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Tyre Industry - Case Study
Tyre Industry - Case Study
Lean Enterprise MOST Way in Tyre Manufacturing Industry A Case Study on Process Improvement, Facility Layout Planning and Work Force Productivity Improvement
Lean Enterprise MOST Way in Tyre Manufacturing Industry A Case Study on Process Improvement, Facility Layout Planning and Work Force Productivity
2010
Lean Enterprise MOST Way in Tyre Manufacturing Industry A Case Study on Process Improvement, Facility Layout Planning and Work Force Productivity
2010
Lean Enterprise MOST Way in Tyre Manufacturing Industry A Case Study on Process Improvement, Facility Layout Planning and Work Force Productivity
2010
Features of MOST
Reduced analysis time with little impact on accuracy Is accurate Generates consistent results Encourages method improvement Can be used in a wide variety of industries Is easy to learn and use Can obtain timings in advance Globally Accepted and Recognized by Unions
Lean Enterprise MOST Way in Tyre Manufacturing Industry A Case Study on Process Improvement, Facility Layout Planning and Work Force Productivity
2010
Lean Enterprise MOST Way in Tyre Manufacturing Industry A Case Study on Process Improvement, Facility Layout Planning and Work Force Productivity
2010
Record and Measure Activities Filter NVA (Non Value Added) and get Lean Work Content Reduce your delivery times and costs Communication : Actual Effective Working Time and Losses are communicated Increase participation from all employees Target for only Value-Added activities that customers are willing to pay for
Where can be LeMW useful?
1. 2. 3. 4. 5.
From Order to Dispatch Managerial, Office, Clerical and Shop Floor Any Manufacturing facility Process/Chemical/Pharmaceutical Industries Service Industries, Hospital, Banks, Retail, Ware Houses and Supply Chain
Lean Manufacturing is an operational strategy oriented toward achieving the shortest possible cycle time by eliminating waste. It is derived from the Toyota Production System and its key thrust is to increase the value-added work by eliminating waste and reducing incidental work. The technique often decreases the time between a customer order and shipment, and it is
UMAS Pvt. Ltd.
Lean Enterprise MOST Way in Tyre Manufacturing Industry A Case Study on Process Improvement, Facility Layout Planning and Work Force Productivity
2010
designed to radically improve profitability, customer satisfaction, throughput time, and employee
morale. The benefits generally are lower costs, higher quality, and shorter lead times. Using LEMW, UMAS consultants, use unique approach called as MORAL Cycle, which comprises of Mapping, Observation, Recording, Analyze and Lean.
Lean Enterprise MOST Way in Tyre Manufacturing Industry A Case Study on Process Improvement, Facility Layout Planning and Work Force Productivity Productivity
2010
Mixing
Extrusion
4 Roll Calendaring
Bias Cutting
Bead Winding
3 Role Calendaring
Band Building
Poking, Dusting
Curing
Scope:
Process Mapping & Observation of Production Run time activities performed by the direct and indirect associates on the equipment installed in various processes processes. Capacity(Load) analysis on all production activities from mixing to final inspection Layout Preparation as per industrial Engineering principles for the upcoming facilit facility.
Lean Enterprise MOST Way in Tyre Manufacturing Industry A Case Study on Process Improvement, Facility Layout Planning and Work Force Productivity
2010
Approach:
Identified families of master product routings which covered almost all the varities produced in the plant. Process Mapping of all the activities for each of the product routings Work Measurement using Maynard Operation Sequence Technique for all the activities Identification of Non-Value adding activities and suggestions on eliminating them Reduction in Non-Value adding activities on the bottleneck and critical processes, to enhance capacity of the plant Creation of Master Routings along with Cycle Time and Content of Work for each process in the routing Capacity (LOAD) analysis of the plant Identification of critical work centers as per the demand on different product routings Multi-Machine balancing and Manpower Calculation Considering all the positional constraints and forced constraints, balance all the process operations for the given demand Deployment of balanced manpower as per the BALANCING PLAN
Lean Enterprise MOST Way in Tyre Manufacturing Industry A Case Study on Process Improvement, Facility Layout Planning and Work Force Productivity
2010
Project Findings
Potential for labor productivity improvement 55% Significant potential for reduction in batch size and manufacturing through put time Many process changes which can be done at very low cost to reduce FATIGUE and WORK CONTENT in non-value adding activities Excessive back tracking of material on the layout No synchronized flow of material
Sr. No. 1 2 3 4 5 6 7 8 9 10
Area Mixing Extrusion 4 Roll Calendaring Bias Cutting 3 Roll Calendaring Band Building Bead GREEN TYRE ASSEMBLY Curing Final Inspection Total
Basic Manpower as per CW 13.54 3.83 3.2 21.47 2.5 22.78 14.62 57.15 5.13 21.98
Proposed Manpower 33 18 11 28 9 32 23 68 23 26
422
166.20
101.92
271
Scope for Labor Productivity Improvement 55% CW Content of Work LCW Lean Content of Work
Lean Enterprise MOST Way in Tyre Manufacturing Industry A Case Study on Process Improvement, Facility Layout Planning and Work Force Productivity
2010
CHAPTER 6 References
(1) - MOST Work Measurement Systems, 3rd Edition, 2008 Kjell B. Zandin
Lean Enterprise MOST Way in Tyre Manufacturing Industry A Case Study on Process Improvement, Facility Layout Planning and Work Force Productivity
2010
Amol Mate Director Business Development Email: amolmate.umas@gmail.com Mobile Number: + 91-9766338082