An investigation into manufacturing performance achievements accrued by Indian manufacturing organization through strategic 5S practices

2018 ◽  
Vol 67 (4) ◽  
pp. 754-787 ◽  
Author(s):  
Jugraj Singh Randhawa ◽  
Inderpreet Singh Ahuja
Keyword(s):  
Lean Manufacturing ◽  
Manufacturing Industry ◽  
Service Industry ◽  
Manufacturing Sector ◽  
Successful Implementation ◽  
Automotive Manufacturing ◽  
Content Type ◽  
Manufacturing Performance ◽  
Improvement Programs ◽  
Manufacturing Organization

Purpose The purpose of this paper is to evaluate the quantitative and qualitative benefits accrued by an Indian automotive parts industry through strategic 5S implementation initiatives. Design/methodology/approach The study involves evaluation of steps involved in systematic implementation of 5S program methodology in an automotive manufacturing organization and investigation of achievements accrued by the industry through the successful implementation of 5S program. Findings The empirical results of the study have revealed that effective practice of 5S program brings considerable level of improvements in the quality, production, cost optimizations, employee’s morale values and work culture in the manufacturing industry. The industry accrued both tangible and non-tangible benefits through the holistic adoption of 5S principals. 5S principals have been envisioned to further support other quality improvement programs like lean manufacturing initiatives of the organizations. Research limitations/implications The limitation of the study is that this research has been carried out in only manufacturing industry while similar study will be conducted in the service industry also. Originality/value Global competition in the manufacturing sector has provided necessary impetus for manufacturing organizations for affecting continuous improvements in manufacturing performance for achieving sustainability and profitability in the competitive market. 5S implementation is the fundamental tool for the overall achievements in both quantitative and qualitative performance enhancements in the manufacturing as well as service organizations.

Application of lean manufacturing in automotive manufacturing unit

2020 ◽  
Vol 11 (1) ◽  
pp. 171-210 ◽  
Author(s):  
Jagmeet Singh ◽  
Harwinder Singh
Keyword(s):  
Lean Manufacturing ◽  
Manufacturing Industry ◽  
Value Added ◽  
Value Stream Mapping ◽  
Automotive Manufacturing ◽  
Content Type ◽  
Work In Process ◽  
Current State ◽  
Future State ◽  
Manufacturing Organization

Purpose This paper aims to apply lean manufacturing using value stream mapping (VSM) in the manufacturing organization (automotive suspension and fastening components section). To validate the VSM approach, simulation has been done. Design/methodology/approach VSM approach has been used to implement lean stages in the U-bolt section. Current state map was prepared and future state map has been implemented. Further, simulation has been done to compare current state and future state maps. Findings It has been found that there is 87.59% reduction in cycle time (C/T), 76.47% reduction in work-in-process (WIP) inventory, 95.41% reduction in production lead time, 66.08% increase in value added (VA) ratio, 95.78% reduction in non-value added (NVA) time, 57.14% reduction in the number of operators and 70.67% reduction in change over (C/O) time for the U-bolt section. Simulated and VSM of current and future state has observed error of 5 s. Research limitations/implications This study is based on automotive manufacturing industry situated in northern part of India. The outcome of this study is applicable only to the selected product of the manufacturing company. Originality/value This paper deals with case study part which reflects the true picture of implementation of Lean manufacturing (LM) tools in the organization.

Productivity improvement using lean manufacturing in manufacturing industry of Northern India

2018 ◽  
Vol 67 (8) ◽  
pp. 1394-1415 ◽  
Author(s):  
Jagdeep Singh ◽  
Harwinder Singh ◽  
Gurpreet Singh
Keyword(s):  
Lean Manufacturing ◽  
Manufacturing Industry ◽  
Management Approach ◽  
Successful Implementation ◽  
Productivity Improvement ◽  
Content Type ◽  
Manufacturing Technique ◽  
Northern India ◽  
Lean Tools ◽  
Manufacturing Environments

