Tuesday, March 25, 2014

Assembly of Rim and Tyre of Tractors - Problem of Batch Manufacturing

Problems in the Current System at Mahindra and Mahindra Plant, Nagpur

1. More handling during shifting is involved in existing process.
2. Haphazard inwarding of tyres & rims without considering arrival of vehicles, available space & requirement for assembly.
3. Distance travelled by the worker & vehicle is more from storage to assembly & from assembly to production line.
4. Inventory of Tyres & Rims is the major concerns as it is “A” class material.
5. Limited space availability for storage & mixing of tyres & rims.
6. Vehicle turnaround time is very high up to 18 hours from inwarding in plant to outward.
7. Waiting time of direct vehicles is extended up to 8 days due to nonavailability of space for unloading.
8. Paying high vehicle detentation charges due to vehicle detentation
9. Non availability of space for unloading of Tyres & Rims which are urgent for production due to limited space for unloading.
10. Damages of Tyres & Tubes due to wrong storage & internal handling.
11. Damage of Tyres & Rims during assembly.
12. Production loss due to wrong tyre- rim assembly fitment.
13. Location specific Tyre fitment controlling is also major concern.
14. Obselence of Tyres due to end of shelf life.
15. Lack of SOPs


Total shift 3
Total hour per shift 8
Lunch and tea break per shift 40 min
Maintenance time per shift 10 min

A. Throughput time
1. Process time=214 sec
2. Inspection time=22 min, 5 sec
3. Move time=19 min, 16 sec
4. Queue time=40days, 8 hrs, 3 min,48 sec
Throughput time= (process time +inspection time+ move time +queue time)
= 40 days, 8 hrs, 3 min, 48 sec

B.Overall Equipment Efficiency

Planned production time = (1440-120)
 = 1320

Operating production time = (1320-30)
 = 1290

Availability = (Operating time/ planned Production time)

Performance = (Ideal Cycle Time * Pieces  Produced) / Operating Time
 = (2.5*500)/1290

Performance = (Ideal Cycle Time * Pieces
 Produced) / Operating Time
 = (2.5*500)/1290
 = 0.9689

Quality = (Good Pieces / Pieces
 = 0.95

0EE = (Availability* Performance
 = 0.899

C.Takt time
Takt time = (operating time/customer
= 1290/500
= 2.58min/piece

D.From Current state VSM

Value Added Time =84 Min.
Production Lead Time =40 day,54 hrs,20 min.

Critical: Against as value added time of 84 minutes, the lead time is 40 days, 54 hrs, 20 min

The system can be redesigned using the lean tools such as layout modification, visual factory, multiskilled labour, kaizen, kanban and 5S as appropriate.

Source for the Observations

International Conference on Emerging Frontiers in Technology for Rural Area (EFITRA) 2012
Proceedings published in International Journal of Computer Applications® (IJCA)
Value Stream Mapping Tool for Waste Identification in
Tyre-Rim Assembly of Tractor Manufacturing

Monday, March 24, 2014

BECOMING LEAN ENTERPRISE: THEORY AND CASE STUDIES - Training Program by Narayana Rao at NITIE, Mumbai, India


About the Programme

In lean enterprises new product and process innovations are accompanied by product and process efficiency innovations. Lean enterprises are committed to the economic principle that states market decides price of a new product or existing product. Profit is earned by cost reductions due to efficiency improvement. Lean enterprise model was demonstrated to the world by Toyota which excelled in both technology innovation and technology efficiency engineering. The excellence was visible in all functional areas. Toyota system was explained to others by Taiichi Ohno, a production manager and Shigeo Shingo, an industrial engineer. It was explained to the western audience by MIT research team. Today many companies of the world have embraced lean enterprise principles.  It is confrontational global competition now and firms who do not make efforts to implement world class management practices will find it difficult to sustain their market shares. The programme provides an understanding of the theory of lean enterprise supported by various case studies from the literature.

Objectives of the Programme:

The participants will:

appreciate the importance of lean enterprise concept
get conversant with principles of lean enterprise
become aware of implementation in various companies through case studies.


  • Toyota lean enterprise system (Descriptions by Taiichi Ohno, Yasuhuri Monden, and Jim Womack and Dan Jones
  • Lean system design - Principles and Action Plan Proposed by Shigeo Shingo (Celebrated Japanese Industrial Engineer) and  Jim Womack and Dan Jones (Lean Thinking Specialists) 
  • Toyota style industrial engineering (Taiichi Ohno and Shigeo Shingo)
  • Total productivity management (Japan Management Association)
  • Lean manufacturing
  • Lean product design
  • Lean supply chain design
  • Lean marketing and retailing
  • Total industrial engineering ( Prof. Yamashina - World Class Manufacturing Consultant)

For Whom Meant

Operating executives in manufacturing, product design, supply chain, marketing and industrial engineering departments/functions.

Venue: NITIE
Duration: 5 days
Starts on 19.May 2014
Ends on  23 May 2014
Faculty: Dr. K.V.S.S. Narayana Rao, Professor, NITIE
Programme Brochure:  https://docs.google.com/file/d/0B_wsqO0CACaiVHRrdFlIOW5oWWc/edit

The Programme is listed at number 40 in the NITIE MDP  Brochure:  http://www.nitie.edu/MDP%20Calendar%20Final_2014-15.pdf

The Programme can be Customized for the Company

The programme can be offered as a company based programme or unit based programme in the premises of a company with 25 persons as participants in the batch. If you are interested, please send an email to kvssnrao55  at the rate  gmail.com.

In the case of company programmes, every day plant visits will be part of the programme to identify areas of improvement, which participants can take up subsequent to the programme.

About the Faculty

Prof K.V.S.S. Narayana Rao is a graduate in mechanical engineering, post graduate in industrial engineering and doctorate in capital markets, with professional experience in manufacturing industry and stock broking industry. His academic involvement includes areas: basics of industrial engineering, strategic aspects of industrial engineering, lean management and thinking, logistics management, inventory control, cost management, management accounting, engineering economics, production planning and control, operations research, financial accounting, cost accounting, security analysis and portfolio management, financial management and mergers acquisitions.  He has addressed recently Tata Steel executives on the topic Lean Management for Productivity Enhancement.

Prof Rao brings a multidisciplinary approach in his training programmes combining engineering, management, economics, accounting and finance. He is also involved in teaching research methodology and review of research in management at the PhD level.

The details of fee etc. for unit based programmes are also given in the NITIE MDP Brochure:

Saturday, March 8, 2014

Lean Product Development Resource Center - Information

Over 100 Knowledge Briefs - short articles that drill into one aspect of lean product development, written in the form of Knowledge Capture A3 Reports. These articles make the best available knowledge about lean product development accessible, actionable and easy to read.


Productivity Inc. - Consultant

Productivity Inc.
375 Bridgeport Ave, 3rd Floor, Shelton, CT 06484 | T: (203) 225-0451 | F: (203) 225-0771


Removing obstacles from the value stream so that value flows to customers.

