Tools and Techniques for Process Improvement in Lean Manufacturing Systems

This article provides a critical review and comparison of the different tools and techniques available for process improvement within the scope of lean manufacturing systems. It explores the benefits and drawbacks of each method and offers insights into their effectiveness in maximizing output and minimizing wastage.

Running head: MANUFACTURING SYSTEMS
Manufacturing Systems
Name of the Student
Name of the University
Author Note

1MANUFACTURING SYSTEMS
Table of Contents
Part A...............................................................................................................................................2
Part B.............................................................................................................................................13
Case Study: Performance Assessment of Manufacturing Plant................................................13
Introduction............................................................................................................................13
1. Business and site information............................................................................................13
2. Opportunities and benefits.................................................................................................14
3. Performance assessment....................................................................................................14
4. Performance index.............................................................................................................15
5. Possible improvement options based on the key performance indicators (KPI’s)............15
Conclusion.............................................................................................................................16
Part C.............................................................................................................................................17
1. What are the main advantages of cell design compared to typical mass production system?
...................................................................................................................................................17
2. Briefly explain Kaizen and continuous improvement...........................................................18
References......................................................................................................................................19

2MANUFACTURING SYSTEMS
Part A
1. Provide a review of Manufacturing Systems and the Key Performance Indicators
(KPI’s). Give your views whether the developments in Manufacturing Systems have
addressed the competitiveness issues.
Review of the Manufacturing Systems: Manufacturing is the branch of industry that
involves the application of various tools and processes that deals with the transformation of the
acquired raw materials and turning it into finished products. It deals mostly with the industrial
and engineering designing organization. Manufacturing system is the collection of various
arrangements and processes that is used for manufacturing a specific product as per the
requirement of an organization and their clients (Mourtzis, Fotia and Vlachou 2016) The
manufacturing system works according to the arrangements of the organization and it also
includes the accommodation of all the disturbances and problems that might occur in the process
of manufacturing. This system accommodates all the controllable factors and the systems that
would counteract the problems that would occur in the system of manufacturing the specific
products as per the organization and the clients. The problem can occur both from the side of the
clients as well as the organizations performing the manufacturing process. However, the
problems should also have a solution within the system to counter them.
Review of Key Performance Indicators or KPIs: The Key Performance Indicators or
KPIs can be defined as the values that can be measured for an organization to understand if an
organization can achieve its business objectives and how effectively the organization is
achieving its business objectives. The organizations mostly use the Key Performance Indicators
or the KPIs in various layers within the operations of the organizations to check whether they

3MANUFACTURING SYSTEMS
have been successful in achieving their targets and how these are happening at these levels of
operations (Wang and Chien 2016). The organizations also use high levels of KPIs to assess the
overall performance of an organization and the low level KPIs are used for the assessment of the
different departments and the employees involved within them, such as the sales department, the
marketing departments and others.
Views on the Manufacturing Systems and KPIs in addressing the competitiveness
issues: The way that Manufacturing Systems work has the potential to understand that there
might be various troubles regarding the entire system running within the organization and there
can be issues regarding the potential threats within the organization (Nguyen 2018). I have gone
through the various processes that the manufacturing organizations go through and I have
understood that there are potential that during the entire there can be various issues occurring
within the system that can raise issues in the system further affecting the organizations.
However, reviewing the Manufacturing System of an organization and the implementation of the
processes to counter attack the problems in the various levels of the manufacturing process, I can
say that the way by which the organizations use the Manufacturing System in solving the
occurring problems while manufacturing the required product. This adds to solving the issues as
well as has a competitive advantage over the other organizations without having a Manufacturing
System for the turning of the raw materials into finished products.
As per my personal observation, KPIs also add up in delivering competitive advantage
for an organization as the chief performance assessment technique. This is the way by which the
performances in the organization can be justified to be fulfilling to the needs of the organization
and in case there is any lack in the operations of the organizations in fulfilling the requirements
of the organization, the KPIs can be used to assess the lack (Mourtzis et al. 2018). On the basis

