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Utilization of Man Power, Increment in Productivity by Using Lean Management in Kitting Area of Engine Manufacturing Facility - A Case Study

SAE International Journal of Materials and Manufacturing

College of Engineering Pune-Harshwardhan Rajeshkumar Vairagde
General Motors India Private Limited-Naresh Hans
  • Journal Article
  • 05-11-03-0020
Published 2018-08-08 by SAE International in United States
The project of lean management is implemented in General Motors India Private Limited, Pune, India plant. The aim of the project is to improve manpower utilization by removing seven types of wastes using lean management system in kitting process. Lean manufacturing or management is the soul of Just-In-Time philosophy and is not new in Automobile manufacture sector where it born. Kitting area is analogs to the modern supermarket where required components, parts, consumables, subassemblies are kept in bins. These bins are placed in racks so that choosing right part at right time can be achieved easily. Video recording, in-person observation, feedback from online operators and other departments such as maintenance, control, supply chain etc. are taken. It is observed that the work content performed by current strength of operators can be performed by less number of operators. After executing this project, it was possible to reduce one operator and increase manpower utilization. Continuous improvement is a part of lean management the organization is striving for it.
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Optical Bonding of Automotive Smart Surfaces

  • Magazine Article
  • TBMG-28340
Published 2018-02-01 by Tech Briefs Media Group in United States

Behr Hella Thermo Control (BHTC) of Lippstadt, Germany, manufactures automotive interior components. As the demand for smarter cars increases, BHTC encountered a new automotive interior challenge: optical bonding of automotive smart surfaces. The challenge of optical bonding led to a working relationship with Precision Valve and Automotive (PVA) of Cohoes, NY, to meet BHTC’s production and flexibility needs.

 

Implementation of Lean Approaches in Proto Body Build to Improve Productivity and Flexibility

B S Abdur Rahman University-Prince Arockia Doss Sebastian
Mahindra Research Valley-Ganesan Selvam, Surya Prakash Vaidhyanathan, Mohamed Zaheer Abdulla, Vedantham Baskaran
Published 2017-07-10 by SAE International in United States
Lean approaches are being implemented in various manufacturing facilities across the globe. The application of lean approaches are extended to Body proto build shop to maximize the efficiency of the shop with lesser floor space and optimized equipment. Weld fixture, Weld equipment and assembly tools are the major tools required essentially for proto BIW assembly. This paper explains how the Weld equipment planning was carried out with lean approaches and implemented effectively in proto body assembly shop. The implemented lean concepts are compared with Italy and Japanese proto body build makers to validate the frugal planning of the facility for the said intent. The implemented facility is capable of producing more than a model at a time. Weld parameter selection for weld gun, gun movement to the fixture with minimized change over time and movable weld gun gantry are the lean approaches implemented.
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Supplier Quality Engineering and Lean Manufacturing Integration

MWM Navistar Company-Silvio César Bastos
Published 2017-03-28 by SAE International in United States
Automotive industries have been seeking quality excellence as a key factor in competitiveness. Product characteristics and functions should meet the expectations of customers in terms of warranty and reliability.The objective of this paper is to present a method to improve the synchronization of customer’s product requirements with their suppliers in terms of key performance indicators.The improvement allows suppliers to take corrective and preventive actions through knowledge of component applications in engines and vehicles.Engine assembly lines maintain records and meet daily meet to explore trends of productivity, and supplier quality performance is measured based on engine failure instead of parts supplied.This methodology integrates Lean Manufacturing and Supplier Quality Engineering and respective targets, combining efforts towards Quality Assurance.
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SUCCESS DOESN'T COME BY CHANCE

MOMENTUM: MARCH 2017

  • Magazine Article
  • 17MOMP03_02
Published 2017-03-01 by SAE International in United States

In an SAE International technical paper, students at the University of Idaho identify best practices for their SAE Clean Snowmobile Challenge team.

THE UNIVERSITY OF IDAHO Clean Snowmobile Challenge (UICSC) team has been competing since 2001 in the SAE International Clean Snowmobile Challenge (CSC). Typically, the team will have 10-15 members, with as many as two-thirds of the members returning from the previous year. The team includes students from all four years of the undergraduate engineering program along with one or two graduate student mentors. Membership is predominantly mechanical engineers, but the team usually has at least one electrical engineer in addition to a number of students from other disciplines.

