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PRE-DISSERTATION REPORT ON

Implementation of Sustainable Lean manufacturing in foundry industry

Submitted By Anil kumar sharma M.Tech(Part Time) (2011PMM5023)

Guided By DRDr.G. S. DANGAYACH aSSOciate Professor MNIT, Jaipur

DEPARTMENT OF MECHANICAL ENGINEERING MALAVIYA NATIONAL INSTITUTE OF TECHNOLOGY JAIPUR-30201

METHODOLOGY
Objective: mutual benefits The general objective of this project is to establish a set of recommendations which can help managers concerned with lean and/or sustainability implementations. The project will attempt to show how sustainability can provide positive incentives for applying lean. At the same time it will attempt to show how to make sustainable development economically more attractive by applying lean principles. As a result lean may become more attractive as part of a green solution.

Scope
original lean philosophy
This project ultimately tries to understand how both words (lean & sustainability) can support each other, and to give them (strategic or tactical) reasons to cooperate. It does not provide (operational) tools. Besides this, it clearly focuses on the original lean philosophy and not on related improvement programs such as Six Sigma. It also tends to focus on the economic and environmental benefits, and less on the social element of sustainability.

1.Study
.Detail of industry: -Operations -Parts manufacturing -process used -material handling

2. Identification of waste: identify all the 7 types of wastes present in the industry 3. Removal of waste: Find the methods of waste removal 4. Implementation of sustainability and lean principles 5. Find calculated results

Rules to Consider
All work shall be highly specified as to content, timing, sequence, and outcome. All work shall have a direct path for products and services. All improvements shall be conducted using a scientific method at the lowest possible level of the organization. Micro/Macro implications. Rules for smaller lot production Processes must be stabilized as much as possible. (Man, machine, materials, methods) Quality must be continually improved upon and source inspection implemented. Standardized work shall be created and based on repeatable human movements.

Rules for Implementation


Create the culture. Management structures/org structure Upper Management on the floor DAILY, Production team, Quality, Engineering, Sales Involve the floor: it is imperative Have a plan(rule of no surprises) Train-spend the energy and time to retain good employees. Reward profitability and small victories

Information Gatheringthe necessary evil.


Metrics and benchmarks: throughput, manning, overtime, productivity (man hour per net ton), uptime, scrap/re-work, motion studies, inventory levels, changeover. Why? Know where you are. Take credit for what you have done financially to improve based on your implementation.

Where do we start? Inspect/Pack/finish Blast Clean/finish Heat Treat Shakeout/Blast Pouring Mold/Core Raw

Start at the endwhy? Create simple visual systems-PIGs, lanes, hands-on Kanban Create the direct paths for products and services through software and manual means. Standard Changeover and flexibility Involve Management on a daily basis Scrap/rework/start-up meetings Pack/Inspect In line blast/ inspect/upgrade Requires direct path to HT Pack at the end of the process Visuals provided/ offal measured and reviewed daily. In line inspections/rework shall negate as much as possible; the defects found in final not that final finds the defects. Partial boxes and the handling formalized

Clean and Finish


If you can pour it: you can get it through. Cellular concepts to C/F: upstream impact Inventory Control benefits: time vs. quantity: based on throughput information. Difference between A shifts worth vs. what we get when we get it and work on it when we can Scheduling One place shall hold the sequence. Core/Mold/Pour Value stream Value of information gathered to construct heats. Flexibility of the c/f cells to accommodate the needs while still honoring the direct path. Pouring Heats constructed at Core/Mold. Flexibility with furnaces and tunnels/cooling areas-direct path. Shakeout/blast to feed the C/F cells. Test bars/engineering samples entered into the schedule. Changeover Standard Changeover methods shall be established: content, time, sequence, and outcome. The less time spent in Changeover, the more time spent producing. Essential support in this? Need for Quick change carts/tooling. Inventory methods for cores/molds/time! Put it away ready for the next run. Would you put dirty dishes in the cupboard? Lean Foundry Nothing will happen if you think you are special. Anything can happen if you prove you are special. Customer satisfaction

How is this will be measured ?

Lead times? Price? Service?

Lean Foundry
Increasing profitability = increasing price or reducing costs. Cost = Time Cost not at the expense of people specifically. Time as the benefit (or weight) of processes that provide both value and waste from the time of order to the time of shipping. What is your Manufacturing Lead Time from order to shipping? What do you expect as the norm for yourselves? What would you want that to look like in the future for both you and your customers?

Lean Foundry Biggest Challenges: Culture: Embrace the old school to lead the new school. Bring in outside eyes for a fresh perspective. Expectations and goals and standards Setting them/ measuring regularly on an hourly basis/monthly basis/quarterly basis Union issues Profitability sharing programs

References Adachi, K. (1992). Japanese management and the environment, in D. Koechlin and K. Mller, Green Business Opportunities. London: Pitman Publishing, pp. 99-112. Balogun, J. and Haily, V. (2004). Exploring Strategic Change, 2nd edition. Essex: Pearson Education Limited. Blanchard, D. (2007). Census of U.S. Manufacturers -- Lean Green and Low Cost. http://www.industryweek.com/PrintArticle.aspx?ArticleID=15009 [Accessed 11/02/2008] Brassington, F. and Pettitt, S. (2005). Essentials of Marketing. Essex: Pearson Education Limited. Brown, S., Lamming, R., Bessant, J. and Jones, P. (2005). Strategic Operations Management, 2nd edition. Oxford: Elsevier Butterworth-Heinemann. Dennis, P. (2006). Getting the Right Things Done: A Leader's Guide to Planning and Execution. Cambridge: Lean Enterprise Institute. De Saint-Exupry, A. (1939). Terre des Hommes, Ch. III: L'Avion. Paris: Gallimard. Dul, J. and Hak, T. (2008). Case Study Methodology in Business Research. Oxford: Elsevier Butterworth-Heinemann. The Economist (2007a). A hot topic gets hotter. March 17th, pp. 37-38. The Economist (2007b). Green America: Waking up and catching up. January 27th, pp. 22-24. The Economist (2008). Just good business. January 17th. EPA (2000). The Lean and Green Supply Chain. http://www.epa.gov/oppt/library/pubs/archive/acct-archive/pubs/lean.pdf [Accessed 24/01/2008] EPA (2003). Lean Manufacturing and the Environment. http://www.epa.gov/lean/leanreport.pdf [Accessed 24/10/2007] EPA (2006). Lean and Environment Toolkit Version 1.0. http://www.epa.gov/lean/toolkit/lean_environment_toolkit2.pdf [Accessed 24/10/2007]

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