In a lean enterprise, people work together to solve problems, perfect processes, and search continually for the best ways to deliver value to customers.

"Lean" is a way of managing your organization to deliver maximum value to customers with minimal resources and zero waste. Companies that put "lean thinking" into action become highly competitive, resilient, and adaptive.

Becoming lean means understanding your company as a complete system rather than a series of departmental silos. Lean companies continually improve cost, quality, delivery, and capabilities by:

Simplifying processes across the entire enterprise and supply chain.
Shortening lead times.
Aligning production and service delivery to match customer demand and cash flow.
Learning continuously and dynamically, with a culture rooted in daily problem-solving and mutual respect.

Productivity knows lean. We brought lean principles to the West, and we understand its technical and human sides. For more than 30 years we have advanced the capabilities of organizations and individuals through consulting, training, certification, research, and more.

We are proven experts who can help your organization become and stay lean.


Friday, March 7, 2014

University of Kentucky - True Lean Pathways Articles and Blog Posts

February 2014

14 Steps

1. Establish One Voice and One System from Top Management
2. Establish a Company Leadership Room as Management’s Ground Zero
3. Develop a Vision Strategy and Master Plan for Transformation and to Include Model Area Strategy as a Key Piece
4. Align Competencies, Evaluation, and Succession Criteria with True Lean

Productivity Press - Lean Book News


Why Don't All Manufacturing Companies Design Products that are Easy to Manufacture?
David M. Anderson recently published a book titled Design for Manufacturability: How to Use Concurrent Engineering to Rapidly Develop Low-Cost, High-Quality Products for Lean Production,

Knowledge for Becoming a Lean Enterprise

Top misconceptions of the Lean movement, according to founder Jim Womack

MIT 16.660 / 16.853 / ESD.62J Introduction to Lean Six Sigma Methods

Lean Leadership – Fundamental Principles and their Application
U. Dombrowski, T. Mielke
Procedia CIRP
Volume 7, 2013, Pages 569–574
Forty Sixth CIRP Conference on Manufacturing Systems 2013

Hoshin Kanri - Policy Deployment or Implementation - Customer Focus, Aligned goals on levels.
Importance of Gemba - Shop Floor or Work Place - Shop floor based management - Decisions based on first hand knowledge
Qualification - Long Term Development of Employees - Continuous learning
Improvement Culture - Striving to perfection, Accepting  failure as a possibility to improve
Self Development of the Leader - Lean leaders are role models - New leadership skills are necessary and they have to acquire them

9 Ways Leaders' Actions Can Sustain Lean Progress

There is a possibility that the momentum gained during the implementation phase of lean manufacturing become slack subsequently. If managers adhere to the twin objectives of effectiveness and efficiency every day this does not happen. But, we have a long period in the history of modern management (1895-2013), wherein productivity and efficiency improvement has not gone in parallel with product and service innovation to increase customer satisfaction. The Toyota managers brought out the importance of efficiency, a fact first advocated by F.W. Taylor in a dramatic fashion and now the productivity movement has taken the name lean thinking or lean management. Joe Panebianco and Mike Noonan, consultants of TBM Consulting Group suggest the following nine steps by leaders to keep the organization do continuous improvement.

1. Communicate the vision: This needs to be done managers periodically. They have to communicate long term and medium term and short term goals to their team. Productivity, efficiency and cost reduction goals also have to be part of the company plans.
2. Always update standard work: Toyota management lays great stress on standard work process which is the theme of industrial engineering basically. Every process must have a standard procedure. Managers have to make sure that standard procedures are visually available. Of course, continuous improvement demands that the processes are improved every month.
3.Go on Gemba walks: Gemba refers to the work place. Managers have to go on work place improvement walks to find opportunities for improvement. Standard Maintenance walks are different from improvement walks.
4. Build a Continuous Improvement Culture:
5. Foster a respectful, team driven organization - Team working to complete the flow operation is essential.  Respect for the people is essentially emphasized in the Toyota system. Toyota system says the same thing as Gilbreth said. The operator must first use the standard procedure and them come up with suggestions to improve it. But once Toyota's practice is a great example.
6. Continue to motivate employees.
7. Maintain regular training: Keep updating knowledge about both product innnovation and process innovation in the organization.
8. Reinforce Performance and Progress with Metrics and Visual Management Tools.
9. Post Continuous Improvement Score Cards
TBMCG Management Briefing March 2013

Leaning Lean: Don't Implement Lean, Become Lean
Michael Balle and Peter Handlinger
Reflections, Vol 12, Number 1, Pp.17-31.

Toyota, the inventor of lean, never sought to implement lean per se, it strives to become leaner every day. Actually in terms of Taiichi Ohno it becomes more productive every day, or reduces waste every day or reduces the cost of creating value for the customer every day.

Four lessons for the leaders given by the authors
1. Lean is a system of related learning activities
2. Performance is driven by people, not systems.
3. Learning must occur on the Job everyday for everybody
4. The organization's design must support on-the-job learning

Toyota has reinvented job by changing:

JOB  =  WORK   to

Kaizen Institute (India) Pvt Ltd - Consultant

KAIZEN Institute, a global management consulting firm, founded by international Japanese Guru,
Masaaki Imai, in 1986, is today recognized as an international leader in helping companies implement
Kaizen tools and strategies. Since their 23 years of existence, Kaizen has truly transformed into a global
boutique consulting firm. Being the pioneers of lean continual improvement, KAIZEN Institute is dedicated
to transform clients into world class companies to enable them to sustain continual improvement in all
technical, cultural, and leadership aspects of their enterprise. Kaizen Institute has over 30 offices
throughout the world, with over 200 consultants, headquartered at Switzerland.

The KAIZEN Institute India occupies a key position in the growth strategy of K.I. Global.

KAIZEN services within the Asia Pacific  region started with the opening of their first office in Japan in 1985.

Since 2000 in order to serve the clients across the Indian subcontinent better the KAIZEN Institute was formed with its offices at Delhi, Pune, and Ahmedabad. Kaizen Institute, Ahmedabad, has successfully implemented Kaizen tools and strategies and has helped clients like Zydus Cadila, Reliance Industries, to name a few.

Wednesday, March 5, 2014

Productivity Consultant - Germany - IMT



IMT was founded by Attila Oess.
First group dynamics training in Düsseldorf, Hilton Hotel, with trainers A.Oess and A.Sauter


SOSCOT – Social Skill and Competence Training – a 3 days group dynamics leadership training was introduced that keeps on running ever since.


Now they are into lean systems.

Lean Manufacturing: Implementation Strategies that Work : a Roadmap to Quick and Lasting Success - John W. Davis - Book Information

Lean Manufacturing: Implementation Strategies that Work : a Roadmap to Quick and Lasting Success
John W. Davis
Industrial Press Inc., 2009 - 178 pages

The goal of the book is to to help American manufacturing more effectively go about the task of making Lean a viable process.

