Manufacturing of Lean Assignment 2022

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MANUFACTURING OF LEAN
ADVANCED PRINCIPLES IN LEAN MANUFACTURING
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MANUFACTURING OF LEAN
INTERNATIONAL FARM EQUIPMENT ON THE ADVANCED PRINCIPLES IN LEAN
MANUFACTURING.
This is a manufacturer of agricultural equipment. The type of farm tractors that are
manufactured in from the hydraulic are different in sizes and more so specialized. The company
offers both new hydraulic tractor part and restores damaged hydraulic parts. Different customers
might order different types of hydraulic portions, and this is of great meaning to the company
meeting the customers demand by generating the order (Shah, R. and Ward, P.T., 2003) The
department of quality control ensures that delivery orders are sent to the factory in a particular
way, by following the order that into which they both came into. And from the manufacturing
company its first order being FIFO.
The Product
During that heavy lifting of tractors on the farm, the power transmission used in welding
at the end is assisted in the session of hydraulic with a metal tube. (Ahlstrom, P., 2004).

MANUFACTURING OF LEAN
A. The Current Manufacturing Process map of a door-to-door value stream.
Below scheme map is the classification of door to door manufacturing scheme
Pavnaskar, S.J., Gershenson, J.K. and Jambekar, (A.B., 2003 pp.3075-3090.)
B. Outline and answer the eight key and basic questions for the future state design.
i. The requirement of the customer.
Requirement of the customer need to be provided with 24000 pieces of hydraulic control
mechanisms in any given month. The sizes in which the product will be supplied will be
varying from 20 to 200 with 50 being the average number of pieces. Each packaged ox
should contain five hydraulic sections in good functioning condition. The customer requires

MANUFACTURING OF LEAN
that they are supplied with the products daily by the trucks from the company. Different
customers will have varying commodity delivered in terms of the quantity of goods they
need. The finished hydraulic sections should be made ready 60 days before the shipping
operation begins, (Martinez Sànchez, A. and Pérez Pérez, M., 2001). The customers are
allowed to alter the configurations of any commodity two weeks before shipment is done.
ii. How often will we check our performance to customer needs?
After the delivery of the product to the customers. A follow up service will be conducted
where the customers are given chance to analyze the quality of the product and also
monitor its performance and incase of failure, he should report to the supplier. The batch
number of the product will be traced and if it is a genuine case the product will be replaced
with a new one. Martinez Sànchez, A. and Pérez Pérez, M., (2001). Our customers also
fill evaluation forms on how they rate our services once every month as this information will
be assessed by the quality assurance team that will ensure necessary adjustments are made in
the production line
iii. Which steps create value and which steps is waste?
The main steps which add value to the product are the cutting materials used in welding to
join metal parts together , painting of the products since good attractive painting bring s in
more aesthetics and as a results high value demand in the market. Feld, W.M., (2000),
lastly machining of the hydraulic sections do add value to the product. However some steps
are just a waste for instance having two welding stations this is a misuse of resources instead
one single welding station. Hence it was found necessary to do away with the extra
welding station.

MANUFACTURING OF LEAN
iv. How can we flow work with fewer interruptions?
There are several ways of ensuring the process of company manufacturing work stream
is of minimum interruption and the potentiality of the devices are well functioning.
Before the start of the production process the first and foremost thing to ensure is the
present of products being ready. Yang, M.G.M., Hong, P. and Modi, S.B., (2011). The
time that the production line of the material is over, it helps in saving the time for delays
in material waiting. Ensuring that the processing line has a power backup alternative will
also ensure consistency in output irrespective of the failure of power during the normal
system grid.
v. How do we control work between interruptions, and how will work be triggered and
prioritized?
Several ways can be used to control work interruptions in the manufacturing site. The
first way to do so is by making sure the availability of the material is in good timely way
and this will help avoid stopping the processing line due to shortage of raw materials.
The other way is by having an automatic backup generator which will be going on
immediately once it detects a decline in power supply hence the production line will not
have to stop due to power failures. An order from the customer once confirmed and half
the cost has been paid then the production process begins of the given quantity of
hydraulic sections. Payment of half production cost is the trigger mechanism to
production line. Yang, M.G.M., Hong, P. and Modi, S.B., (2011). The orders are
prioritized on basis of FIFO. In this type of system the orders as they are received from
the customer they are assigned a queue number which is in sequence of the time they
came in , where the first job to be given the number will be processed first and the last

