Productivity Enhancement in a Pressure Vessel Manufacturing Industry Using Lean Principles
Jiby Johny1, M.Thenarasu2
1Jiby Johny, PG student- M.Tech-Manufacturing Engineering, Department of Mechanical Engineering, Amrita School of Engineering, Coimbatore, Amrita Vishwa Vidyapeetham, India.
2M. Thenarasu, Assistant professor, Department of Mechanical Engineering, Amrita School of Engineering, Coimbatore, Amrita Vishwa Vidyapeetham, India
Manuscript received on 02 June 2019 | Revised Manuscript received on 10 June 2019 | Manuscript published on 30 June 2019 | PP: 3272-3279 | Volume-8 Issue-8, June 2019 | Retrieval Number: H7456068819/19©BEIESP
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© The Authors. Blue Eyes Intelligence Engineering and Sciences Publication (BEIESP). This is an open access article under the CC-BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/)
Abstract: In the competitive market of production, the organizations might want to deliver their merchandise at discounted cost and good quality. During the manufacturing processes, the organization faces several issues during the production of their merchandises. Organizations are in quest for new innovation or strategies to improve their merchandises in ways which take minimum lead time. Numerous specialists/researchers have examined the advancement of manufacturing framework of organizations through continuous upgrade in their standardized format. Lean Techniques like kaizen, kanban, single moment trade of passes on (SMED), Poke-burden, and so on are actualized in the manufacturing framework however the impact of these strategies is acknowledged in production unit simply after numerous years. It is typically targeted to presenting new innovation, new techniques or methods, or a totally new manufacturing framework. The fundamental target of this work manages execution of lean manufacturing principles in the cylinder manufacturing industry so as to improve the efficiency and quality of pressure vessel manufactured without bringing about much expense. Because of production line stoppages and longer lead time of the item, the primary test faced by the organization was not ready to fulfill the customer needs in ideal time. The organization encounters production line stoppages due to improper maintenance of machines and material handling equipment. The major issues faced by industry are because of unstructured method for the stock management, the time between submitting the request and getting completed item from the organization in 29 days, which was of more lead time essentially impacting the stoppage during the production process. Kanban system is implemented in industry as cards and placed. Work in progress Inventory was reduced by 347 units. Current, ideal and future state map was created by collecting the required data. Non-value-added activities where highlighted and necessary/practical steps were undertaken to reduce the same. Work-in-progress inventory level was reduced by using kanban control system. Workload has been balanced through automation as per requirement at different stages. Finally, by implementing 6s system a new work structure was formed, which gave a path for green manufacturing.
Keyword: Value stream mapping, Lean manufacturing, Kaizen, 6s, Superstore, Kanban
Scope of the Article: Advanced Manufacturing Technologies.