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of this lack, further steps can be added to make sure that the necessary steps are being taken to
fulfil the lacks that have been witnessed in the system.
2. Describe an approach which can be used to establish performance measures at the shop
floor level (Product/batch) production. Also explain how these measures can be
implemented in manufacturing companies to achieve the corporate objectives.
There are various approaches that are used to establish the performance measures at the
shop floor level for the product or batch production. One such approach is the networking
machinery that enables the organizations to retrieve the necessary information from the modern
manufacturing systems used. It has been found that even after all these, there has been issues
found in the systems that makes most of the information remain unused (Theorin et al. 2017).
This problem ensued further creates problems to have gaps in the assessment of performances as
all the necessary information can be taken into consideration while making the decisions when it
comes to the context of managing the operations of the organization. The reason why this
approach is still not considered as a feasible one as the information is only regarded as valuable
only when the information can be used to support the achievement for a production objective.
To support this issue, there have been various other approaches developed that would
support the establishment of the performance measures for the product or batch production at the
shop floor level. The new approaches formed the linkage between the information right from its
origin to make the user consider them as important. The way in which these approaches would
become much more effective is that they would integrate the information in a comprehensive
way to improve the performance of the manufacturing system. When these approaches are
applied correctly the information is made available which could be utilised for measuring the
performances. Since these approaches enhance the performance measures and enable the system

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to access the success or the failure of any particular manufacturing system within the
organisation they are termed as feasible. The existing performance measures and the Framework
is a four stage based approach which mostly focuses on the utilisation of the information to
improve shop floor data development. The approaches are visible because they are tested with in
the industrial environment. This approach is known as Line Information System Architecture or
LISA. The overall goal of this system architecture for the approach was to improve the
production system in various parts of the manufacturing process and their discrete parts with the
help of investigating the line information system and improve the available information and their
usage using this system.
This approach also advances to the strategic management of the entire system so that the
goals and the strategy of the organisation asset including the way the manufacturing system
woodwork in achieving these goals. On the shop floor, the manufacturing operations are most
probably executed and the decisions are made according to the performance of the
manufacturing system. The entire decision about the manufacturing operation management is
possible to be done on the one hand in line including the overall strategy through this approach.
at the same time on the other hand it enables the performance optimisation of the entire
manufacturing system with respect to the methodology adopted for the production of the raw
materials into the finished products (Goto et al. 2016). In this way the line information system
architecture can be implemented within the manufacturing companies as the measures taken at
the shop floor level for product or batch production and achieving the corporate objectives at the
same time.

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3. Explain Product Flow Analysis (PFA) and Value Stream Mapping (VSM). Demonstrate
the use of PFA and VSM by giving examples of their implementation in manufacturing
companies.
Product Flow Analysis (PFA): Product flow analysis for production flow analysis is an
approach what a procedure that is utilised for the transformation of the entire functional layout
from being traditional functional layout to the layout mostly oriented towards the products. This
approach and method simply uses the path routing in order to find the natural clusters included in
the workstations to form the production cells that are mostly available for enabling the complete
parts as well as a components in a random manner and rapidly with the material flow becoming
much more simplified (Pinna et al. 2018). Once this method is implemented within a system, the
scheduling system becomes entirely dependent on the period batch control which aims to
establish the fixed planning, delivery cycles and production for the entire production unit.
Product flow analysis is mostly applied to the job shops having a functional layout which is only
after the reorganisation of the groups that the lead times become much reduced. The entire
quality becomes improved as well as the motivation within the personal starts improving as well.
Value Stream Mapping (VSM): Value stream mapping or VSM is a method or
approach for the lean management method that analyses the current state as well as the designing
of a future States for the entire series of event in order to reorder the product or service through
its entire journey of beginning through to the customers with has reduced clean waste as possible
compared to the recent maps (Feng et al. 2017). The value stream mainly focuses on the areas
where an organisation can increasingly add more value to a product or a service or a finished
material. On the other hand the value chain is referring to all the other activities within the
company. This method is utilised for identification and eradication of the reduced waste in value

7MANUFACTURING SYSTEMS
streams. The utilisation of this method increases the efficiency of a chosen value stream. This is
done to remove out of the intention of exponentially increasing the productivity and at the same
time create leaner operation that would in turn help in making waste as well as quality problem
that would be easier for identification.
Implementation in manufacturing companies: Traditionally, the product flow analysis
of PFA is applied mostly to the job shops that have various functional layouts. It is only that after
the reorganisation of troops leads to the reduction of time and improvement of quality as well as
they improves the motivation amongst the personnel. There have been various examples of the
implementation of product flow analysis of PFA that is not only applied to job shops and the
assembly operations but also at the back of a service and processes with practical cases (Saha,
Syamsunder and Chakraborty 2016). All these findings show that product flow analysis of PFA
has been effective in reducing the operations that do not add any value to the entire system and
also introduces the floor while removing all the bottlenecks and diminishing the variability of
products which further contributes to the operation management being much more efficient in
the manufacturing organisations. In the same way the value stream mapping utilizes various
supporting methods that the lean environments are happy to implement and the design flow
across multiple processes also implements this at the system level. although it has been reported
that value stream mapping is mostly associated with the idea of manufacturing but it can also be
used for supply chain, logistics, healthcare services related industries, product development,
software development and even administrative and office processes. When VSM has been
utilised in software engineering, it has been a success in that too as high level principle and
concrete practices can be related to the lean and agile software development.

