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S Vinodh - One of the best experts on this subject based on the ideXlab platform.
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deploying lean six sigma framework in an automotive component Manufacturing Organization
International Journal of Lean Six Sigma, 2016Co-Authors: Vikas Swarnakar, S VinodhAbstract:Purpose This paper aims to deploy Lean Six Sigma (LSS) framework to facilitate defect reduction and enhance bottom line results of an automotive component Manufacturing Organization. Design/methodology/approach LSS is a business process improvement strategy widely used in the Manufacturing field for enhancing Manufacturing Organization performance. The integration of Lean and Six Sigma will enable the attainment of defects reduction by eliminating non-value-adding activities from production line. LSS framework has been developed with the integration of define–measure–analysis–improve–control (DMAIC) tools and techniques. Findings The finding of this study is that the LSS framework has been successfully implemented in automotive component Manufacturing Organization, and non-value-adding activities and defects from assembly line have been reduced. The proposed LSS framework applies lean tools within Six Sigma DMAIC approach to facilitate waste elimination and defect reduction. The developed framework with linkage of DMAIC tools and techniques reduces defects and non-value-adding activities with enhanced bottom line results. The implementation of proposed LSS framework shows effective improvement in key metrics. Research limitations/implications The developed framework has been test implemented in an automotive component Manufacturing Organization. In future, more number of studies could be conducted. Further, advanced lean tools and techniques could be included in the framework for increasing the effectiveness of production line. Practical implications The proposed LSS framework with linkage of DMAIC tools and techniques has been successfully implemented in an assembly line of automotive component Manufacturing Organization. This method is presently applied for an automotive component Manufacturing Organization; in future, the approach could be applied in different industrial sectors with addition of new tools and techniques for improving its effectiveness. Originality/value LSS framework has been designed and test implemented in an assembly line of an automotive component Manufacturing Organization. Hence, the inferences are practical and key results of the study.
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a graph theory approach to measure the performance of sustainability enablers in a Manufacturing Organization
International Journal of Sustainable Engineering, 2016Co-Authors: K Jayakrishna, S Vinodh, S AnishAbstract:In a Manufacturing Organization, the term sustainability deals with the impact of production process and products on the environment and society, laying emphasis on preservation of scarce resources. In this article, the study concentrates on developing a Graph Theory model to measure the performance and inter-relationship between the sustainability enablers in an Organization, thereby to quantitatively measure the extent to which ‘sustainable Manufacturing’ practices are being followed in the Organization. The objective of this study was to identify a set of sustainability enablers and attributes that impact a Manufacturing Organization. Digraphs were developed for the whole system and sub-systems depicting the inter-relationships and dependencies between various enablers and attributes to interpret the performance of the sustainability enablers in the case Organization. Using the best case and worst case values, the level of sustainable Manufacturing practices of the Organization was found by Comprehensi...
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application of fuzzy logic for social sustainability performance evaluation a case study of an indian automotive component Manufacturing Organization
Journal of Cleaner Production, 2015Co-Authors: Sonu Rajak, S VinodhAbstract:Abstract Societal dimension of sustainability is gaining importance during the recent days to cope with recent advancements and Corporate Social Responsibility. In this context, this article presents an approach for social sustainability performance evaluation. The approach has been test implemented in an Indian automotive component Manufacturing Organization. Appropriate Social Sustainability indicators were identified based on literature. Social Sustainability index has been computed as (5.71, 6.99, 8.31) and by matching linguistic label the Organization has been identified as ‘Very Socially Sustainable’. The obtained index has been validated using conventional crisp technique and social sustainability index is found to be 6.98. The approach is efficient in measuring the strengths and weaknesses of an individual community or Organization with reference to detailed set of indicators so as to identify the weaker attributes. The study provided systematic approach for measurement and analysis of social sustainability performance. The scientific value of the study is the contribution of a conceptual model for social sustainability performance evaluation, computation of fuzzy Social Sustainability Index and identification of weaker attributes. The results obtained using fuzzy approach has been validated with conventional crisp approach. 22 social sustainability attributes out of 60 are found to be weaker and appropriate actions were derived to improve the weaker attributes.
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development of value stream map for an indian automotive components Manufacturing Organization
Journal of Engineering Design and Technology, 2015Co-Authors: S Vinodh, Suresh Kumar Chintha, T Selvaraj, Vimal K E KAbstract:Purpose – This paper aims to apply Value Stream Mapping (VSM) for enabling leanness in an Indian automotive components Manufacturing Organization. Design/methodology/approach – The study was initiated with the selection of product line, construction of current state map, identification of various wastes and the development of future state map. The improvement proposals were subjected to implementation and performance measures were quantified. Findings – The expected outcomes of the study include the quantification of wastes, improvement in manpower productivity, quality improvement and throughput time reduction. Research limitations/implications – The implementation study has been conducted in only one Manufacturing Organization. The experiences gained by the conduct of this implementation study are feasible and deployable in similar Manufacturing Organizations. Practical implications – The results of the study indicated that significant improvement in lean characteristics is possible as a result of the i...
