R.Sundara, A.N.Balajib,*, R.M.

SatheeshKumar c

Review on Lean Manufacturing Implementation Techniques

3.4 Takt time
Takt time refers to the frequency of a part or component must be produced to meet customers demand. Takt time depends
on monthly production demand, if the demand increases the Takt time decreases, if the demand decreases the Takt time
increases which mean the output interval increases or decreases. Rahani et al.[12]Suggested that the importance of
measuring
Takt time due to the costs and inefficiency factors in producing ahead of demand, which includes Storage and retrieval of
finished goods, Premature purchasing of raw materials, Premature spending on wages, the cost of missed opportunities to
produce other goods, Capital costs for excess capacity.
3.5 Bottleneck process
Bottleneck process/constrain in the line is identified by determining the maximum cycle time in the line. The line/ plant
capacity is decided by this bottleneck cycle time. Line Capacity is the product of Bottleneck Cycle time(C/T) and Total
Available time, If Bottleneck C/T <Takt time, then Customer demand met, If Bottleneck C/T >Takt time, and then Customer
demand is not met. With the past projected production delivery or from the expected future demand, the takt time is
identified for the manufacturing system. With the known Takt time the bottleneck process are identified from the Value
stream mapping (VSM), the gap between the capacity and demand is calculated and based on this gap the lean
implementation plan is executed [12].
3.6 Group Technology
Shunk et al. [13] suggested that the successful implementation of flexible manufacturing system need grouping of
parts using similarity among the design and manufacturing attribute which make the production plan and manufacturing
process flexible. Based on the grouping of parts through similar process, dissimilar machines are grouped together to form a
cell concept as suggest by lean concept. Cell formation is purely based on the nature of the process which varies from
organization to organization.

process, and provides one with a basis for analyzing

the system and identifying its weaknesses. The third
step in VSM is to create the future state map, which

is a picture of how the system should look after the

inefficiencies in it have been removed. Creating a
future state map is done by answering a set of
questions on issues related to efficiency, and on
technical implementation related to the use of lean
tools. This map then becomes the basis for making
the

necessary changes to the

system.

(Fawaz

A. Abdulmaleka, Jayant

Rajgopalb,, 2007_)

3.4 5S Implementation

3.4. Gemba and Current State Map

Part of practicing Lean is to walk and head out to the floor, to be able to assess how well SMC is
doing. It is part of the
Check in the Plan-Do-Check-Action continuous improvement cycle. Walking the gemba allows the
team to see issues,
clearing them, finding their causes, and next step is to work into solving them.
To create a current state map, the team collected the data and information by walking the flow and
interviewing the
operator who perform the individual task. The advantage in walking the flow is useful way to create
the map rather than
summing up the information gathered in office meetings and discussion. Secondly, the team had
the chance to view the
entire process themselves and look out for waste. During interviews the operators, assemblers or
technicians can provide
answer questions and further clarify any misconceptions or prejudiced views on how tasks are
performed. The drawing of
the VSM mapping is based on the simplified application by Sean M. Gahagan (2012) which
accumulated all details in a
simpler manner. The key elements available in the Value Stream that are documented on the map
establish the sequence of

the following details [6]:

i. The Customer (and the customers requirements i.e delivery frequency)
ii. Main Process Steps (in order, including undocumented work)
iii. Process Metrics (Process Time, Wait Time, First Time Quality)
iv. Supplier with Material Flows (using a value stream walk-through)
v. Information & Physical Flows (how each process prioritizes work)
vi. Overall Performance of the value stream (e.g. Total Lead Time)