MANUFACTURING OF LEAN
one done as the last piece. However in cases of special urgent orders the queue may be
altered so that the customer can get the urgent service due to unavoidable circumstances.
vi. How will we level the workload and/or different activities
Welding and machine have different workloads and by managing these kind of situation the
resources should be allocated more on a fairly way to a particular activity types. The
completion of some less demanding task and others such as dispatch will be allowed and
being done away with on the right moment. Increased resource allocation to the more
involving activities will help ease the work load involved thereby help do away with
incidents of some tasks being not completed in time hence delaying the whole
manufacturing line.
vii. The necessary improvement process to be done.
The most crucial improvement process in ensuring there is efficiency in the way of quantity
and quality for the products being produced will include; increasing the amount of
specialized welding labor and equipment. This will help produce large amount of work
within a very short period of time that is of good quality. Yang, M.G.M., Hong, P. and
Modi, S.B., (2011), Machining section also requires modernized machine acquisition such
machines will be able to produce better quality of work at a faster rate with minimum
maintenance levels compared to the old machines used in the machining workshop at the
moment. The other improvement that can be made in the future to minimize on space
wastage is the just in time delivery of the waste material. In the just in time delivery the
materials are just meant to arrive just before processing begins. This is a better efficient way
of dealing with raw materials mainly because there is no unnecessary room and resources
required for storing some of the required raw materials for the process. Immediately the

MANUFACTURING OF LEAN
material arrives it’s directed into the process line, however very efficient transport and
communication systems are required to see success of such an efficient system
C. Produce a future state map that details the necessary processes in operating the
factor in accordance to the lean manufacturing principles.
The future state map and the process necessary in operation is detailed in the below
figure Hasan, S., Al-Hussein, M. and Gillis, P., (2010, December).

MANUFACTURING OF LEAN
D. Produce the implementation plan for the company to move from the present state
to the future state.
The included five steps in the plan that was implemented is as follows;
i. Training of the managing team in the forum.
The laboratory training by the team that manage is the session that has several activities
which involve inspecting and visitation of the factory in all relevant departments.
Ahlstrom, P., (2004).Establishment of the production line that was targeted and chosen
for the same objectives. The techniques and principles needed for analysis and
discussion in subsequent stages
ii. The stream mapping value.

MANUFACTURING OF LEAN
That value streaming process is taken in such that a primary objective as the
management use the additional mapping in developing their own and current lean
manufacturing process when the session ends.
iii. The analysis of gap.
Shortcomings of production are system are tried to be recognized by management
operations. Some of the solutions to these problems were studied and attempted in a way
that the current system can be incorporated.
iv. Map of the “future state”
At this point, production line mapping is finally done by all necessary adjustment to the
current system of mapping. And this will create allowance for
the reduction of unnecessary activities and the integration of similar activities to improve
the efficiency of resource savings.
v. The final tactical planning and mapping.
Before the release of the finalized correction
on the future state mapping and announced it was officially documented for the design of
the future production in the whole business as expected.

MANUFACTURING OF LEAN
REFERENCES
Shah, R. and Ward, P.T., 2003. Lean manufacturing: context, practice bundles, and
performance. Journal of operations management, 21(2), pp.129-149.
Pavnaskar, S.J., Gershenson, J.K. and Jambekar, A.B., 2003. Classification scheme for
lean manufacturing tools. International Journal of Production Research, 41(13),
pp.3075-3090.
Martinez Sànchez, A. and Pérez Pérez, M., 2001. Lean indicators and manufacturing
strategies. International Journal of Operations & Production Management, 21(11),
pp.1433-1452.
Feld, W.M., 2000. Lean manufacturing: tools, techniques, and how to use them. CRC
press.
Yang, M.G.M., Hong, P. and Modi, S.B., 2011. Impact of lean manufacturing and
environmental management on business performance: An empirical study of
manufacturing firms. International Journal of Production Economics, 129(2), pp.251-
261.
Apte, U.M. and Goh, C.H., 2004. Applying lean manufacturing principles to information
intensive services. International journal of services technology and management, 5(5-6),
pp.488-506.
Ahlstrom, P., 2004. Lean service operations: translating lean production principles to
service operations. International Journal of Services Technology and Management, 5(5-
6), pp.545-564.

MANUFACTURING OF LEAN
Hasan, S., Al-Hussein, M. and Gillis, P., 2010, December. Advanced simulation of
tower crane operation utilizing system dynamics modeling and lean principles.
In Proceedings of the Winter Simulation Conference (pp. 3262-3271). Winter
Simulation Conference.