentioned Lean Tools briefly
Using Lean Principles Prajapti, Vivek manufacturing,5S, described
and Techniques: A A. Deshpande Kaizen,VSM,SMED,
Review 2015 Takt Time analysis
Review on Lean Tools & IJAIE Mihir K. Shah Timestudy, 5S- All mentioned tools briefly
Techniques, Continuous 2015 Kaizen, described. After literature review it
Improvement in Industry SMED,TPM,Plant is analyzed that TPM and SMED are
Layout most widely used.

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Reduction in Cycle Time IJEDR Mushtaq Patel Eight Approaches to Balancing The Process to reduce the
Reduction in Mechanical 2014 Reduce Process Cycle Time Described Using Eight
Production Industries Cycle Time Core Approaches.
Using Eight Core
Approaches.
A Study of Lean IJMER Y.Sujatha 5S, TPM, Kaizen, Adopted mentioned Lean Tools in
Manufacturing R 2013 TPS, PDCA, JIT, Silk Production Industry and
Tools&Techniques VSM Questionnaire Survey analysis has
Implemented in the done.
Andhra Pradesh Silk
Production Industry
Review on Cycle Time JETIR Hiten Patel All Lean Tools Review on how Manufacturing
Reduction In 2014 Review Parameters Influence Mfg Cycle
Manufacturing Industry Time and Throughput Time.
Kaizen: A Case Study in IJSRET Promod Kaizen Excessive Cycle Time and Poor
Small Scale Industry Kumar Quality was there in Irrax Tube
2013 Cutting & Slitting Operations,
Kaizen is applied and new Jig
Provided.
Lean Manufacturing IIJERS Anilkumar Kaizen, Six Sigma, Rejection Rate of Drilling Process
Implementation of T 2015 JIT, TQM Reduced from 27% to 7% by
concept to Reduce applying Kaizen Systematically.
Defects in Small Scale
Industry: A Case Study
Lean Manufacturing IJSER Anilkumar Kaizen, Why-Why Kaizen Activity brings Quality
Methodology with 2015 Analysis, Root Cause Improvement, Why Why Analysis
Kaizen Improves Quality Analysis, TQM applied to get Root Cause of the
in Small Scale Industry problem.
in India
Implementation of Lean IJMER Mr. R. Lean Manufacturing Data Gathered by Survey
Manufacturing Practices Vinayasundara Questionnaire and tested by forming
and its Impact on m Hypothesis and reported benefits of
Production in 2015 implementing Lean Manufacturing
Coimbatore Foundries in 60 Foundries of Coimbatore.
Productivity IJMPE N.B.Venugopa TPM, Kaizen Study the Role of OEE in SSI, TPM
Improvement in Small l is applied in SSI and that improves
Scale Industry 2015 its OEE from 50% to 72.8%, Kaizen
activity was main part of case study.

V. Conclusion
In this immense competitive world, Industries are facing many problems regarding waste elimination, cost reduction and
cycle time reduction. In order to survive and strive in this continuously changing business environment, industries are looking
for newer and better methodologies and that’s where concept of “Lean Thinking” strikes. There are many researchers who
have studied in this area and have found the positive effect of the concept on the organizational performance. The adoption
of the tools and techniques also makes manufacturing to be very cost-effective, as a result of fast production of goods and
products; also the substantial reduction in cycle times and manufacturing lead times as well as production costs enable
organizations to immediately sell their products, tired out their competitors and also increase the rate of income, thereby
maximizing profit. Based on this much literature review, Kaizen looks more promising methodology to apply in order to
gain substantial saving of cycle time. Kaizen is a proven methodology to gain success and there is no doubt about that.
However, Kaizen methodology will not achieve the desired results if not properly applied; this is because Kaizen is not just
the application of its bunch of tools & techniques but rather a completely different approach to manufacturing.

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