The first section addresses the typical difficulties that manufacturing operations in the United States have with the implementation of Lean Manufacturing - pointing to three basic issues which if addressed and resolved, would serve to move the process forward in a much more rapid and effective manner.

The second section focuses on how to fully resolve the issues noted and details four levels of Lean Implementation and how they can be measured, in terms of progress.

The third section deals with the more advanced aspects of Lean Manufacturing, including such things as how to engage administrative and supporting functions in the process (Accounting, Materials, Sales and Marketing, etc.).

It is sure to be found useful by high level manufacturing executives and leadership at a factory level, as well as students in a Manufacturing and Industrial Engineering curriculum.

Provides readers with a clear path to inserting Lean in a manufacturing operation and a step by step approach to getting there.

Includes numerous charts, graphs and window diagrams associated with the "how to" - along with specific training, schedules.

Offers some unique insight into where Toyota placed a very important focus versus what is typically understood and/or accepted as the general path of implementation it took.


The author John Davis was with Carrier Air Conditioning Canada.

Design for Manufacturability: How to Use Concurrent Engineering to Rapidly Develop Low-Cost, High-Quality Products for Lean Production - David M. Anderson - Book Information

Design for Manufacturability: How to Use Concurrent Engineering to Rapidly Develop Low-Cost, High-Quality Products for Lean Production
David M. Anderson
CRC Press, 04-Feb-2014 -  486 pages

Design for Manufacturability: How to Use Concurrent Engineering to Rapidly Develop Low-Cost, High-Quality Products for Lean Production shows how to use concurrent engineering teams to design products for all aspects of manufacturing with the lowest cost, the highest quality, and the quickest time to stable production. Extending the concepts of design for manufacturability into to an advanced product development model, the book explains how to simultaneously make major improvements in all these product development goals, while enabling effective implementation of Lean Production and quality programs.

The book proposes numerous improvements to current product development practices, education, and management. It outlines effective procedures to standardize parts and materials, save time and money with off-the-shelf parts, and implement a standardization program. It also spells out how to work with the purchasing department early on to select parts and materials that maximize quality and availability while minimizing part lead-times and ensuring desired functionality.

Describes how to design families of products for Lean Production, build-to-order, and mass customization

Emphasizes the importance of quantifying all product and overhead costs and then provides easy ways to quantify total cost

The book provides  dozens of design guidelines for product design, including assembly, fastening, test, repair, and maintenance

It also shows how to design in quality and reliability with  mistake-proofing (poka-yoke)

Describing how to design parts for optimal manufacturability and compatibility with factory processes, the book provides a big picture perspective that emphasizes designing for the lowest total cost and time to stable production.


Table of Contents

Design for Manufacturability
Manufacturing before DFM
     What DFM Is Not
     Comments from Company DFM Surveys
Myths and Realities of Product Development
Achieving the Lowest Cost
     Toyota on When Cost Is Determined
     Ultra-Low-Cost Product Development
Designing for Low Cost
     Design for Cost Approaches
          Cost-Based Pricing
          Price-Based Costing (Target Costing)
          Cost Targets Should Determine Strategy
     Cost Metrics and Their Effect on Results
     How to Design Very Low Cost Products
     Cost Reduction by Change Order
Cutting Time-to-Market in Half
Roles and Focus
     Human Resources Support for Product Development
     Job Rotation
     Management Role to Support DFM
     Management Focus
     Successful or Counterproductive Metrics for NPD
Resistance to DFM
Arbitrary Decisions
DFM and Design Time
Engineering Change Orders
Do It Right the First Time
Strategy to Do It Right the First Time
Company Benefits of DFM
Personal Benefits of DFM

Concurrent Engineering
     Front-Loading at Toyota
Ensuring Resource Availability
     Prioritizing Product Portfolios
     Prioritizing Product Development Projects
     Prioritization at Leading Companies
          Prioritization at Apple
          Product Development Prioritization at HP
          Prioritization at Toyota
          Product Prioritization for Truck Bodies
     Prioritizing Resources for Custom Orders, Low-Volume Builds, Legacy Products, and Spare Parts
     Develop Acceptance Criteria for Unusual Orders
     Make Customizations and Configurations More Efficient
     The Package Deal
     Rationalize Products
     Maximize Design Efficiency of Existing Resources
     Avoid Product Development Failures
     Avoid Supply Chain Distractions
     Optimize Product Development Project Scheduling
     Ensure Availability of Manufacturing Engineers
     Correct Critical Resource Shortages
     Invest in Product Development Resources
          R&D Investment at Medtronic
          R&D Investment at General Electric and Siemens
          R&D Investment at Apple
          R&D Investment at Samsung
Product Portfolio Planning
Parallel and Future Projects
Designing Products as a Team
     The Problems with Phases, Gates, Reviews, and Periodic Meetings
     Building Many Models and Doing Early Experiments
     Manufacturing Participation
     Role of Procurement
     Team Composition
     Team Continuity
     Part-Time Participation
     Using Outside Expertise
     The Value of Diversity
     Encouraging Honest Feedback
Vendor Partnerships
     The Value of Vendor/Partnerships
     Vendor/Partnerships Will Result in a Lower Net Cost Because
     Vendor Partner Selection
     Working with Vendor Partners
The Team Leader
     The Team Leader at Toyota
     The Team Leader at Motorola
     Team Leaders and Sponsors at Motorola
     Effect of Onshoring on Concurrent Engineering
     The Project Room (The "Great Room" or Obeya)
Team Membership and Roles
     Manufacturing and Service
     Tooling Engineers
     Purchasing and Vendors
     Industrial Designers
     Quality and Test
     Regulatory Compliance
     Factory Workers
     Specialized Talent
     Other Projects
Outsourcing Engineering
     Which Engineering Could Be Outsourced?
Product Definition
     Understanding Customer Needs
     Writing Product Requirements
     Consequences of Poor Product Definition
     Customer Input
     Quality Function Deployment
     How QFD Works