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forty criteria based agility assessment using scoring approach in an indian relays Manufacturing Organization
Journal of Engineering Design and Technology, 2014Co-Authors: S. Aravindraj, S VinodhAbstract:Purpose – The purpose of this study was to develop a 40-criteria agility assessment model and explore its practical feasibility in an industrial scenario. Design/methodology/approach – Agile Manufacturing (AM) principles enable Organizations to understand customer needs and incorporate the necessary changes in product- and processes-oriented approaches. In this research study, a 40-criteria agility assessment model was developed. The agility assessment model was subjected to investigation in an Indian relays Manufacturing Organization. Findings – The research study indicates that the Organization is agile. Besides computing agility level, the gaps across agile criteria have been identified and actions for agility improvement were subjected to implementation in the case Organization. Research limitations/implications – The 40-criteria agility assessment model was subjected to investigation in a single Manufacturing Organization. In future, more number of studies could be conducted. Practical implications –...
S Manoj - One of the best experts on this subject based on the ideXlab platform.
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application of analytical network process for the evaluation of sustainable business practices in an indian relays Manufacturing Organization
Clean Technologies and Environmental Policy, 2012Co-Authors: S Vinodh, M Prasanna, S ManojAbstract:Sustainable business strategies or technologies determine the market dynamism so as to withstand competitiveness. The evaluation of such strategies is a multi-criteria decision making (MCDM) problem. To deal with such problems, analytical hierarchy process (AHP) and analytical network process (ANP) could be deployed. AHP considers the distribution of goal amongst the elements being compared and judges the element which has the greater influence on the goal. In order to overcome the drawbacks with AHP, ANP could be used which is a holistic approach in which all attributes and alternatives involved are connected in a network system that accepts dependencies. Priorities which are established in ANP are the same way as they are in the AHP using pair wise comparisons and judgments. ANP is the most comprehensive framework for the analysis of societal, governmental and corporate decisions that are available today to the decision-maker. It is a process that allows one to include all the factors and criteria, tangible and intangible that has an effect on making a best decision. The paper reports a research study that is focused on the selection of the best alternative from the perspective of sustainability for an Indian relays Manufacturing Organization.
S K Sharma - One of the best experts on this subject based on the ideXlab platform.
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evaluation of agility in supply chains a case study of an indian Manufacturing Organization
Journal of Manufacturing Technology Management, 2017Co-Authors: Bharat Singh Patel, Cherian Samuel, S K SharmaAbstract:Purpose The purpose of this paper is to report a case study carried out to assess the agility and identify obstacles to agility in a supply chain. A human perception-based framework is used for the calculation of agility. The case study was carried out in a North India-based Manufacturing Organization. Design/methodology/approach In this study, the concept of a multi-grade fuzzy logic approach is used. Using this concept, the overall agility index has been determined. The fuzzy logic approach has been used to overcome the disadvantages such as impreciseness and vagueness using a scoring method. Findings From the analysis, it is observed that the Organization on which the study was performed is “very agile.” After evaluating the agility level, the fuzzy performance importance index is calculated, which helps to identify the barriers of agility in the supply chain. These barriers help decision makers to implement appropriate improvement measures for improving agility level. Overall, 11 barriers were identified in the study. Research limitations/implications Managers of the contemporary Manufacturing Organization have to measure the agility level of the Organization and identify barriers to agility in order to survive in a competitive environment. The obstacles identified in this study are used to improve the performance of the Organization. The enterprise should improve on the weak areas in order to achieve the highest agility level. Originality/value The agile supply chain (ASC) enablers proposed by previous researchers are not sufficient for the evaluation of agility of a supply chain. There are a few more ASC enablers such as customer satisfaction, flexibility and adaptability that also play a vital role in making a supply chain agile. Adding these three ASC enablers, a total of seven ASC enablers along with their attributes are being considered for the development of a conceptual model.
R K Garg - One of the best experts on this subject based on the ideXlab platform.
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OEE Improvement by TPM Implementation: A Case Study
International Journal of IT Engineering and Applied Sciences Research (IJIEASR), 2012Co-Authors: Amit Kumar Gupta, R K GargAbstract:The Manufacturing industry has gone through significant changes in the last decade. Competition has increased dramatically. Customers focus on product quality, product delivery time and cost of product. Because of these, the Organization should introduce a maintenance system to improve and increase both quality and productivity continuously. Total Productive Maintenance (TPM) is a methodology that aims to increase the availability of existing equipment hence reducing the need for further capital investment. The aim of this paper is to study the effectiveness and implementation of TPM programme in an automobile Manufacturing Organization. Through the case study of implementing TPM in an automobile Manufacturing Organization, the increase in efficiency and productivity of machines in terms of Overall Equipment Effectiveness (OEE) are discussed. On the basis of results a database has been prepared which can be further used. The paper is organized as: Section 1 gives introduction about maintenance function. Section 2 discusses literature review regarding development of TPM. Section 3 gives details about the steps in implementation of TPM. Section 4 describes detailed TPM implementation in the case company. The improvements in OEE after TPM implementation are described in Section 5. Section 6 discuses the results and conclusions of the work. Section 7 describes the scope of study.
