Int. J. Enterprise Network Management, Vol. 9, No.

2, 2018 129

Analysis of lean manufacturing in an automobile

industry – a case study

S. Mahendran*
Department of Mechanical Engineering,
University College of Engineering,
College of Anna University Chennai,
Pattukkottai – 614 701, Tamilnadu, India
Email: mahendran200@gmail.com
*Corresponding author

A. Senthilkumar
Department of Mechanical Engineering,
University College of Engineering,
College of Anna University Chennai,
Panruti, Tamilnadu, India
Email: drasenthil@gmail.com

R. Jeyapaul
Department of Production Engineering,
National Institute of Technology,
Trichirappalli, Tamilnadu, India
Email: jeyapaul@nitt.edu

Abstract: The automobile industries are more competitive and customer

demand is volatile. The customers are willing to buy the product at low cost
with high quality. So common principle is created to reduce the wastage and
increase the efficiency of the industry. Lean manufacturing is the best principle
to adopt the manufacturing industry. The main aim of this project is reduce the
wastage, cost and increase the productivity of the industry. Using lean tools just
in time (JIT), kanban, value stream mapping (current and future state) and man
machine chart (current and future) for reduce wastage and cost. In current state
value stream map, the waste area is identified. Finally, non-value added time is
reduced to 28.7%. The value added time is reduced to 27.84%. The percentage
value addition is increased from 3.25% to 3.29%, the total inventory is reduced
to 25.07% and man machine ratio is improved as 1.52: 1.26.

Keywords: value stream mapping; man machine chart; 5S; just in time; JIT;
value addition; value added time; non-value added time; man machine ration;
kanban; automobile industry.

Reference to this paper should be made as follows: Mahendran, S.,

Senthilkumar, A. and Jeyapaul, R. (2018) ‘Analysis of lean manufacturing in
an automobile industry – a case study’, Int. J. Enterprise Network
Management, Vol. 9, No. 2, pp.129–142.

Copyright © 2018 Inderscience Enterprises Ltd.

130 S. Mahendran et al.

Biographical notes: S. Mahendran finished his BE in Mechanical Engineering

and ME in Manufacturing Engineering at the Alagappa Chettiar Government
Engineering College, Karaikudi, Tamilnadu, India under Anna University
Chennai. He finished his PhD in the field of Lean Manufacturing at the Anna
University Chennai. Presently, he is working as an Assistant Professor at the
Anna University College of Engineering, Pattukkottai, Tamilnadu, India. He
has published more than 20 international and national reputed journals.

A. Senthilkumar finished his PhD in Supply Chain Management at the National

Institute of Technology, Trichirappalli, Tamilnadu, India. Currently, he is
working as an Assistant Professor and the Dean at the Anna University
College of Engineering, Panruti, Tamilnadu, India. He has published more than
40 international and national reputed journals.

R. Jeyapaul finished his PhD at the Anna University Chennai. He is currently

working as an Associate Professor at the National Institute of Technology,
Trichirappalli, Tamilnadu, India. He has published more than 100 international
and national reputed journals.

This paper is a revised and expanded version of a paper entitled ‘Analysis of

lean manufacturing in an automobile industry – a case study’ presented at
International Conference on Technological Advancement in Material and
Manufacturing for Industrial Environment-2016, KPR Institute of Engineering
and Technology, Coimbatore, 4–5 March 2016.

1 Introduction

After the World War II, the manufacturers of Japan are lowest man power, less amount of
material, less ordering time, the new concept is required to manage the productivity of the
industry. At that time, lean concept was first used in Toyota manufacturing system,
Japan, in the year of 1940s. A study was made in Massachusetts institute of technology of
the movement from mass production to lean production (Womack et al., 1990). The
design changes made in conveyor line layout and kanban is made, reduces the waste,
excessive transportation and idle times applicable to every production and layout designs.
(Álvarez et al., 2009). The lean manufacturing with just in time (JIT) principle is used to
reduce the wastage and cost. The sequence of lean manufacturing implementation in a
company and JIT with suppliers is to get the maximum levels of punctuality (Romano
et al., 2010). The cell manufacturing is identified then group of products produced in a
same way. Depending on individual parts operation sequence and processing, material
handling time, the original layout cell is designed to reduce the waiting time and slack
time (non-value added time) (Pattanaik and Sharma, 2009). Lean Six Sigma is used to
reduce the wastage and cost of the industry. The wastes are classified in to three groups:
CVA, OVA and NVA. The major percentage of cycle time is reduced nearly 54% is
achieved and non-value added time is reduced (Ismail et al., 2014). The cellular
manufacturing system is machines are grouped into cells, where each cell is formed for
particular family and main aim is improve the cell independence. The cellular
manufacturing system is used to reduce the material handling, work in process, setup
time, lead time and improve the value addition time and productivity (Pattanaik and
Sharma, 2009). The lean manufacturing principle is applied in textile industry. Textile
 Analysis of lean manufacturing in an automobile industry 131