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4. Describe the different types of plant layouts and show their benefits by giving examples
relevant to production varieties, production volume and economies of scale. 250
There are mainly three types of plant layouts. They would be described according to their
classification styles and their benefits by providing examples relevant to the production varieties,
production volume and economics of scale as follows:
Product or Line layout: The product has been standardized as well is produced in large
quantities for justifying the product layout. The advantages that are offered by product layout can
be manifold (Hirz and Ernst 2017). The provide the lowering of materials handling cost, lessens
the works in process, utilizes the men and machines better, occupies less floor areas by material
in transit for the for temporary storages, provide simplicity in controlling production and
minimising total production time.
Process or functional layout: Advantages of process layouts are that they help in
listening the duplication of machine and cost of equipment purchase thus gets reduced, much
more efficient supervision is characterized by process layout, flexibility in equipment and
manpower is increased, better utilisation of equipment is available, equipment breakdown can be
easily handled, and there would be a better control of precision processes when inspection would
be required (Shahbazi et al. 2018).
Fixed position layout: The advantages of fixed position layout is that it reduces the
material movement which further initiate the minimization of the capital investment, task is
handled by the gang of operators and therefore continuity of operation can be ensured
completely, it means the production centres be independent of each other with effective planning

9MANUFACTURING SYSTEMS
and loading, reduces the production cost and offers greater flexibility with the alliance of the
rapid changes within product design and production volume (Farias et al. 2015).
5. Provide a critical review and comparison of the various tools and techniques available
for process improvement within the scope of lean manufacturing systems. 500
For every small and medium size manufacturing organisation where creating a finished
product out of raw materials is the primary business operation adapting to lean methodology
forms an invaluable system that further paves the way for having a maximum output over a
minimum wastage during the entire production cycle (Katayama and Lee 2018). Lean
methodology maintains the efficiency of the tools and the following would that be a critical
review of the tools and techniques that are available for the process improvement within the
scope of the lean manufacturing systems:
Kaizen: Kaizen forms from a system that is a need of continuous improvement in the
particular areas where processes, company culture, technology, quality, productivity, leadership
and safety are important. This methodology or manufacturing tool suggest that each of the
employees at the various level of the organisation is eligible for making suggestions for further
improvement within the organisation (Hirayama and Nagasaka 2017). Although it may occur
that this suggestions might not lead the organisation to have a major change but over time there
can be small improvements made that would later add up to the leading of a significant reduction
for resources that might be wasted. The Japanese word Kaizen means continuous improvement
or having a positive change; thus, the companies applying lean manufacturing systems would
probably go for a philosophical approach that would premier at every aspect of the culture for the
company. The entire idea behind the approach or the tool is the elimination of creating waste.

10MANUFACTURING SYSTEMS
Kanban: This is a pull production system that is mostly design to eradicate the wastage
of inventory and overproduction. Mostly utilised during the time when assembly item begins to
learn law and employee trips that a visual reorder tool might trigger in the automatic reorder of
the inventory (Nordin and Belal 2017). This helps in the manufacturing process by making the
inventory usage being low and only reacting to whatever is required rather than making wrong
message about the order quantities.
Value Stream Mapping: Value Stream Mapping or VSM is a visual tool for the
organisation of the analysing, illustration and understanding of the material flow from a supplier
to the customer as well as the same information flow within the organisation (Bossi 2017). The
ultimate goal of this tool is to identify the information as well as the production bottlenecks
which can be easily eradicated with optimisation of the working hours, material cost and time.
Total Quality Management or TQM: This tool was first implemented by in the
Western electric company. The Total Quality Management or TQM is a comprehensive tool that
has an approach in the entire organisation to sit for the quality improvement of the products and
services within the procedures of the organisation (Dudin and Frolova 2015). The entire goal of
this tool is to refine and fine-tune the processes in the entire organisation in a continuous process
through the phases of the Deming Cycle. These phases are – plan, do, check and act or PDCA.
This tool emphasizes on the sustaining of customer satisfaction as well as possesses the
capability of completely streamlining the changes in which an organisation operates.
Jidoka: The idea of Jidoka is to design equipment that has the potential of partially
automating and will witness a halt whenever there is a detected defect. Whenever a human
worker would oversee an automatic process this tool will help in stopping the process and does
the human worker would intervene in solving the problem further (Mourtzis et al. 2018).