Designing the Product
Design Strategy
     Designing around Standard Parts
          Sheet Metal
          Bar Stock
     Off-the-Shelf Parts
     Proven Processing
     Proven Designs, Parts, and Modules
     Arbitrary Decisions
     Minimizing Tolerance Demands
     System Integration
     Optimizing All Design Strategies
     Design Strategy for Electrical Systems
     Electrical Connections: Best to Worst
     Optimize Use of Flex Layers
     Voltage Standardization
     DFM for Printed Circuit Boards
Importance of Thorough Up-Front Work
     Thorough Up-Front Work at Toyota
     Thorough Up-Front Work at Motorola
     Thorough Up-Front Work at IDEO
     Avoid Compromising Up-Front Work
          Slow Processes for Sales and Contracts
          Rushing NPD for Long-Lead-Time Parts
          Rushing NPD for Early Evaluation Units
     Early Evaluation Units
Optimizing Architecture and System Design
     Generic Product Definition
     Team Composition and Availability
     Product Development Approach
     Lessons Learned
          Categories of Lessons Learned
          Methodologies for Lessons Learned
     Raising and Resolving Issues Early
          Project Issues
          Team Issues
          Mitigating Risk
          New Technologies
          Techniques to Resolve Issues Early
          Contingency Plans
          Achieving Concurrence before Proceeding
     Manual Tasks
     Skill and Judgment
     Technical or Functional Challenges
     Manufacturable Science
     Concept/Architecture Design Optimization
     Optimizing the Use of CAD in the Concept/Architecture Phase
     Concept Simplification
     Manufacturing and Supply Chain Strategies
Part Design Strategies
Design for Everything (DFX)
     Quality and Reliability
     Ease of Assembly
     Ability to Test
     Ease of Service and Repair
     Supply Chain Management
     Shipping and Distribution
     Human Factors
     Appearance and Style
     Customers’ Needs
     Breadth of Product Line
     Product Customization
     Expansion and Upgrading
     Future Designs
     Environmental Considerations
          Product Pollution
          Processing Pollution
          Ease of Recycling Products
Creative Product Development
     Generating Creative Ideas
     Generating Ideas at Leading Companies
     Encouraging innovation at Medtronic
     Nine Keys to Creativity
     Creativity in a Team
     The Ups and Downs of Creativity
Half-Cost Product Development
     Prerequisites for Half-Cost Development
          Total Cost
     Designing Half-Cost Products


Designing for Lean and Build-to-Order
Lean Production
     Flow Manufacturing
     Supply Chain Simplification
     Kanban Automatic Part Resupply
Mass Customization
Developing Products for Lean, Build-to-Order, and Mass Customization
Portfolio Planning for Lean, Build-to- Order, and Mass Customization
Designing Products for Lean, Build-to-Order, and Mass Customization
     Designing around Standard Parts
     Designing to Reduce Raw Material Variety
     Designing around Readily Available Parts and Materials
     Designing for No Setup
     Parametric CAD.
     Designing for CNC
     Grouping Parts
     Understanding CNC
     Eliminating CNC setup
     Developing Synergistic Families of Products
     Strategy for Designing Product Families
      Designing Products in Synergistic Product Families
Modular Design
     Pros and Cons of Modular Design
     Modular Design Principles
Offshoring and Manufacturability
     Offshoring’s Effect on Product Development
     Offshoring’s Effect on Lean Production and Quality
     Offshoring Decisions
     Bottom Line on Offshoring
The Value of Lean, Build-to-Order, and Mass Customization
     Cost Advantages of BTO&MC
     Responsive Advantages of BTO&MC
     Customer Satisfaction from BTO&MC
     Competitive Advantages of BTO&MC
     Bottom Line Advantages of BTO&MC

Part Proliferation
The Cost of Part Proliferation
Why Part Proliferation Happens
Results of Part Proliferation
Part Standardization Strategy
     New Products
     Existing Products
Early Standardization Steps
     List Existing Parts
     Clean Up Database Nomenclature
     Eliminate Approved but Unused Parts
     Eliminate Parts Not Used Recently
     Eliminate Duplicate Parts
     Prioritize Opportunities
Zero-Based Approach
Standard Part List Generation
Part Standardization Results
Raw Materials Standardization
Standardization of Expensive Parts
Consolidation of Inflexible Parts
     Custom Silicon Consolidation
     VLSI/ASIC Consolidation
     Consolidated Power Supply at Hewlett-Packard
Tool Standardization
Feature Standardization
Process Standardization
Encouraging Standardization
Reusing Designs, Parts, and Modules
     Obstacles to Reusable Engineering
     Reuse Studies
Off-the-Shelf Parts
     Optimizing the Utilization of Off-the-Shelf Parts
     When to Use Off-the-Shelf Parts
     Finding Off-the-Shelf Parts
New Role of Procurement
     How to Search for Off-the-Shelf Parts
     Maximizing Availability and Minimizing Lead Times
Standardization Implementation


Minimizing Total Cost by Design
How Not to Lower Cost
     Why Cost Is Hard to Remove after Design
     Cost-Cutting Doesn’t Work
Cost Measurements
     Usual Definition of Cost  
     Selling Price Breakdown
     Selling Price Breakdown for an Outsourced Company
     Overhead Cost Minimization Strategy
Strategy to Cut Total Cost in Half
Minimizing Cost through Design
Minimizing Overhead Costs
Minimizing Product Development Expenses
     Product Portfolio Planning
     Multifunctional Design Teams
     Methodical Product Definition
     Total Cost Decision Making
     Design Efficiency
     Off-the-Shelf Parts
     Product Life Extensions
     Debugging Costs
     Test Cost
     Product Development Expenses
     More Efficient Development Costs Less
     Product Development Risk
Cost Savings of Off-the-Shelf Parts
Minimizing Engineering Change Order Costs
Minimizing Cost of Quality
Rational Selection of Lowest Cost Supplier
Low Bidding
     Cost Reduction Illusion
     Cost of Bidding
     Pressuring Suppliers for Lower Cost
     The Value of Relationships for Cost Reduction
     Cheap Parts: Save Now, Pay Later
     Reduce Total Cost Instead of Focusing on Cheap Parts
     Value of High-Quality Parts
Maximizing Factory Efficiency
Lowering Overhead Costs with Flexibility
Minimizing Customization/Configuration Costs
Minimizing the Cost of Variety
     Work-in-Process Inventory
     Floor Space
     Internal Logistics
     Setup Costs
     Kitting Costs
Minimizing Materials Management Costs
Minimizing Marketing Costs
Minimizing Sales/Distribution Costs
Minimizing Supply Chain Costs
Minimizing Life Cycle Costs
     Reliability Costs
     Field Logistics Costs
Saving Cost with Build-to-Order
     Factory Finished Goods Inventory
     Dealer Finished Goods Inventory
     Supply Chain Inventory
     Interest Expense
     New Technology Introduction
     MRP Expenses
Effect of Counterproductive Cost Reduction

Total Cost
Value of Total Cost
     Value of Prioritization and Portfolio Planning
     Value of Product Development
     Value of Resource Availability and Efficiency
     Value of Knowing the Real Profitability
     Value of Quantifying All Overhead Costs
     Value of Supply Chain Management
Quantifying Overhead Costs
     Distortions in Product Costing
     Relevant Decision Making
     Cost Management
     Downward Spirals
Resistance to Total Cost Accounting
Total Cost Thinking
Implementing Total Cost Accounting
Cost Drivers
     Tektronix Portable Instruments Division
     HP Roseville Network Division (RND)
     HP Boise Surface Mount Center
Tracking Product Development Expenses
"abc": The Low-Hanging-Fruit Approach
     Implementing "abc"
Implementation Efforts
Typical Results of Total Cost Implementations