industries main aim is reduce the wastage and cost and increase the productivity and
value addition percentage. The different lean tools used in various companies surveyed
and tabled. Lean manufacturing has not been applied only in high level industries,
applicable in all level industries (Hodge et al., 2011). The lean manufacturing is applied
in small and medium levelled production companies. The various lean tools are applied in
various companies, company A, company B, company C, company D. The smed tool is
best suitable for company A and 5S tool is applicable in company B, Kaizen is applicable
in company C and best suited and these results are compared (Panizzolo et al., 2012). The
lean Six Sigma tools are used to contrast the difference between batch manufacturing and
lean manufacturing. The batch manufacturing are transferred in to lean manufacturing
and reduce the setup time, increase the productivity and less space required for
manufacturing (Brown et al., 2015). The lean manufacturing principle is applied in 32%
of the companies and 68% of the companies have not yet taken the lean thinking. The
small and medium level companies are anxiety about changing mindset of workers,
lagging of awareness about lean principle, time and cost involved in implementation of
lean (Eswaramoorthi et al., 2011). The lean sigma and Six Sigma are the two lean tools
combined working for selecting of good switches and cause and effect diagram is used to
calculate the reason for failures. The overall equipment effectiveness is calculated. The
implementation of lean sigma concept is not only good operation in industry but also give
savings to the industry (Vinodh et al., 2014). The lean manufacturing principle is applied
in manufacturing company, then value stream mapping and man machine chart is used to
indicate the current status. The waste area is identified and using lean tools improve the
value stream mapping and man machine utilisation (Jeyaraj et al., 2013). The roofing tile
manufacturing company is another lean manufacturing company and waste area is
identified. The wasted areas operator motion, lost resources, overproduction, inventory,
idle time, quality issues and transportation are identified. The cause and effect diagram
and five whys method is used to calculate the reason for wastage and improve them
(Rahman and Karim, 2013). The lean sigma tools applied in an automotive
manufacturing company using DMAIC approach. There are three phases define, measure,
analyse phase and calculate the wastage. The cause and effect diagram is used to
calculate the reason for failure. The availability and OEE is calculated, then overall lead
time, setup time and non-value added time is reduced (Rahman and Karim, 2013). The
value stream mapping tool is used conventionally, now analytical hierarchy
process-preemptive goal programming has been proposed. This framework not only used
to select the VSM tool, also used to reduce the wastage and increase the productivity of
the industry (Vinodh et al., 2011). The material handling operations are studied in a
manufacturing company. The manual handling methods are identified and possibilities to
modify the automatic method. The material handling system is fully automated and
monitored by control system (Green et al., 2010). The lean tools JIT, kanban, Kaizen,
value stream mapping are used in a manufacturing company. The structural modelling
equation (SME) is used to cross-verify the values within the range. The results indicate
that JIT and automation have the strongest effect and Kaizen, TPM, VSM are the lesser
effect (Belekoukias et al., 2014). The lean manufacturing industries are more productivity
if the wastages are reduced. The Kaizen is an advanced technique, design changes are
used to improve the industries efficiency (Modarress et al., 2005). Lean manufacturing
techniques promote improved flexibility, enhanced reliability and substantial cost
reductions (Rajendhirakumar et al., 2012). The kanban system works effectively in
132 S. Mahendran et al.