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Study of Lean Production System Using Value Stream Mapping in Manufacturing Sector and Subsequent Implementation in Tool Room

Delhi Technological University-Rushil Batra, Sahil Nanda, Shubham Singhal, Ranganath Singari
Published 2016-04-05 by SAE International in United States
This research is an attempt to investigate the significance of Value Stream Mapping (VSM) in the lean transformation of manufacturing units (largely automotive) and then apply the same in a tool room. It is an essential tool used to interpret both material and information flow in a system. The tool room under study specializes in production of a large variety of high precision tools for the automotive industry. A product family is chosen to map and analyze various stages of its production process, starting from the raw material (R/M) to the finished goods’ (F/G) stage. VSM is then implemented in the tool room to correctly identify wastes and thus improvement areas to bridge gaps between current and future states. Both current and future state maps are drafted along with usage of other lean tools to justify its implementation in a small setup like tool room. Given the customized nature of work being performed in the setup, task standardization is not a priority but employee specific tasks are suggested after optimization of all work procedures. Methods…
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Lean Product Development. How to Create Flow? Reflection after a 4 Years Implementation in One Business Unit - Part 1

Tenneco-Patrick Garcia, Jiri Radous, Caroline Baeten
Tenneco Gliwice-Artur Krol, Jacek Bosek
Published 2016-04-05 by SAE International in United States
During the 4 last years, Lean has been successfully implemented in one of the Tenneco’s Business Units: Ride Performance. This paper reflects on the results and more specifically on the third principle of Lean [1] “How to make flow” and on the fifth principle “To strive for perfection” obtained in the fields of “Product Development” related to Processes, Tools and People.Processes and Hard Tools. How to improve the flow in the engineering processes?It will be shown thatIn general standardized processes supported by some integrated tools and, more specificallySome workload leveling in testing, CAD Departments,Standardization in design processes, testing procedures and prototypes development processes andStandardization and availability of components and parts for prototype buildingare key enablers to enhance flow in the Product Development.Additionally the application of some Poka Yoke principles improves the Product Development quality and front loading of the development process ensures the efficient realization of an optimized product solution. The hard tools are defined as tools supporting the processes and the people in their daily business. A couple of examples illustrate how the tools…
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Cost reduction in Low-cost Emerging Economies for Sustainable Growth - Principles, Processes, Tools & Techniques

Divgi Warner Private Limited-Damodar Kulkarni, Pankaj Deore
Published 2015-09-29 by SAE International in United States
Cost-reduction and cost competitiveness have emerged as major strategic tools to an enterprise and are being used all over the world to fight for survival as well as maintain sustainable growth. Maximization of value-creation by enriching the planet, people and the economy should be the key drivers leading to cost-reduction strategies in any business.The main objectives of this paper are to explain the Processes and Principles of Cost-reduction in technology-transfer to low-cost emerging economies to achieve sustainable cost-reduction and create a culture of cost-consciousness throughout an organization.DivgiWarner has not only designed and developed but has also been practicing unique processes of cost-reduction utilizing various tools as, 1Value Analysis and Value Engineering2Cost-reduction through productivity improvement3Supply Chain Management (SCM)4Lean Manufacturing5Total Quality Management (TQM)6Control over fixed Costs7Working Capital and Fund-Flow Management8Inventory Management9Employee involvement through Kaizen, Suggestion schemes and 5-SCost-reduction is planned, measured and reported with the following three indicators being constantly kept in perspective: 1Profit achieved through cost-reduction activity2Cost-reduction as % to total Sales3Cost-reduction as % to Material CostsCost-reduction achieved for sustainable growth without compromising on the quality…
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The New Approach to Automotive Vehicle Assembly Process

Mahindra Mahindra, Ltd.-Sanjay Nibandhe
Published 2015-01-14 by SAE International in United States
The paper presents integrated approach to Automobile Assembly Process. The approach describes about “Production Process Simulations” for New Products under development. This leads towards design verification during early prototype assembly process establishment for newly developed automobile vehicles and its control plan which regulates to final production practice.In recent years the Indian automotive business is expanding and with growing needs of faster new product development, the cycle time reduction becomes very crucial for environmental and economic reasons. The Lean production assembly and robust engineering processes are optimized in this approach.It's an advanced mechanism to identify process failures during final production setup. The experimentation has resulted towards establishing micro level study and critical stages to be captured well in advance for better planning. The actual verification of design at early stage builds confidence in New Product Development.This approach covers of all types of vehicle manufacturing, product mix, and deliverables of vehicle quality. The key achievement is by ensuring of significant & critical design parameters, engineering specifications, quality targets and customer perceived quality. The robust planning and decision…
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Hybrid Lean-Agile Manufacturing System Strategic Facet in Automotive Sector

SAE International Journal of Materials and Manufacturing

Salah A. Elmoselhy
  • Journal Article
  • 2014-01-9104
Published 2015-01-01 by SAE International in United States
The lean production system has been successful in the cost-based winning order criterion markets. However, the automotive market has been volatile and the new criterion of winning orders has been availability, which has called for an agile system. The present paper argues that because of fierce competition the current automotive market winning order criterion is now a blend of cost and availability. It shows how a hybrid lean-agile system can strategically meet such a challenging criterion. The study presents the drivers, attributes and providers in lean manufacturing, agile manufacturing, and hybrid lean-agile manufacturing systems. It investigates how the strategic facet of the proposed hybrid lean-agile manufacturing system addresses the six manufacturing competitive dimensions. It presents as well the hybrid lean-agile manufacturing key performance indicators. The strategic facet of the proposed hybrid lean-agile manufacturing system has been validated through industrial case studies in automotive sector. A cost-benefit ratio qualitative analysis has been conducted on the proposed system and the benefits outweigh corresponding costs resulting in positive present value.
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