DFM Guidelines For Product Design
Design for Assembly
     Combining Parts
Assembly Design Guidelines
Fastening Guidelines
Assembly Motion Guidelines
Test Strategy and Guidelines
Testing in Quality versus Building in Quality
     Testing in Quality with Diagnostic Tests
     Building in Quality to Eliminate Diagnostic Tests
Design for Repair and Maintenance
Repair Design Guidelines
Design for Service and Repair
Maintenance Measurements
     Mean Time to Repair
Designing for Maintenance Guidelines

DFM Guidelines for Part Design
Part Design Guidelines
DFM for Fabricated Parts
DFM for Castings and Molded Parts
     DFM Strategies for Castings
     DFM Strategies for Plastics
DFM for Sheet Metal
DFM for Welding
     Understanding Limitations and Complications
     Optimize Weldment Strategy for Manufacturability
     Adhere to Design Guidelines
     Work with Vendors/Partners
     Print 3D Models
     Learn How to Weld
     Minimize Skill Demands
     Thoroughly Explore Non-Welding Alternatives
DFM for Large Parts
     The Main Problem with Large Parts
     Other Costs
     Residual Stresses
     Loss of Strength


Design for Quality
Quality Design Guidelines
     Excessively Tight Tolerances
     Worst-Case Tolerancing
      Tolerance Strategy
     Block Tolerances
     Taguchi Method™ for Robust Design
Cumulative Effects on Product Quality
     Effect of Part Count and Quality on Product Quality
     Predictive Quality Model
     Quality Strategies for Products
Reliability Design Guidelines
Measurement of Reliability
Reliability Phases
     Infant Mortality Phase
     Wearout Phase
Poka-Yoke Principles
     How to Ensure Poka-Yoke by Design
     Solutions to Error Prevention after Design
Strategy to Design in Quality
Customer Satisfaction
Implementing DFM
     Change at Leading Companies
Preliminary Investigations
     Conduct Surveys
     Estimate Improvements from DFM
     Get Management Buy-In
DFM Training
     Need for DFM Training
     Don’t Do DFM Training "On the Cheap"
     Customize Training to Products
      Trainer Qualifications
     DFM Training Agenda
     "What Happens Next?"
     Training Attendance
DFM Task Force
Stop Counterproductive Policies
Company Implementation
     Optimize NPD Teams
     Optimize NPD Infrastructure
     Incorporating DFM into the NPD Process
Team Implementation
     Importance for Challenging Projects
     Ensuring Success for the First Team Concurrent Engineering Project
Individual Implementation
DFM for Students and Job Seekers
Key DFM Tasks, Results, and Tools


Appendix A: Product Line Rationalization
Pareto’s Law for Product Lines
How Rationalization Can Triple Profits!
Cost Savings from Rationalization
Shifting Focus to the Most Profitable Products
Rationalization Strategies
The Rationalization Procedure
Total Cost Implications
Overcoming Inhibitions, Fears, and Resistance
Implementation and Corporate Strategy
How Rationalization Improves Quality
Value of Rationalization

Appendix B: Summary of Guidelines
Assembly Guidelines from Chapter 8
Fastening Guidelines from Chapter 8
Assembly Motion Guidelines from Chapter 8
Test Guidelines from Chapter 8
Repair Guidelines from Chapter 8
Maintenance Guidelines from Chapter 8
Part Design Guidelines from Chapter 9
DFM for Fabricated Parts from Chapter 9
DFM Strategies for Castings from Chapter 9
DFM Strategies for Plastics from Chapter 9
DFM for Sheet Metal from Chapter 9
Quality Guidelines from Chapter 10
Reliability Guidelines from Chapter 10

Appendix C: Feedback Forms

Appendix D: Resources
Books Cited
Companion Book for Matching Improvements in Operations
DFM Seminar
Seminar on BTO & Mass Customization
Workshops Facilitated by Dr. Anderson
Design Studies and Consulting

Beyond Lean Production: Emphasizing Speed and Innovation to Beat the Competition - Roger G. Lewandowski - Book Information

Beyond Lean Production: Emphasizing Speed and Innovation to Beat the Competition
Roger G. Lewandowski
CRC Press, 03-Feb-2014 -  108 pages

The authors take the position that  U.S. manufacturers are  currently operating at only 65 percent effectiveness in implementing Lean production. Beyond Lean Production: Emphasizing Speed and Innovation to Beat the Competition provides readers with the tools to help their organizations achieve 100 percent effectiveness in Lean production.

Similarly taking the position that overseas factories can't compete with U.S. factories in speed of delivery to domestic customers, the book provides the understanding required to cut order to delivery times and in the process  how to eliminate waste so you can meet and even exceed your customers’ expectations regarding service, quality, and cost.

The book is organized into two phases. The first phase, covers the lean fundamentals needed. It presents 12 tools and strategic weapons that you can immediately put to use to improve on your current competitive position. Phase II, The Business Command Center, presents unique and powerful concepts that Explain how to use speed as a competitive weapon. The book will help you to remove the obstacles that interfere with continuous flow manufacturing.


Table of Contents

Phase 1 Holding Actions
Highlights of Key Items
Holding Action First
Tool 1: Continuous Flow Manufacturing
Tool 2: High-Velocity Working Capital
Tool 3: Process Utilization: Total Team Game Plan
Tool 4: Pull Systems
     Push Your Production Forecast out the Door and Pull in Customer Satisfaction
Tool 5: Root Cause Analysis
Tool 6: Single-Minute Exchange of Dies
Tool 7: Strategic Business Units
     An Old Idea Updated Makes Sense: Saves People, Space, and Overhead
     Important Points
Tool 8: Zero-Based Process Mapping
     Ten Steps to Process Mapping
Tool 9: Strategic Kanbans
Tool 10: Accelerated Return on Kaizen (ARK)
     Necessity Is the Mother of Invention
Tool 11: Supply Chain Management
Tool 12: Inventory Turns Control
     A Items
     B Items
     C Items
Tool 13: Mall Theory
Summary for Phase 1: Holding Actions

Phase 2 The Business Command Center
Introduction to the Business Command Center
     Bold Breakthrough that Will Make You Rethink Your Leadership
The Business Command Center
     What Is a Business Command Center?
     Implementing the Business Command Center
     Key Points of the Circulatory Management Chart
     Special Points
     Circulatory Management
     Business Command Center: Leadership
     How Do You Organize Control of the Command Center?
What Are the Benefits of Having a Business Command Center?
Future Possibilities
     Field Sales Organization
     Distribution Centers
Closing Thoughts
Further Information and Homework
Advanced Value Stream Mapping
Accounting: The Dictators of Corporations or Forgotten Priests? What Should Its Role Be?
U.S. Product Engineering: Is It a Misdirected Missile as It Is Now Organized?
Industrial Engineering: The Forgotten Function?