multinational organisations, the study suggest that top management, commitment,

inventory management and quality improvement (Rahman et al., 2013). The kanban
system is applied in small manufacturing company in Malaysia, reduce the lead time,
minimise inventory on floor and optimise storage area (Naufal et al., 2012). The various
5S methodologies stage action is management team action, test laboratory selection,
guide designation, implementation of team establishment, implement the planning,
launch meeting, 5S board establishment, implementation development and continuous
improvement are implemented. The 5S methodology applicable in university
organisations and it becomes like industries. Clean workplaces, well organised and visual
indication of risks are a safe workplace (Jimenez et al., 2015). The kanban-based JIT
environment for single stage single product kanban controlled production line is
developed. The queuing synchronising mechanisms have simulated the interaction of the
different system parameters (Al-Tahat and Mukattash, 2006). The lean implementation in
one third of the industry is failure due to lack of management and less awareness. The
lean practice bundle is prepared and executed. The framework is developed for
sustainable lean implementation using interpretive lean manufacturing (Jadhav et al.,
2015). The lean manufacturing with operational performance is explained, the survey
made at 266 plants in nine countries. The results say that JIT and TQM have direct and
positive effect and HRM has mediating effect (Pont et al., 2008). The various factors
influencing the lean implementation, four case studies made in a manufacturing company
and seven factors affect the implementation of lean practices. The seven factors are the
reason for adopting LP, the experience of the company with LP, the need for involvement
of supporting areas in LP practices, the interdependence of some practices, the variety of
models produced by cell, the synergy between LP and MC, the size of equipment. The
results say that presence and impact factors on it (Marodin et al., 2015). The MRP and
JIT systems are combined to reduce the wastage and increase the profit of the industry.
The material requirement planning is a push method and JIT is a pull method,
combination of these tools used to reduce the wastage (Shin, 1998). The JIT is important
tools which affect the financial status of the industry. If the inventory is more the storage
cost is high and vice versa (Fullerton et al., 2003). A mining industry is taken as case
study; the total productive maintenance is implemented. The wastes caused by repair time
extension, this organisation of work, machines unavailability, shortage cost and excess
inventories are implemented. The total inventory is implemented to reduce the wastage
and cost (Chlebus et al., 2012). The lean production system with production flow analysis
are analysed for improvement of man, machine and material and reduce the wastage.
D45T machine consists of eight operator machines, automatic handling system is
followed (Rahani and Al-Ashraf, 2012). The lean conceptual model is developed and
designed in two levels and most common tools or techniques and their usefulness have
been investigated. The conceptual model is developed for leanness measurement in future
work (Natasya et al., 2013).
In this article, the case study is made in Rane engine valves private limited,
Viralimalai, Trichirappalli. The cycle time, processing time, lead time, no of machines
operating per shift, no of workers and all datas are observed. Using these datas, the value
stream mapping diagram is drawn. The total value added times, non-value added time,
lead time are calculated. The main scope of the project is to reduce the non-value added
time, value added time, lead time and no of workers and increase the percentage value
addition, overall efficiency of the industry.
 Analysis of lean manufacturing in an automobile industry 133

From current state value stream mapping, the non-value added time is noted as
794 min, value added time is noted as 1,602 sec, the total inventory is noted as 1,268. The
no. of workers are 52. The main aim of this article is reduce the non-value added time,
value added time, total inventory, no. of workers.

2 Research gap

From literature survey, the lean manufacturing widely used in many industries all over
the world. Many researchers used lean tools such as 5S, JIT, kanban, Kaizen, value
stream mapping to reduce the wastage and cost. Lean manufacturing principle with value
stream mapping is commonly used. But few researchers are used value stream mapping
with man machine chart. In this article, combined value stream mapping and man
machine chart used to reduce the wastage, cost and increase the productivity of the
industry. The cycle time, processing time, value added time and non-value added time are
noted and current state value stream mapping is drawn. The man machine chart is created
for grinding and lathe operations. These works are combined and reduce the idle time of
the manufacturing line. This combined man machine chart and value stream mapping
diagram validates the increased percentage of value addition, overall efficiency of the
industry, reduced idle time.