Purpose The purpose of this paper is to uncover the significance of lean manufacturing technique in manufacturing environments. Design/methodology/approach Lean manufacturing is a management approach focused on incremental improvements in operations. Different lean strategies are being utilized by manufacturing industry to improve the performance of current manufacturing system processes. This study attempts to evaluate the performance of different lean manufacturing tools in the manufacturing industry of northern India. The importance level of different lean tools, important benefits achieved after successful implementation of lean manufacturing approach and benefits occurred after implementation of different lean tools have been identified. A questionnaire survey in the case company has been performed and the most important element of lean manufacturing has been implemented. Findings Results explicitly depict that just-in-time manufacturing is the most important element of lean manufacturing. Results indicate the net savings of rupees 242,208 annually after implementing lean manufacturing technique in a case company. Originality/value The paper demonstrates the practical application of lean technique showing how it can bring real breakthroughs in saving cost in the manufacturing industry.

An evaluation of transfusion of TQM-TPM implementation initiative in an Indian manufacturing industry

2015 ◽  
Vol 21 (2) ◽  
pp. 134-153 ◽  
Author(s):  
Kanwarpreet Singh ◽  
Inderpreet Singh Ahuja
Keyword(s):  
Business Performance ◽  
Large Scale ◽  
Manufacturing Industry ◽  
Core Competencies ◽  
Current Status ◽  
Total Quality ◽  
Content Type ◽  
Global Challenges ◽  
Manufacturing Performance ◽  
Manufacturing Organization

Purpose – The purpose of this paper is to include investigations of current status of Total Quality Management (TQM) and Total Productive Maintenance (TPM) implementation initiatives as well as benefits attained through synergetic TQM-TPM implementation in the manufacturing organization to assess roadmap followed by Indian manufacturing entrepreneur toward affecting manufacturing performance enhancements. Design/methodology/approach – The study has been carried out in the large scale manufacturing organization in the country that have implemented or are in the process of implementing TPM alone and TQM-TPM both. The study emphasizes upon comparing of business performance enhancements accrued through these quality improvement approaches. Findings – The study revealed that Transfusion of TQM-TPM initiatives can significantly contribute toward the better improvement of manufacturing performance in the organization, rather than TPM alone initiatives, also leading toward realization of core competencies for meeting global challenges. Research limitations/implications – The study is conducted to develop an understanding of contributions of TQM and TPM initiatives in Indian manufacturing industry. The present study endeavors to investigate the effect of an aggressive TQM-TPM implementation plan for strategically meeting global challenges and competition. Originality/value – The study highlights the contributions made by holistic TQM-TPM implementation in an Indian manufacturing enterprise.

An investigation and implementation framework of Lean Green and Six Sigma (LG&SS) strategies for the manufacturing industry in India

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jaivesh Gandhi ◽  
Shashank Thanki ◽  
Jitesh J. Thakkar
Keyword(s):  
Six Sigma ◽  
Manufacturing Industry ◽  
Manufacturing Sector ◽  
Sustainable Growth ◽  
Manufacturing Industries ◽  
Successful Implementation ◽  
Implementation Framework ◽  
Content Type ◽  
Micmac Analysis ◽  
Fuzzy Micmac

PurposeThe Indian manufacturing sector currently contributes 16–17% to gross domestic product (GDP) and gives employment to around 12% (2014) of the country's workforce. Among the various initiatives planned under Atma Nirbhar Bharat and “Make in India”, the Indian government aims to increase the share of the manufacturing sector to country's GDP to 25% by 2025. To ensure sustainable growth of the Indian manufacturing industries in global market, successful and implementation of strategies such as lean manufacturing, green manufacturing along with six sigma are crucial. This research aims at identification and analysis of barriers to successful implementation of integrated Lean Green Six Sigma (LG&SS) strategies.Design/methodology/approachBased on an evaluative literature review and expert's opinion, this research identifies 18 barriers to lean, green and six sigma implementation in the manufacturing industry in India. The inter-relationships among the barriers is identified using an integrated approach of ISM (interpretive structural modelling) and Fuzzy Matrice d’Impacts Croisés Multiplication Appliquée á un Classement (MICMAC).FindingsISM helps to derive key managerial insights and implementation plan based on the identified inter-relationships among the barriers. Fuzzy MICMAC analysis classifies the barriers into four categories, namely, autonomous, driver, dependent and linkage to understand their relative impact on the implementation of LG&SS practices in the Indian manufacturing industry. “Lack of cooperation and mutual trust between management and employees”, “The scarcity of time and work pressure”, “lack of continuous improvement work culture” and “lack of cooperation from suppliers” that forms the top most level of the model. “Weak legislation” is a highly significant barrier to LG&SS implementation in the Indian manufacturing industries.Practical implicationsIt is expected that the findings of this research will help the Indian manufacturing industry to derive a sustainable competitive advantage through an effective implementation of LG&SS practices.Originality/valueThis study can be seen as the first attempt in investigating barriers to successful implementation of lean, green and six sigma strategies in the Indian manufacturing industries using ISM and fuzzy MICMAC analysis.