The Perfect Engine: Driving Manufacturing Breakthroughs with the Global Production System - Anand Sharma, Patricia E. Moody - Book Information

The Perfect Engine: Driving Manufacturing Breakthroughs with the Global Production System
Anand Sharma, Patricia E. Moody
Simon and Schuster, 16-Oct-2001 - 282 pages

In The Perfect Engine, manufacturing experts Anand Sharma and Patricia E. Moody describe for the first time how leading "pull" production pioneers build to order by reducing inventory, decreasing cycle time, minimizing floor space, and eliminating waste.
Drawing on scores of examples and detailed case studies of three leaders in the demand economy field -- Maytag, Pella, and Mercedes-Benz -- Sharma and Moody demonstrate how these companies achieved astonishing results using the pathbreaking LeanSigmaSM Transformation. Combining lean production and quality elements from the famous Six Sigma process, LeanSigma produces annual productivity gains of 15 percent to 20 percent.

LeanSigma produces annual productivity gains of 15 percent to 20 percent. In addition, the authors show, inventory turns more than quadruple; cycle times drop by more than 70 percent; and floor space reductions of 30 percent to 50.


Table of Contents
to be added

Books on Lean Production, Thinking, Enterprise and Management


Beyond Lean Production: Emphasizing Speed and Innovation to Beat the Competition
Roger G. Lewandowski
CRC Press, 03-Feb-2014 - 108 pages
It is estimated that U.S. manufacturers are is currently operating at only 65 percent effectiveness in implementing Lean production. Covering the fundamentals needed to be competitive in today’s marketplace, Beyond Lean Production: Emphasizing Speed and Innovation to Beat the Competition provides readers with the tools to help their organizations achieve 100 percent effectiveness in Lean production.


The Perfect Engine: Driving Manufacturing Breakthroughs with the Global Production System
Anand Sharma, Patricia E. Moody
Simon and Schuster, 16-Oct-2001 - 282 pages
In The Perfect Engine, manufacturing experts Anand Sharma and Patricia E. Moody describe for the first time how leading "pull" production pioneers build to order by reducing inventory, decreasing cycle time, minimizing floor space, and eliminating waste.
Drawing on scores of examples and detailed case studies of three leaders in the demand economy field -- Maytag, Pella, and Mercedes-Benz -- Sharma and Moody demonstrate how these companies achieved astonishing results using the pathbreaking LeanSigmaSM Transformation. Combining lean production and quality elements from the famous Six Sigma process, LeanSigma produces annual productivity gains of 15 percent to 20 percent.

Sunday, March 2, 2014

Industrial Engineering Consultants - India


NAME: Mr. Rekhesh Jain
ADDRESS: 702A, Lokhandwala Residency, Off. Dr. Emosses Road,
L. R. Papan Marg, Worli,
Mumbai 400018

PHONE: +91-9821536316
EMAIL: rekhesh.jain@gmail.com

Lean Systems Consultants

KPMG India

Bourton Consulting (India) Pvt. Ltd.
PB16, Whitefield Road,
(Behind Salarpuria GR Tech Park)
Bangalore - 560 066
Email: narayan@bourton.co.in

Lean thinking is aligning the people and process to the purpose (customer value) so that the provider prospers. Going lean is not getting into cost reduction but to focus on getting more and more with less and less. Lean organisation searches for a perfect process that is valuable (value creating for the customer), Capable (minimise process variability), Available (reliable processes), Adequate (to meet the demand), flexible, flowed (moving towards one piece flow), pulled (provide when the customer wants) and levelled (anything any time).

Lean is not restricted only to large manufacturing organisations. It is applicable for service industry as well. It is applicable for SMEs also. Wherever there is a customer, there is customer value. Whenever customer value has to be fulfilled Lean is applicable.
Savoirfaire Management Services Pvt. Ltd.
525/526, The Bombay Oil Seeds and Oils Exchange Premises Co-Operative Society,
Commodity Exchange Building,
Near Dana Bazaar,
Sector 19, Vashi,
Navi Mumbai 400705.
E-mail: sfalignment@gmail.com,  sfgroup@vsnl.com, admin@sfccostmanagement.com

Motion Study

SewEasy Pvt Ltd
Sri Lanka

Their message

SewEasy Pvt. Ltd. based in Colombo, Sri Lanka specialize in implementing "modern work study systems" at apparel manufacturing factories around the globe. We are the Asia's number one provider for such PMTS systems since 1996. What’s unique about our industrial engineering approach is that, SewEasy system can be implemented within days to bind the production and quality teams together, to put forward their best efforts to increase efficiency. The value engineering benchmarks and Key Performance Indicators based on the SewEasy method, serve many factories across the continents.

Method Study

SewEasy Pvt Ltd
Sri Lanka

Their message

SewEasy Pvt. Ltd. based in Colombo, Sri Lanka specialize in implementing "modern work study systems" at apparel manufacturing factories around the globe. We are the Asia's number one provider for such PMTS systems since 1996. What’s unique about our industrial engineering approach is that, SewEasy system can be implemented within days to bind the production and quality teams together, to put forward their best efforts to increase efficiency. The value engineering benchmarks and Key Performance Indicators based on the SewEasy method, serve many factories across the continents.

Product Design Efficiency Engineering

Value Engineering

Mahindra Engineering
Value engineering for automobiles

Production Method - Technology Efficiency Engineering

Mayur Shah, Mumbai
consultant specialising in plastics moulding, project planning and implementation, and water cooling optimisation. Email: kankuenterprises@hotmail.com 

Lean Systems Industrial Engineering


The profession of industrial engineering originated during the days of craft production, but  grew up and flourished with the mass production system. But Taiichi Ohno, at Toyota Motors creatively applied industrial engineering tools in giving birth to lean production systems that offer products with better quality and lower cost compared to mass production systems. This development now gave birth to lean systems industrial engineering specialty in industrial engineering.

The Lean Systems Industrial Engineer (LSIE), is  an industrial engineering expert with knowledge of lean system components and with special inputs in increasing the efficiency further or eliminate waste further from lean systems. Industrial engineering is committed to continuous improvement of productivity and lean systems are also committed continuous improvement as a system specified feature.

In the drive to remove further waste from lean systems, the lean industrial engineer’s tool box includes tools:
– that examine and balance the mixed model final assembly lines.
– that examine the design of subassembly cells and make them more efficient.
– that examine the design of manufacturing cells to make them more efficient.
– study and participate in the design and development of  quick change work holders and cutting tool holders for the manufacturing cells.
– study and improve the defect prevention devices and defect minimization procedures.
- Study and improve productivity of  in-line inspection devices.
– that study and improve  safety devices, walk away switches, and automatic unload mechanisms.
– that facilitate development of one piece flow processes for operations like painting and heat treatment and inspection.
– study and participate in the development of special  machine tools for true lean manufacturing cells.
- that implement efficiency methods in throughout the supply chain

All the tasks of lean system industrial engineer require engineering, industrial engineering and management knowledge coupled with lots of creativity and innovation to  suggest design changes to assembly lines, subassembly lines,  machine tools for the cells with narrow footprints, rapid tool and work holder exchanges , in-process inspection, rapid unload and load for one-piece flow, good ergonomic and safety features and planning and controlling one-piece flow operation built around standard work.