3 Methodology

The literature survey is made from various lean manufacturing journal papers. The
automotive industry is identified as Rane engine valves private limited located in
Tiruchirappalli, Tamilnadu, India. The manufacturing line 2 is selected and draws the
current position of the value stream mapping.
There are four members team walk around the industry, there are various machining
processes are rough centreless grinding, groove grinding, facing and turning (turret lathe,
centre lathe), drilling, slotting, undercutting and autocleaning are the various machining
processes. From above sequence of machining processes, the cycle time, processing time,
tool changeover time, no of shifts, no of operators, available time are noted.
The lean manufacturing tools JIT and man machine chart are used to reduce the
non-value added time and value added time. Now draw the future state of new value
stream mapping with improved performance. Man machine chart of uncombined working
and combined working of grinding and lathe machine is made. The results and
discussions are made. The results are compared, before and after implementation of lean.

4 Automotive industry – case study

A case study is made in automotive industry at Rane engine valves private limited located
in trichirappalli, tamilnadu, India. The industries annual turnover is 27 billion Indian
rupees. The industry has many plants in various cities at Chennai, Hyderabad,
Tiruchirappalli and Bangalore. In Tiruchirappalli there are two plants, valve
manufacturing and steering plant. There are various departments in automotive
134 S. Mahendran et al.

industry-design department, manufacturing department, production and planning

department, quality inspection department, dispatching and purchasing department. The
various manufacturing line produce the valves in various processes. The manufacturing
line 3 is identified for implement the lean principle. The various machining process
sequences are noted.

5 Value stream mapping (current state)

Value stream mapping is a paper and pencil method and draw the one page picture of all
activities in current status. The rough centreless machining, groove grinding, turret lathe,
centre lathe, drilling, slotting, undercut and autocleaning are the various machining
process sequences. The team with four members walk around the industry and observe
the machining processes to note down the datas. There are two shifts per day, working
time is 16 hours per day. There are 20 min lunch and 10 min break. Total available time
per day (2 shifts) is (960 min–60 min), 900 minute. In Figure 1, the changeover time is
noted using single minute exchange of dies. There are various rectangular boxes noted
cycle time, changeover time, available time, uptime and no of shits are noted. The
inventory detail is noted in triangular box. The initial inventory is noted as 1,900 and the
final inventory is noted as 1,100. The various inventories are noted in between the
processes. The non-value added time is noted for each machine processes. The total
non-value added time is noted as 566 minute. The total value added time is noted as
1,156 sec. The total inventory is noted, except initial and final inventory is 950.

6 Lean tools

The JIT is the main tool used in lean manufacturing to reduce the wastage. JIT means
whenever the material requires then only supplied. There is no inventory. There are right
materials at a right place at a right time. The inventory storage is reduced then cost is also
reduced. There is a pull production method not push production. The raw material supply
is reduced from 1,900 to 1,010 and an each process the inventory supply is reduced. The
final inventory is reduced from 1,100 to 640. The design changes are made in grinding
wheels. The grinding wheels are sharpened and thickness is reduced. The diameter of the
wheel is increased from 32 cm to 38 cm. The speed of the wheel is reduced from 140 rpm
to 115 rpm. The cycle time of the rough grinding machine is reduced from 212 sec to
142 sec and groove grinding machine is 246 sec to 142 sec. Turret lathe and centre lathe
is designed , the four jaw self independent chuck is replaced by three jaw self centring
chuck. So initial setting of workpiece time is reduced. The speed of the motor is
gradually increased from 175 rpm to 210 rpm. So the cycle time and set up time of the
machining process in lathe is decreased. In drilling machine, the drill bit is designed to
compact size for quick material removal slotting machine, the slotting tool is sharpened
to rectify the slotting process takes more time. Undercut process is made by curved tool.
The curvature of the tool is improved.
 Analysis of lean manufacturing in an automobile industry 135

Figure 1 Value stream mapping (current state map)

136 S. Mahendran et al.

7 Methodology
LITERATURE SURVEY ON LEAN MANUFACTURING

IDENTIFY AN AUTOMOTIVE INDUSTRY – A CASE STUDY

DRAW VALUE STREAM MAP – CURRENT STATE MAP

IMPLEMENTATION OF LEAN MANUFACTURING TOOLS

DRAW VALUE STREAM MAP-FUTURE STATE MAP

DRAW MAN MACHINE CHART – CURRENT AND FUTURE STATE

RESULTS AND DISCUSSION

COMPARISION OF RESULTS BEFORE AND AFTER LEAN

CONCLUSION

8 Results and discussions

8.1 Value stream mapping (future state)

In Figure 2, this map indicates the improved status of the sequential process. The cycle
time, changeover time is reduced. The uptime is calculated by the difference between
available time and changeover time divided by available time. The uptime percentage is
increased gradually. The total non-value added time is decreased from 794 min to
566 min. The value added time is decreased from 1,602 sec to 1,156 sec. The total
inventory is reduced from 1268 to 950. The percentage value addition increased from
3.25% to 3.29%.
 Analysis of lean manufacturing in an automobile industry 137