Identification of barriers to synergistic implementation of TQM-SCM

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mandeep Kaur ◽  
Kanwarpreet Singh ◽  
Doordarshi Singh
Keyword(s):  
Supply Chain ◽  
Business Performance ◽  
Design Methodology ◽  
Large Scale ◽  
Manufacturing Industry ◽  
Successful Implementation ◽  
Action Plans ◽  
Content Type ◽  
Manufacturing Organizations ◽  
Manufacturing Organization

PurposeThe study aims at finding out major barriers for synergistic adoption of TQM-SCM in the medium- and large-scale manufacturing organizations in India. All these barriers create hurdles for the organizations as well as supply chain partners in improving their business performance. The study is a blend of theoretical and practical frameworks, which will focus on key barriers leading to interrupt the successful synergistic implementation of TQM-SCM in manufacturing organization.Design/methodology/approachFirstly, survey of 116 Indian organizations has been carried out to identify barriers that hinder successful implementation of TQM-SCM. Afterward, VIKOR approach was proposed to rank the major barriers of TQM-SCM implementation in Indian manufacturing organizations.FindingsIdentification of barriers to synergistic implementation of TQM-SCM in the manufacturing industry of India, ranking of these barriers in terms of their severity.Originality/valueThe adoption of TQM-SCM on synergistic basis is still in its early stages in India. To the authors’ knowledge, this is the first study that is designed to prioritize barriers responsible for hindering successful synergistic implementation of (TQM-SCM) in Indian manufacturing industry. Further, the results of the study will be helpful for managers in order to prepare action plans to overcome the hurdles to TQM-SCM implementation.

Assessment of CMMI level of manufacturing industry using fuzzy logic approach: a case study

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Tharun Thomas ◽  
Saleeshya P.G. ◽  
Suresh M.
Keyword(s):  
Fuzzy Logic ◽  
Manufacturing Industry ◽  
Manufacturing Sector ◽  
Triangular Fuzzy Number ◽  
Content Type ◽  
Study Approach ◽  
Capability Maturity ◽  
Fuzzy Logic Approach ◽  
Manufacturing Organization

Purpose The purpose of this study is to develop a CMMI model for the manufacturing industry and to find an appropriate method to assess the CMMI level. The CMMI level indicates how well the processes are planned, performed, measured and controlled, thus revealing the performance level of an organization. Design/methodology/approach Among the various process areas of CMMI, “organizational process focus” (OPF) is selected for the study. The CMMI model for the process area OPF is designed based on the CMMI enablers, criteria and attributes. Based on this multilevel model, a case study approach is adopted and fuzzy logic is used to measure the CMMI level of an organization. The fuzzy performance importance index (FPII) and the ranking score are used to further analyze the attributes. Findings The proposed model has been successfully used to measure the CMMI level of the manufacturing industry in south India. The triangular fuzzy number of the fuzzy CMMI measure index (FCMI) is obtained as (2.077, 3.534, 5.000). The transformation of FCMI back into linguistic terms discloses the current CMMI level of the industry as “Capability Maturity Level 2” (CML 2). Originality/value The authors tested the suitability of an inter-disciplinary approach known as CMMI for the process appraisal in the manufacturing sector. The investigation sets forth a unique framework to quantify the performance of practices followed in a manufacturing organization and thereby help the industry to realize the present strength and weakness in terms of process assets.