Lean System Special Features

Designing the system for customer satisfaction for giving planned value to the organization
Pull based system for rapid delivery
Flow based flexible system for one piece flow based on demand - Low Inventory
Target cost management to get planned profit
Commitment to continuous improvement
Respect for people by having autonomous work groups

Industrial Engineering Tools Applied

Standardization of Processes and Working Conditions
Process and Operation Analysis (Method Study or Methods Efficiency Study or Engineering)
Motion Study and Principles of Motion Economy (5S)
Time Study
Value Engineering
Operations Research
Statistical Methods to Control Variation
Engineering Economics

New Ideas and Tools in Lean Systems

Just in Time Production - Change in Inventory Control Practices
Just in Time Supply
Kanban Communication System - Change in Production Planning and Control Procedure
Special Focus on Seven Wastes
Zero Defect Movement
Total Quality Control (Inspection by production persons only - no additional inspector)
Total Productive Maintenance (Involving production operators significantly in preventive maintenance)
Aggressive Kaizen (Team leaders responsible for monthly improvement in processes)
Visual Communication (Standard Work Sheets, Daily Targets and Production, and Problems)
Value Stream Mapping to identify and remove obstructions to flow
SMED (due to application of methods study)
U-share layouts

Yamashina rightly says Total Industrial Engineering, Total Quality Management, and Total Productive Maintenance as 3 pillars of World Class Manufacturing.

When Frederick Taylor, Frank Gilbreth and Harrington Emerson were developing the industrial engineering discipline there was craft production of automobiles.

Henry Ford is being credited with mass production and industrial engineering played its parts.

Eiji Toyoda and Taiichi Ohno are given the credit for development of lean systems. Ohno gives credit to industrial engineering. IE has its role to play in lean systems to further improve efficiency and eliminate waste.

Toyota Style Industrial Engineering - Taiichi Ohno

Lean Engineering Hardcover – August 15, 2013
by Don T. Phillips (Author) , J.T. Black (Author)
Hardcover: 670 pages
Publisher: Virtualbookworm.com Publishing (August 15, 2013)

Introduction to Lean Engineering
Don T. Phillips J. T. Black
Pearson Education, Limited, 30-Jan-2012 - 500 pages

The profession of Industrial Engineering has always been tied to the world of manufacturing and the design of factories that produce the consumer and producer goods that we all use.

Before there were factories, craftsmen made tools, wagons, weapons, wheels and horseshoes on a one-of-a-kind basis.   As we moved into the age of iron and steel, power to metal-cutting machines was provided and this produced the first factories with water powered machine tools (circa.1860).  This first factory design became known as the job shop or the American Armory System to the historian, and it realized  an economy of collected manufacturing processes under one roof. Taylor developed his scientific management and industrial engineering ideas during craft production and early factory production period.

The second factory design was known as the Ford production system with its moving assembly line and standardization of measurements leading to truly interchangeable parts. The factory design was called the flow shop.  Around this time (1913) industrial engineers graduates (IEs) emerged out of mechanical engineering departments to measure work and devise better ways to organize and operate the factory. Over time, the flow shop and job shop merged to create the mass production system with its division of labor, producing large volumes at low unit costs.  This led to economies of scale.

In the late 1970s a third factory design evolved based on the work of Taiichi Ohno and the Toyota Motor Company.  This design produces goods using Economy of Scope – a flexible system producing a wide variety of goods in small lots at low unit cost with superior quality and short lead times. Toyota-Style industrial engineers designed and ran the lean production system and it is being spread about the world just like the other two factory designs.  Evolving out of this revolution is the new IE which can be called  the Lean  Industrial Engineering (LIE).

The Lean Industrial  Engineer (LIE) knows IE fundamentals, knows lean engineering fundamentals, knows six sigma methodologies, knows lean-to-green factory design.  The LIE must know how to design and balance a mixed-model final assembly line to level of demand for goods from the supply chain.  Sub-assembly conveyor-based lines are dismantled and replaced with sub-assembly cells, U-shaped and staffed for flexibility.  Job shops are replaced with manufacturing cells based on standard work.  Cell design is based on takt time, sequence of operations and stock-on-hand.  Work holders are redesigned for rapid tooling exchange.  Cutting tool holders are redesigned for rapid tool changes. In-process inspection devices, defect prevention devices (poka-yokes) and decouplers are designed and integrated into the cells. Total Preventive Maintenance methods are developed and implemented to eliminate machine tool failures. Kanban systems are designed and implemented to link the sub-assembly cells to final assembly.  Over time, machine tools are upgraded or new machines are designed specifically to enable all the features of the cells plus many more to achieve world class manufacturing.  The overall effort to reduce waste is a great step toward operating a factory that sends zero waste to landfill.  This is the job description for the LEAN INDUSTRIAL ENGINEER IN AN INDUSTRIAL ENGINEER'S WORLD.

The Economy of Scope and the Lean Engineer
Author / Creator: Black, J.T. ; Institute of Industrial Engineers (1981-)
Institute of Industrial Engineers;

Industrial Engineering in Toyota - Pages 33 to 58
See Google Book Link

Managing IE Mindset - Toyota's Practical Thinking

Design of Toyota Production System - Won, Cochran,Johnson

Summary - Study of TPS from IE viewpoint - Shiego Shingo

Denis R. Towill, (2010) "Industrial engineering the Toyota Production System", Journal of Management History, Vol. 16 Iss: 3, pp.327 - 345
Summary of the article is in http://nraoiekc.blogspot.in/2012/04/industrial-engineering-toyota.html

Study on modern analysis techniques for lean implementation an Industrial engineering
S.Vijay(1),Dr.A.R.Lakshmanan(2), PG Scholar(1),Associate Professor(2),
 Department of Mechanical Engineering(1)(2),PSG College of technology(1)(2),Coimbatore, India,
Proceedings of the National Conference on Manufacturing Innovation Strategies & Appealing
April 19, 2013, PSG College of Technology, Coimbatore, India
Dr. A.R. Lakshmanan, Dept of Mechanical Engineering 
laxs99 @ gmail.com 
Phone: 0422 - 4344252 
Fax: 0422 - 2573833 

Motion and Time Study for Lean Manufacturing, 3rd Edition By Fred E. Meyers, Jim R. Stewart - Book Information

Lean and Clean Production Systems - Industrial Engineering Solution

Lean Six Sigma Methods - MIT Course YouTube Videos - Part 2

Decomposition of the Goals of Lean System

FR0—Maximizing value

FR 1—Maximizing sales revenue

FR341—Maximizing customer satisfaction
FR342—Meeting customer expected lead time
FR343—Profitability and satisfied shareholders
FR344—Maximizing long-term return on
FR345—Manufacturing products to target design specification