Figure 2 Value stream mapping (future state map)

138 S. Mahendran et al.

8.2 Man machine chart

In Table 1, current state map, it consists of three type of workers and three type of
machines. w1, w2, w3 are three type of workers and grinding1, grinding2, lathe are the
three type of machines. There are two shifts per day, totally 16 hours per day. There are
uncombined works of grinding and lathe machines. In this current state map, w1 + w2 =
16 hours working. The w3 involves 8 hours working. In future state map, the combined
working of w1 + w2 + w3 for grinding and lathe machines are made.
Table 1 Man machine chart (current state)

Hr Time(min) Worker 1 Worker 2 Grinding 1 Grinding 2 Worker 3 Lathe

1 30 Working W1 Working W3
60 Working W2
2 30 Working W1 Working W3
60 Working W2
3 30 Working W1 Working W3
60 Working W2
4 30 Working W1 Working W3
60 Working W2
5 30 Working W1 Working W3
60 Working W2
6 30 Working W1 Working W3
60 Working W2
7 30 Working W1 Working W3
60 Working W2
8 30 Working W1 Working W3
60 Working W2
9 30 Working W1 Working W3
60 Working W2
10 30 Working W1 Working W3
60 Working W2
11 30 Working W1 Working W3
60 Working W2
12 30 Working W1 Working W3
60 Working W2
13 30 Working W1 Working W3
60 Working W2
14 30 Working W1 Working W3
60 Working W2
15 30 Working W1 Working W3
60 Working W2
16 30 Working W1 Working W3
60 Working W2
 Analysis of lean manufacturing in an automobile industry 139

In Table 1, current state, the worker (w1 + w2) working 16 hours and idle time is 16
hours. The worker 3 involves 8 hours working and 8 hours idle time. In machine wise,
grinding1 + grinding2 working 16 hours, idle time is 16 hours. Lathe machine, working
hours are 8 hours, idle time are 8 hours.
Table 2 Man machine chart (future state)

Hr Time(min) Worker 1 Worker 2 Worker 3 Grinding 1 Grinding 2 Lathe 3

1 30 Working Working W1 W3
60 Working W2 W1
2 30 Working Working W1 W3
60 Working W2 W1
3 30 Working Working W1 W2
60 Working W2 W3
4 30 Working Working W1 W2
60 Working W2 W3
5 30 Working Working W1 W2
60 Working W2 W3
6 30 Working Working W1 W2
60 Working W2 W3
7 30 Working Working W1 W3
60 Working W2
8 30 Working Working W1 W3
60 Working W2
9 30 Working Working W1 W3
60 Working W2
10 30 Working Working W1 W1
60 Working W2 W3
11 30 Working Working W1
60 Working W2 W2
30 Working Working W1
12 60 Working W2 W3
13 30 Working Working W1
60 Working W2 W2
14 30 Working Working W1 W3
60 Working W2 W2
15 30 Working Working W1 W3
60 Working W2 W2
16 30 Working Working W1 W3
60 Working W2
140 S. Mahendran et al.

In Table 2, future state, the worker working (w1 + w2 +w3) 24 hours and idle time is
24 hours. Machine wise, grinding1 + grinding2 + lathe are combined working of 29 hours
and idle time is 19 hours. So working hours of combined grinding and lathe machines are
increased from 24 hours to 29 hours, idle time is reduced to 24 hours to 19 hours.

