Business Processes Improvement - Bibliography - 2014

5 Early Warning Signals for a BPI Project

5 Early Warning Signals for a BPI Project - Part 1

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


OBSERVED DATA

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)
=1290/1320
=0.9772

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
 Produced)
 = 0.95

0EE = (Availability* Performance
*Quality)
 = 0.899


C.Takt time
Takt time = (operating time/customer
demand)
= 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)
26
Value Stream Mapping Tool for Waste Identification in
Tyre-Rim Assembly of Tractor Manufacturing
http://research.ijcaonline.org/efitra/number2/efitra1013.pdf

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

BECOMING LEAN ENTERPRISE: THEORY AND CASE STUDIES

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.

Coverage:

• 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:
http://www.nitie.edu/MDP%20Calendar%20Final_2014-15.pdf

Productivity Inc. - Consultant

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

LEAN ENTERPRISES

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.

http://www.productivityinc.com/operational-excellence/lean/

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
http://www.lean.uky.edu/reference/tip/

Productivity Press - Lean Book News

http://leaninsider.productivitypress.com/





2.18.2014
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,

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.
http://in.kaizen.com/publications/articles/file/article-in-india-infoline/action/preview.html?no_cache=1