Assessing lean implementation and benefits within Indian automotive component manufacturing SMEs

2020 ◽  
Vol 27 (3) ◽  
pp. 1042-1084 ◽  
Author(s):  
Saumyaranjan Sahoo
Keyword(s):  
Lean Manufacturing ◽  
Manufacturing Industry ◽  
Management Practices ◽  
Manufacturing Sector ◽  
Shop Floor ◽  
Automotive Component ◽  
Content Type ◽  
Study Approach ◽  
The Status ◽  
Component Manufacturing

PurposeThe purpose of this paper is to investigate the status of lean manufacturing in Indian automotive sector, component manufacturing industries in terms of lean adoption, benefits, motivation, and challenges of implementing lean manufacturing practices.Design/methodology/approachThe research objectives were achieved by conducting a qualitative multicase study approach. Fourteen Indian automotive component manufacturing small and medium-sized enterprises (SMEs) were chosen based on their different product offerings as well as differing approaches to the introduction and implementation of lean initiatives. Data were collected through in-depth, semistructured interviews supported by shop-floor observations.FindingsThe findings from the present study suggest that some of the participating automotive component manufacturing SMEs have a relatively good understanding of lean concepts and philosophy. However, there is room for further improvement for most SMEs. Major top five lean practices being implemented were found to be cellular manufacturing, total productive maintenance, 5S, work standardization, and quality management practices. Also, leadership and organizational culture were found to be crucial factors for the success of lean manufacturing.Research limitations/implicationsThe fact that the data collected for the research study is based on subjective business evidence obtained from company representatives comprises the main limitation of the present study. So, the results should be considered with caution, as far as the lean adoption in Indian automotive component manufacturing sector is concerned.Practical implicationsBased on the present study, suggestions can be made regarding the successful adoption of lean principles, not only for the participating SMEs but also for the whole of the automotive component manufacturing sector. More specifically, by determining the strength and weakness of automotive component manufacturing SME's effort to adopt lean, suitable managerial initiatives can be undertaken by these companies as well as the whole sector to fully adopt lean and derive the respective benefits.Originality/valueThis paper explores the status of lean adoption in Indian automotive component manufacturing SMEs. Considering the unique characteristics of the automotive component manufacturing industry, the present research would be helpful for making strategies to implement lean in automotive component manufacturing industry setups.

Assessing the synergy status of TQM and SCM initiatives in terms of business performance of the medium and large scale Indian manufacturing industry

2019 ◽  
Vol 37 (2) ◽  
pp. 243-278
Author(s):  
Mandeep Kaur ◽  
Kanwarpreet Singh ◽  
Doordarshi Singh
Keyword(s):  
Supply Chain ◽  
Lean Manufacturing ◽  
Business Performance ◽  
Large Scale ◽  
Manufacturing Industry ◽  
Business Environment ◽  
Total Quality ◽  
Content Type ◽  
Manufacturing Performance ◽  
Manufacturing Organizations