9 Conclusions

From above results, the lean manufacturing is successfully implemented in Rane engine
valves limited, Trichirappalli, Tamilnadu, India. The non-value added time is reduced
from 794 min to 566 min, 28.71% improved. The value added time is reduced from
1,602 sec to 1,156 sec, 27.84% improved. The total inventory is reduced from 1,268 to
950, as 25.07%. The percentage value addition is increased from 3.25% to 3.29%. The
man machine chart improves the man machine ratio 1.52:1.26. The workers are reduced
from 52 to 26. The overall productivity of the industry is improved. From man machine
chart, the combined working of grinding and lathe machines, the working time increased
from 24 hours to 29 hours. The idle time is reduced from 24 hours to 19 hours. The
overall efficiency of the industry is improved.
The limitations of the study are some companies not apply the lean method. If the
lean method is not applied, the value stream mapping and man machine chart method are
not applicable. The value stream mapping is a conventional method and the results are
applicable only for manufacturing and automotive industry. The output produced in the
industry is average then lean concept is applicable. If the production is dull, the value
stream map method is not suitable.
The future research is lean manufacturing principle is applied in all lines (A to M)
and comparative study is made between all lines. The supply chain principle is added to
lean concept. These supply chain covers the customer order, purchasing, working and
delivery to the end customer. This supply chain concept is used to improve overall
efficiency of the industry.

References
Al-Tahat, M.D. and Mukattash, A.M. (2006) ‘Design and analysis of production control scheme for
kanban based JIT environment,’ Journal of the Franklin Institute, Vol. 343, Nos. 4–5,
pp.521–531.
Álvarez, R., Calvo, R., Peña, M.M. and Domingo, R. (2009) ‘Redesigning an assembly line
through lean manufacturing tools’, International Journal of Advanced Manufacturing
Technology, Vol. 43, No. 1, pp.949–958.
Belekoukias, I., Garza-Reyes, J.A. and Vikas Kumar, T. (2014) ‘Impact of lean methods and tools
the operational performance of manufacturing organizations’, International Journal of
Production Research, Vol. 52, No. 18, pp.5346–5366.
Brown, C.B., Collins, T.R. and McCombs, E.L. (2015) ‘Transformation from batch to lean
manufacturing – the performance issues, Engineering Management Journal, pp.476–488.
Chlebus, E., Helman, J. and Olejarc, R.M. (2012) ‘A new approach on implementing TPM in
amine – a case study’, ACME-327.
Das, B., Venkatadri, U. and Pandey, P. (2014) ‘Applying lean manufacturing system to improving
productivity of air conditioning coil manufacturing’, International Journal of Advanced
Manufacturing Technology, Vol. 71, Nos. 1–4, pp.307–323.
 Analysis of lean manufacturing in an automobile industry 141