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6. Define the following acronyms:
CNC: Computer Numerical Control or CNC is the automated control of the tools used
for machining which are meant for a computer allowing a blank piece of material to be precise to
the specification allowed by the program instructing the manufacture without the use of a manual
operator (Tonelli et al. 2016).
CAD: CAD/CAM applications on the Computer aided manufacturing applications are
mostly used for the design and production as well as the program manufacturing of processes in
CNC machining.
BOM: BOM or manufacturing bill of materials is used in manufacturing organisation
during the manufacture of a product which contains the list of the used products, like the raw
materials, intermediate assemblies, sub-assemblies sub-components, parts and the quantities of
every raw material required for the manufacturing of the end product.
CAM: CAM applications on the Computer aided manufacturing applications are mostly
used for the design and production as well as the program manufacturing of processes in CNC
machining.
CAPP: CAPP or Computer aided process planning is the technology used to it the
process planning of a part of a product or an entire product in manufacturing.
AGV: An AGV all automated guided vehicle is a portable robot used for moving
materials and round in a manufacturing facility or a warehouse with the use of wires on floors,
vision, magnets or lasers for navigation.

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MPS: MPS or master production schedule is a plant device for the individual
commodities that need to be produced every time during a production, staffing or inventory
which further make sure how much of each product can be demanded in future.
MRP: An MRP or manufacturing resource planning can be defined as the method used
for planning effectively about the resources of a manufacturing company.
FMS: A flexible manufacturing system or FMS is part of a manufacturing system where
amount of flexibility allows a system to act according to the change in cases in spite of them
being predictable or unpredictable.
CIM: CIM on computer integrated manufacturing is the approach in manufacturing
system that utilizes computers to control the entire process for production.
ERP: ERP or enterprise resource planning in manufacturing is a business software that
allows an organisation for using a set of integrated application in managing the entire operations
within the business.

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Part B
Case Study: Performance Assessment of Manufacturing Plant
Introduction
Optimising the performance of any manufacturing business with the help of the
assessment of the entire performance of the organisation to check whether the organisation is
meeting the needs and requirements of the clients as well as the business itself is very essential
(Liu et al. 2015). This further paves the way for assessing if the organisation has been effective
in its operations. The following report would therefore focus on the performance assessment of
the manufacturing plant as per the provided case study. This would include the business and site
information, opportunities and benefits, performance assessment, performance index and the
possible improvement option based on the key performance indicator or KPIs.
1. Business and site information
For the business insight information for the manufacturing organisation the main product
list includes the organic chemistry that no longer narrowly specialises to make intermediate.
Some of the products are closer to the final product and some are in the further processing. The
most number of main products are 15 and the product variants are none. The most demanding
customers and the nature of their demands and mostly based on the pharmaceutical quality which
comprises about 40 per cent of the entire organisation (Smith 2016). The clients are QA Glaxo
Merck, BASF, Abott and Roche. The other 40 per cent comprises of the agrochemical price,
quality, DuPont, Novartis, BSF and 20 per cent others. The manufacturing performance is
compared with the competition through the Sterling Organics Lonza Customers in India and
China. Byford the major competitor is process engineering chirex.

14MANUFACTURING SYSTEMS
2. Opportunities and benefits
As per the information acquired from the organisation it can be said that plant output can
be increased with an estimated potential in the annual turnover to be by 20 to 30% and the
estimated benefit potentially would become 25% to 55% of the total outcome. The plant capacity
can be improved by increasing the first pass efficiency by the estimated to potential annual
improvement in turn over by 5%. It is also found that the product consistency can be improved
by three to four percent and the uptime can be improved by 5%. On the other hand there are
frequent gradient rate of changes that could take up the average time to reach the product
specialisation following the changes, and this can be reduced by three to four percent. However
it is almost sceptical if the product delivery performance cost can be improved and the final
product stocks can be reduced (Khaleel et al. 2017). The manufacturing is also under scepticism
if they would add help or value to the customer but the material and source good delivery,
reliability and quality can be improved while reducing the stocks by 2% to 3%. The total
estimated value of the annual improvement assuming that selling of the additional production at
the correct market prices is 25% of the total outcome providing a benefit of about 168.75 million
GBP.
3. Performance assessment
After assessment of the performance of the entire organisation it has been seen that the
manufacturing process is added value to the employee for the planet by 77,640 GBP. The
customer service is increased by 70% but it is not routinely measured. The reliability and
consistency, and the absenteeism in people are frequently measured (Schneiders and Veer 2017).
The reliability and consistency is seen to have a 95% increase in product rate and 97% increase
in quality date but the scheduled bank town percentage of capacity is seen by 18.8 % and the