Purpose The purpose of this paper is to develop an insight into the prevalent quality and supply chain practices adopted in the contemporary Indian manufacturing industry, and compare business performance measurements between transfusion of total quality management (TQM)–supply chain management (SCM) companies and only SCM implementing companies. Design/methodology/approach To meet the goals of this work, i.e., to ascertain contributions made by TQM–SCM practices, a reasonably large number of Indian manufacturing organizations have been extensively surveyed, through a specially designed TQM–SCM questionnaire. And the design of TQM–SCM questionnaire has been finalized through extensive literature review. Finalized TQM–SCM questionnaire was sent to around 720 industries that are implementing TQM and SCM with other related lean manufacturing practices. Findings The leading Indian manufacturing organizations have taken proactive initiatives to effectively improve the manufacturing by transfusing various lean manufacturing philosophies like TQM, SCM, TPM, 5S, Six Sigma, etc., for realizing enhanced manufacturing performance. The study reveals that Indian entrepreneurs have been reasonably successful in improving the business performances in the organizations by implementing combination of TQM and SCM, as TQM support to SCM is much effective and this improvement initiative has significantly contributed toward enhancing the overall manufacturing performance. Practical implications Synergy of TQM and SCM in the context of Indian manufacturing industry has been proved beneficial in terms of competitive image as well as business performance. Therefore, the whole Indian manufacturing entrepreneurs must continue to make an earnest effort in their endeavour to realize enhanced competitiveness through synergizing different business improvement initiatives. A major implication is that only SCM implementing companies should develop their supply chain through synergy of TQM–SCM after analyzing the business environment and their future plans. Originality/value Much of the attention has been given to TQM practices and SCM practices, and very few studies have been undertaken to integrate TQM and SCM practices. But as far as the authors know till now there is no study undertaken to analyze synergy status of TQM and SCM and then comparing with only SCM implementing companies in India for medium- and large-scale manufacturing class. Therefore, this study compares the transfusion of TQM–SCM with only SCM companies and can be, thus, treated as filling a gap in the extant literature. Therefore, the findings of this research paper will contribute to future research.

New product and emerging business growth in Kwara State

2016 ◽  
Vol 12 (3) ◽  
pp. 207-227 ◽  
Author(s):  
Seun Oladele ◽  
Femi Oladele
Keyword(s):  
Market Share ◽  
Manufacturing Industry ◽  
Service Industry ◽  
New Product ◽  
Sales Volume ◽  
Test Results ◽  
Business Growth ◽  
Content Type ◽  
Product Service ◽  
Service Portfolio

Purpose – The purpose of this paper is to examine the effect of new product on growth of emerging businesses (EBs) through sales volume and market share. Design/methodology/approach – The study surveyed 137 EBs in Kwara State. Two hypotheses were formulated and tested using correlation and regression analyses. Findings – Results show that service industry is dominant among EBs while the manufacturing industry trails. Many EBs are aware of the complexities of new product, its development and contribution to increasing sales volume, market share and ensuring competitive advantage with apparent infrastructural deficiencies. Test results show that there is a significant positive relationship and effect on sales volume and market share. Originality/value – Encouraging EBs to step up and focus on improving product/service portfolio to transform their fortune is explored giving focus to the benefits of increasing sales volume and market share.

Implementation of lean in IT SME company: an Italian case

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Marco Torri ◽  
Kaustav Kundu ◽  
Stefano Frecassetti ◽  
Matteo Rossini
Keyword(s):  
Manufacturing Industry ◽  
Service Sector ◽  
Manufacturing Sector ◽  
Single Case ◽  
Value Added ◽  
Lean Implementation ◽  
Content Type ◽  
Italian Case ◽  
Lean Practices

Purpose In spite of huge advancement of Lean in the manufacturing sector, its advantage in the service sector is not fully investigated. The purpose of this paper is to cover this gap in particular for the information technology (IT) sector through the implementation of the Lean philosophy in a small- and medium-sized enterprise (SME), operating in the IT sector. Design/methodology/approach A case study is conducted and following the A3 model, Lean is deployed in the case company. Data were collected through on-site interviews, waste sources were identified and then countermeasures for their reduction were proposed and adopted. Findings This study reveals that the implementation of the Lean practices in an SME operating in the IT sector offers good operative and financial results, thanks to the higher productivity obtained through the reduction of non-value-added activities. Research limitations/implications This paper reports a single case study, not enough to generalize the results. Moreover, more Lean tools and practices should be tested in IT companies to assess their effectiveness. Practical implications This paper increments the knowledge base for the application of Lean and A3 model outside the manufacturing industry. This paper should assist practitioners and consultants who have the desire to understand a better way of Lean implementation in fast-growing IT industry and in SME. Originality/value Research on Lean implementation in an SME company and in IT sector is scarce. This study aims to assess the efficiency of the adoption of Lean practices following the A3 model. The results could be highly valuable for similar companies (dimension or sector), especially those that are facing transition situations in terms of size and at the same time want to improve their operations performance, efficiency and avoid waste.

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