Eswaramoorthi, M., Kathiresan, G.R., Prasad, P.S.S. and Mohanram, P.V. (2011) ‘A survey on lean
practices in Indian machine tool industries’, International Journal of Advanced Manufacturing
Technology, Vol. 52, Nos. 9–12, pp.1091–1101.
Fullerton, R.R., McWatters, C.S. and Fawson, C. (2003) ‘An examination of the relationships
between JIT and financial performance’, Journal of Operations Management, Vol. 21, No. 4,
pp.383–404.
Green, J.C., Lee, J. and Kozman, T.A. (2010) ‘Managing lean manufacturing in material handling
operations’, International Journal of Production Research, Vol. 48, No. 10, pp.2975–2993.
Hodge, G.L., Ross, K.G., Joines, J.A. and Thoney, K. (2011) ‘Adapting lean manufacturing
principles to the textile industry’, Production Planning and Control, Vol. 22, No. 3,
pp.237–247.
Ismail, A., Ghani, J.A., Ab Rahman, M.N., Deros, M.B. and CheHaron, C.H. (2014) ‘Application
of lean six sigma tools for cycle time reduction in manufacturing-case study in
biopharmaceutical industry’, Arabian Journal of Science and Engineering, Vol. 39, No. 2,
pp.1449–1463.
Jadhav, J.R., Mantha, S.S. and Rane, S.B. (2014) ‘Development of framework for sustainable lean
implementation – an ISM approach’, Journal of Industrial Engineering Institute, Vol. 10,
No. 3, pp.66–72.
Jeyaraj, K.L., Muralidharan, C., Mahalingam, R. and Deshmukh, S.G. (2013) ‘Applying value
stream mapping technique for production improvement in a manufacturing company – a case
study’, Journal of Institute of. Engineering India Service-C, Vol. 94, No. 1, pp.43–52.
Jimenez, M., Romero, L., Dominguez, M. and del mar Espinosa, M. (2015), ‘5s methodology
implementation in the laboratories of an industrial engineering university school’, Journal of
Safety Science, Vol. 78, No. 1, pp.163–172.
Marodin, G.A., Saurin, T.A., Tortorella, G.L. and Denicol, J. (2015), ‘How context factors
influence lean production practices in manufacturing cells’, International Journal of Advanced
Manufacturing Technology, Vol. 79, No. 5, pp.1389–1399.
Modarress, B., Ansari, A. and Lockwood, D.L. (2005) ‘Kaizen costing for lean manufacturing – a
case study’, International Journal of Production Research, Vol. 43, No. 9, pp.1751–1760.
Natasya, A., Wahab, A., Mukhtar, M. and Sulaiman, R. (2013) ‘A conceptual model of lean
manufacturing dimensions’, Procedia Technology, The 4th International Conference on
Electrical Engineering and Informatics (ICEEI), Vol. 11, pp.1292–1298.
Naufal, A., Jaffar, A., Yusoff, N. and Hayati, N. (2012) ‘Development of kanban system at local
manufacturing company in Malaysia – case study’, International Symposium on Robotics and
Intelligent Sensors, Procedia Engineering, Vol. 41, No. 1, pp.1721–1726.
Panizzolo, R., Garengo, P., Sharma, M.K. and Gore, A. (2012) ‘Lean manufacturing in developing
countries: evidence from Indian SMEs’, Production Planning and Control, Vol. 23,
Nos. 10–11, pp.769–788.
Pattanaik, L.N. and Sharma, B.P. (2009) ‘Implementing lean manufacturing with cellular layout: a
case study’, International Journal of Advanced Manufacturing Technology, Vol. 42, Nos. 7–8,
pp.772–779.
Pont, D., furlan, A. and Vinelli, A. (2008) ‘Interrelationships among lean bundles and their effects
on operational performance’, Operational Management Resource, Vol. 1, No. 2, pp.150–158.
Rahani, A.R. and Al-Ashraf, M. (2012) ‘A lean manufacturing process case study’, Procedia
Engineering, International Symposium on Robotics and Intelligent Sensors, Vol. 41, No. 1,
pp.1727–1734.
Rahman, A. and Karim, A. (2013) ‘Application of lean production to reducing operational waste in
a tile manufacturing process’, International Journal of Management Science and Engineering
Management, Vol. 8, No. 2, pp.126–134.
Rahman, A., Sharif, S.M. and Esa, M.M (2013) ‘Lean manufacturing case study with kanban
system implementation’, International Conference on Economics and Business Research,
Azian Procedia Economics and Finance, Vol. 7, No. 1, pp.174–180.
142 S. Mahendran et al.

Rajendhirakumar, D., Sridhar, R., Savio, D.A., Prakash, S.J.C. and Srinath, N. (2012) ‘Lean
manufacturing – a study of application in a customery atmosphere’, International Journal of
Lean Thinking, Vol. 3, No. 1, pp.224–236.
Romano, P., Danese, P., Bortolotti, T., Vallespir, B. and Alix, T. (2010) ‘The moderating role of
JIT links with suppliers on the relationship between lean manufacturing and operational
performances’, APMS 2009, IFIP AICT 338, pp.89–96.
Shin, H. (1998) ‘Manufacturing planning and control, the evolution of MRP and JIT integration’,
European Journal of Operational Research, Vol. 110, No. 3, pp.411–440.
Vinodh, S., Gautham, S.G. and Anesh Ramiya, R. (2011) ‘Implementing lean sigma framework in
an Indian automotive valves manufacturing organisation: a case study’, Production Planning
and Control, Vol. 22, No. 7, pp.708–722.
Vinodh, S., Vasanth Kumar, S. and Vimal, K.E.K. (2014) ‘Implementing lean sigma in an Indian
rotary switches manufacturing organization’, Production Planning and Control, Vol. 25,
No. 4, pp.288–302.
Womack, J.P., Jones, D.T. and Ross, D. (1990) The Machine that Changed that World,
pp.545–567, Rawson Associates, New York.