OCTOBER 19-20, 2012 - YMCA University of Science & Technology

Proceedings of the National Conference on
Trends and Advances in Mechanical Engineering,
YMCA University of Science & Technology, Faridabad, Haryana, Oct 19-20, 2012
Lean Manufacturing Implementations:
In general, the success of implementation of any particular management practice frequently depends upon
organizational characteristics, and not all organization can or should implement the same set of practice. It describes
three organizational context characteristics-unionization, plant age and plant size that may influence the
implementation of manufacturing practices. A limited number of empirical studies suggest that implementation or
adoption of a manufacturing practice is contingent upon specific organizational characteristic [Shah and Ward, (2003)].
Lean Manufacturing (Womack and Jones, 1996; Womack et al., 1990) is an integrated system of multiple
management practices, including just in time, quality controls, work teams, cellular manufacturing, supplier
management (Shah and Ward, 2002) and the Value Stream Map (Rother and Shook, 1999).The success of
implementing Lean Manufacturing tools may depend on contextual issues as unionization and firm size. Based on a
sample of 1748 Lean Implementations in USA, Shah and Ward (2003) found that unionized plants are less likely to
implement Lean practices as cellular manufacturing, cross-functional work-force, cycle time reduction, maintenance
optimization, process capability measurements, and self-directed work teams. In the other hand, the researchers also
identified that large plants are likely to implement twenty Lean practices more extensively compared to small plants.
Lean Manufacturing was created in the automobile sector. The manufacturing type is also an important driver for
Lean adoption. Implementations of Lean Manufacturing have been less frequent in the process sector, due to the
perception that the Lean techniques may not be applicable in process manufacturing. Abdulmalek and Rajgopal
(2007) found that, in the steel industry the cellular manufacturing is probably not applicable, while setup reduction,
just-in-time, production leveling and total productive maintenance are partially adapted for process manufactures.
Moreover, 5S, value stream mapping, and visual systems are universally applicable.
Another relevant factor influencing Lean Manufacturing deployments is the mix of Lean techniques that are
implemented. A recent empirical research by Shah and Ward (2007) concluded that it is the complementary and
synergistic effects of ten different inter-related elements of Lean Manufacturing that provides its ability to obtain
multiple performance goals. This research identified that the main elements of sound Lean Manufacturing
implementations are: supplier feedback, JIT delivery by suppliers, supplier development, customer involvement,
pull, continuous flow, set up time reduction, total productive/preventive maintenance, statistical process control and
employee involvement
Conclusion:
Lean manufacturing is discussed in detail including its principles, tools and technique, benefits to any industry and
its scope. After going through all the facets of lean manufacturing in this paper, it has been concluded that lean
manufacturing is a versatile strategy for identification and elimination of various types of industrial waste. It focuses
on productivity improvement by reducing all types of non-value added activities. Further, after going through all the
benefits of lean, it is understood that there is lot of scope for lean implementation in Indian industry.
References:
Abdulmalek FA, Rajgopal J (2007) analyzing the benefits of lean manufacturing and value stream mapping via
simulation: a process sector case study. Int J Prod Econ 107(1):223–236 doi:10.1016/j.ijpe.2006.09.009
B, Singh and S.K, Sharma, “Value stream mapping a versatile tool for lean implementation: an Indian case study of a
manufacturing industry”, Journal of Measuring Business Excellence, Vol 13 No. 3, pp. 58-68, 2009.
B, Singh, S K, Garg, and S.K, Sharma, “Lean can be a survival strategy during recessionary times”, International
Journal of Productivity and Performance Measurement, Vol. 58 No. 8, pp. 803-808, 2009.
B, Singh, S K, Garg, and S.K, Sharma, “Development of leanness index to measure leanness: a Case of an Indian
auto component industry”, Journal of Measuring Business Excellence, Vol. 14 No. 2. Pp 46-53, 2010.
J.P Womack, D.T., Jones and D Roos, “The Machine That Changed The World: The Story of Lean Production”
(Harper Collins Publishers, New York, USA), 1990.
J.P Womack, D.T., Jones, “Lean Thinking: Banish Waste and Create Wealth in Your Corporation (Simon &
Schustes”, New York, USA), 1996.
Kotter, J. P. (1996). Leading Change. New York: Harvard Business School Press. 187.
Rother M, Shook J (1999) learning to see: value stream mapping to add value and eliminate MUDA. The Lean
Enterprise Institute, Brookline, MA
799