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oee improvement by tpm implementation a case study
2012Co-Authors: Amit Kumar Gupta, R K GargAbstract:The Manufacturing industry has gone through significant changes in the last decade. Competition has increased dramatically. Customers focus on product quality, product delivery time and cost of product. Because of these, the Organization should introduce a maintenance system to improve and increase both quality and productivity continuously. Total Productive Maintenance (TPM) is a methodology that aims to increase the availability of existing equipment hence reducing the need for further capital investment. The aim of this paper is to study the effectiveness and implementation of TPM programme in an automobile Manufacturing Organization. Through the case study of implementing TPM in an automobile Manufacturing Organization, the increase in efficiency and productivity of machines in terms of Overall Equipment Effectiveness (OEE) are discussed. On the basis of results a database has been prepared which can be further used.
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managing working capital in a Manufacturing Organization
Vikalpa: The Journal for Decision Makers, 1997Co-Authors: R K GargAbstract:A proper management of working capital in a large Manufacturing concern assumes importance as it reflects on the sound financial health of an Organization. Achieving budgeted growth rate and excell...
D M A Kulasooriya - One of the best experts on this subject based on the ideXlab platform.
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Lean Manufacturing: a case study of a Sri Lankan Manufacturing Organization
South Asian Journal of Management, 2011Co-Authors: H S C Perera, D M A KulasooriyaAbstract:This paper presents an application of the Lean Production System in a Manufacturing environment. It discusses the most important elements of lean practices through a case study, carried out in a Food processing facility in Sri Lanka, where lean system was implemented. Further it illustrates the impact of lean consumption on bottom-line results of business processes. It was found that leanness of the business process is below the expectation as its process cycle efficiency is around 12.4%. It means that most of the activities (nearly 88%) of the Jar-process consist of Business Non-Value Added (BNV) and Non-Value Added (NVA) activities. Therefore improving this process would bring in a lot of financial gain as well as the had time reduction. [PUBLICATION ABSTRACT]
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lean Manufacturing a case study of a sri lankan Manufacturing Organization
South Asian journal of management, 2011Co-Authors: H S C Perera, D M A KulasooriyaAbstract:This paper presents an application of the Lean Production System in a Manufacturing environment. It discusses the most important elements of lean practices through a case study, carried out in a Food processing facility in Sri Lanka, where lean system was implemented. Further it illustrates the impact of lean consumption on bottom-line results of business processes. It was found that leanness of the business process is below the expectation as its process cycle efficiency is around 12.4%. It means that most of the activities (nearly 88%) of the Jar-process consist of Business Non-Value Added (BNV) and Non-Value Added (NVA) activities. Therefore improving this process would bring in a lot of financial gain as well as the had time reduction. INTRODUCTION Toyota Production System (TPS) is a buzzword today in Manufacturing circles. It is known as a flexi and cost-effective production model all over the world. TPS was conceptualized by Taiichi Ohno at Toyota Motor Company in 1950s (Motwani, 2003). In fact, TPS is the result of a series of best practices, which have been tested at Toyota Motor Corporation over the several decades. The goal of implementing TPS in an Organization ". . .is to increase productivity, reduce lead-times and costs, improve quality, etc." (Sriparavastu and Gupta, 1997; Sanchez and Perez, 2001). Kasul and Motwani (1997) in their study find that companies that employ TPS have benefits such as "reduced lead times, just-in-time management, decreased costs, levelled production, continuous flow production, increased job satisfaction for employees, highet productivity, lower inventories, and higher quality levels." Japanese companies have been able to successfully implement this system and hence been able to reduce the time for turnaround from when the customer orders to delivery and cash received. This reduction in time has helped companies through tough times and helped in maintaining their profitability. CONCEPT OF LEANNESS Lean means producing more with less. The concept highlights the importance of less consumption of resources in all aspects of the business i.e., throughout the value creating process. Interest in the concept of leanness has expanded and evolved to include concepts of agility and responsiveness (Soriano-Meier and Forrester, 2002). Soriano-Meier and Forrester (2002) state that increasingly in competitive markets the concept of leanness is gaining importance for the practitioner since it is an amalgamation of the processes of TQM, Just-In-Time (JIT) management, and computerized aspects of the design process, and factory and supply chain management. Implementing the aspects of leanness takes time and hence getting the gains of the lean concept can be viewed as a strategic process which does not give short-term benefits such as short-term competitive pressures. The concept of leanness is also of interest to the academic since there are few studies which have defined the concept in operational terms or addressed the measurement of its adoption in firms. Lean consumption paves the way for creating business processes which consume less resource and produce more tangible outputs. A lean process consumes time and materials only and when the buyer demands (pull system in a lean process). Further lean processes are made up of actions that are paid by the buyer. All other possible nonpaid actions are supposed to be eliminated. Any action that is not paid by the buyer is called non value added actions. Hence variables of consumption are; time, materials and un-paid activities Practical application of lean tools provides us with some elegant solutions, which eliminate or mitigate root causes of wasters from the business process. The delivery on demand, one piece flow, pull system and load leveling and six sigma quality are the fundamentals to reduce consumption. CASE STUDY The methodology used for presenting the case study is explored in this section. …