FR 2—Eliminating waste entirely from production chain

FR11—Eliminating all kinds of waste from product flow
FR12—Synchronizing activities

FR32—Minimizing production costs

FR321—Decreasing idle time of the production line by feeding the
line punctually and increasing availability
FR322—Minimizing investment
FR323—Elimination of defective production
FR324—Receiving the best parts from the suppliers
FR325—Facilitating internal handling
FR326—Eliminating difficult operations and unconformity parts
FR327—Making inspection effective

FR33—Facilitating flow and eliminating non-value adding operations

FR331—Eliminating handling wastes
FR332—Eliminating inspection
FR333—Eliminating temporary storage
FR334—Diminishing work-in-progress

FR2—Creating a lean enterprise

FR21—Diffusing lean thinking across the organization
FR22—Quick problem solving cycles
FR23—Coordinating various organizational sections
FR24—Knowledge acquisition capability
FR25—Integrated problem solving
FR26—Flexible work assignment
FR27—Continuous improvement practices
FR28—Increasing lean culture and motivation
FR29—Increasing supplier’s performance level and their lean culture

FR3—Adapting quickly to markets

FR31—Lean product development

FR311—Reducing variety of parts
FR312—Reduce production cycle time through the design
FR313—Quick product development
FR314—Enhancing the design features

The lean principles and practices in the context of this study
P1—Utilizing computerized systems—IT technologies
P2—Utilizing Hoshin Karni and devising strategic plans regarding
lean philosophy
P3—Implementation of suggestion system and applying team
awarding systems
P4—Arranging cross-functional teams and multifunctional workers
P5—Delegating responsibilities to working teams and expansion
of autonomy and responsibility
P6—Designing comprehensive training programs
P7—Diffusing Deming cycle in the enterprise
P8—Applying product modularization and rapid prototyping
P9—Applying DFXs, AD, QFD
P10—Applying SMED techniques
P11—Implementing TPM
P12—Focusing on the root causes of defects
P13—Establishing an efficient material handling and eliminating
incoming and outgoing storage
P14—Using ANDON systems
P15—Using value stream analysis and value stream mapping
P16—Implementing cellular manufacturing—arrange working
cells based on minimizing total handling costs
P17—Applying JIT techniques and utilizing kanban systems
P18—Applying SQC tools and standardizing
P19—Applying automation technologies wherever possible—
especially in difficult and handling operation
P20—Evaluation of investment needs and resources
P21—Implementing 5S—shop-floor organization
P22—Establishing JIDOKA—a robust quality control at the source,
error proof equipment, and using adaptive control
P23—Establishing leveled production—small lot sizing,
mixed model scheduling, and synchronized scheduling
P24—Establishing long-term contracts with suppliers and
establishing pull system in suppliers
P25—Involvement of customer in product design and quality programs
P26—Involvement of supplie

Source: An ANP-based assessment model for lean
enterprise transformation
Ibrahim Cil & Yusuf S. Turkan
Int J Adv Manuf Technol (2013) 64:1113–1130

Job Description - Supplier Lean Industrial Engineer

Job Title: Supplier Lean Engineer Job Code:
Department: Operations Date: October 2013

Summary of Position:

Under limited supervision from the Director of Operations, this position is responsible for
leading the development and implementation of results-focused Lean and process improvement
initiatives in all supplier factories. Develop standards, procedures and material flow through
analyzing data and observations. Foster a lean culture throughout all supplier organizations
using lean tools, techniques, training and coaching of employees. Partner with US and China

Major Functions:

1. Collaborate with leadership to develop and implement plans to guide the organizations
through all phases of the lean enterprise transition ensuring activities support and
further the strategic objectives of the company.
2. Analyze, develop and implement processes that aid the business in operating more
efficiently with best in class manufacturing partnering with business leaders to identify
improvement opportunities and develop a schedule
3. Engage employees in lean philosophy to minimize waste and improve productivity.
4. Conduct basic lean training to ensure that employees understand the expectations and
understand lean principles.
5. Conduct Kaizen events, projects and processes to increase effectiveness and efficiency
of all aspects of the company. Including the design and engineering of devices,
machines and software to support these events and process improvements.
6. Manage and train in the creation of Standard Work for manufacturing.
7. Assist the various manufacturing teams in developing and implementing various Lean
action items to increase the efficiency of the production area

8. Partner with Suppliers and Brahmin to ensure interfaces that are created work
seamlessly with other systems.
9. Educate and implement improvements to sub-contractors and business partners to
enhance their effectiveness and potential cost savings.
10. Other duties as assigned to facilitate the lean/process improvement.

Education, Knowledge, Training, Skills and Experience Required:

Bachelor’s Degree in Mechanical, Industrial or Manufacturing Engineering, along with 5 years’
experience in a manufacturing environment is typically preferred. Strong background in
leading lean improvements events, completion of formal lean training and six sigma a plus.
Demonstrated ability to influence and guide team of peers & employees is required. Ability to
work on multiple projects with limited supervision is critical in this role. Fluency in Mandarin,
Cantonese and English required.

New Book - 2012

Reducing Process Costs with Lean, Six Sigma, and Value Engineering Techniques

Kim H. Pries, Jon M. Quigley
CRC Press, 13-Dec-2012 -  365 pages

A company with effective cost reduction activities in place will be better positioned to adapt to shifting economic conditions. In fact, it can make the difference between organizations that thrive and those that simply survive during times of economic uncertainty. Reducing Process Costs with Lean, Six Sigma, and Value Engineering Techniques covers the methods and techniques currently available for lowering the costs of products, processes, and services.

Describing why cost reductions can be just as powerful as revenue increases, the book arms readers with the understanding required to select the best solution for their company’s culture and capabilities. It emphasizes home-grown techniques that do not require the implementation of any new methodologies—making it easy to apply them in any organization.

The authors explain how to reduce costs through traditional Lean methods and Lean Six Sigma. They also present Six Sigma cost savings techniques from Manufacturing Six Sigma, Services Six Sigma, and Design for Six Sigma. The book also presents optimization techniques from operations research methods, design experiment, and engineering process control.

Helping you determine what your organization’s value proposition is, the text explains how to improve on the existing proposition and suggests a range of tools to help you achieve this goal. The tools and techniques presented vary in complexity and capability and most chapters include a rubric at the start to help readers determine the levels of competence required to perform the tasks outlined in that chapter.

On the origins of lean manufacturing


(Check whether the video is to be changed by finding video uploaded by some other channel)

Levelling Production - The Challenge

More detail on Level Scheduling - The Magic of Leveled Scheduling - Alan Mitchell

Lean Edge - Dialogue between business leaders and lean authors - Very Interesting Collection