15MANUFACTURING SYSTEMS
maintenance cost as of the percentage of replacement acid value is seen by 50%. The control
flexibility is not measured and the change of time routine affecting production including the
great changes in minutes is measured to be 1000. The total score cannot be measured although.
4. Performance index
The performance index in this regard is calculated as how well the entire system will
work and how effectively it will achieve the goal set by the organisation. It can be measured
according to all the information provided by the performance assessment opportunities and
benefits as well as the business and sight information (Chiu et al. 2015). Thus, it is easier to
understand what according to the business needs would be effective and giving the performance
analysis of the entire organisation what would be beneficial for the organisation to bring about
changes. in addition to that it would also be easier to assess the performance going on so far
within the organisation to see if it is achieving the target given the current positions.
5. Possible improvement options based on the key performance indicators (KPI’s)
According to the case study based on the manufacturing organisation it can be seen
clearly that during the performance assessment there are various average figures across the entire
planet that is not measured in a routine manner (Amrina and Vilsi 2015). One of the most
important in these entire processes is the process capability and the change of time of routine
task affected production including great changes. The next set of neglected portion that is not
measured accordingly is the delivery performance percentage and adherence to production plant
percentage. both of them needs to be improved to enhance the customer service as well as the
control flexibility within the organisation.

16MANUFACTURING SYSTEMS
Conclusion
In conclusion it can be said that for the entire manufacturing process it is very important
that the business and site information, opportunities and benefits, process performance
assessment, performance index and possible improvement option based on the key performance
indicator or KPIs need to be built up to understand what the standing of the manufacturing
organisation is right now. it is also dependent on how the competitors are performing and based
on that the possible improvement option can be figured out based on the information generated
from the operations of the business.

17MANUFACTURING SYSTEMS
Part C
1. What are the main advantages of cell design compared to typical mass production
system?
Cellular manufacturing is mostly a process that produces chain of different parts within a
single line on sale of machine that are mostly operated by the machinist who work within the line
or cell. A cell can be defined as the small scale unit of production within a large factory. Cellular
manufacturing is the application of a group of Technology which can be described as a first step
in achieving world class manufacturing status. The first and foremost objective of cellular
manufacturing is to bring about the designing of the cells in a simple manner in which the
performance measures can be optimised (Helleno, Moraes and Simon 2017). The performance
measure can be of various types, including the cycle time, productivity or some other logistics
measure. This process mostly involved the placing of a cluster of set of functionally dissimilar
machines but close at it placed carefully in close proximity to each other. Mainly, organisations
mostly used cellular manufacturing to report the immediate improvements in performances and
attaining only a minor level of adverse effect. The production and quality control becomes much
more enhanced due to the use of cellular manufacturing and breaks the factory into small,
homogeneous and cohesive productive units are most probably the production and control can be
made much easier.
The quality control and parameters are very detailed in the particular requirements for
every part of the word pieces that a specific to the certain cell. Cellular manufacturing always
enhances the control over the productive units to keep the minimum operating scale and also
ensure the manufacturing provisions of the cellular divisions.

18MANUFACTURING SYSTEMS
2. Briefly explain Kaizen and continuous improvement.
The Japanese word Kaizen itself means continuous improvement. information system
that is Indian necessity of continuous improvement within the particular areas of an organisation
including the process, company, culture, technology, quality, productivity, leadership and safety
taken as the important factors. The methodology a tool of Kaizen is used to suggest that every
employee within the organisation working at various levels can be made eligible for can be
considered as worthy for making suggestions in the future improvements that might happen
within the organisation (Dorn et al. 2016). it may happen sometimes that the suggestions might
not lead to the organisation making a voice change readily, but overtime it can be seen that there
are small improvements made in various sections in the organisations at different levels that
would add up to having a significant reduction of the resources which were previously being
wasted. Kaizen always brings about positive change and therefore the companies who are
applying the lean manufacturing systems would probably choose a philosophical approach of
applying Kaizen within the organisation that would put the organisation forward from its
competitors at every aspect based on the culture of the company. The entire idea behind the
approach of the tool is probably the elimination for the creation of waste.

19MANUFACTURING SYSTEMS
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