Browse Topic: Kaizen

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Manufacturing Optimization of Automotive Coatings: Applying Lean Six Sigma to Improve Filling Line Performance2025-36-001112/18/2025
This study presents the results of applying a Lean Six Sigma-based analytical approach to optimize the manufacturing of automotive coatings, specifically in a PU primer filling process. Through production flow mapping and the Define, Measure, Analyze, Improve, and Control (DMAIC) methodology, unplanned stoppages in the filling line were significantly reduced, addressing critical inefficiencies in automotive coating production. The research was driven by the need to enhance manufacturing productivity and ensure process reliability in the production of coatings used in the automotive sector. To achieve this, Quality Management tools, such as Pareto Analysis and the Cause-and-Effect Diagram, along with Lean Manufacturing techniques, including Kaizen Blitz, were applied. These methods facilitated the identification and mitigation of key causes of unplanned downtime, improving process efficiency and reliability. The results demonstrated a significant reduction in downtime, enhanced operational efficiency, and an increase in Overall Equipment Effectiveness (OEE). Furthermore, the implementation of Reliability-Centered Maintenance (RCM) practices contributed to process stability and improved failure prediction, ensuring higher consistency in automotive coating production. This study highlights that integrating lean methodologies with data-driven analysis is a highly effective strategy for improving manufacturing performance in the automotive industry, reducing operational costs, and strengthening supply chain resilience for automotive coating manufacturers.
Filho, William Manjud Maluf, Rodrigues, Mateus Ferreira, Carriero, Emily Amaral, Yoshimura, Sofia Lucas, Marini, Vinicius Kaster, Siqueira, Gonçalo, Alves, Marcelo Augusto Leal
Impact of Lean Manufacturing Strategies and Success Factors on Performance Improvement—A Case Study05-18-02-001612/10/2024
LM (Lean manufacturing) is the manufacturing strategy focused on continuous improvement of manufacturing operations. This study has been carried out in manufacturing industry of northern India to assess important success factors, LM strategies applied, and important benefits of both LM strategies and approach. Questionnaire survey has been performed to achieve the desired objectives. Results indicated that manufacturing organizations have great affinity for LM strategies viz. small incremental improvements (kaizen) for strategic success. Production rates are highly improved after implementing LM approach. Mediating role of every success factor have been measured using regression analysis and structural equation modeling. Moreover, correlation shows the highly significant relations between LM strategies and benefits of the LM approach.
Kumar, Rajesh, Kumar, Ashwini, Kumar, Rajender
Proposal for Gemba-Kaizen Implementation to Enhance Efficiency in the Medium-Scale Bus Body Fabrication Industry2023-01-51322/23/2024
The basic needs of people are met by the building, fabric, and farming sectors. In addition, the automobile industry significantly contributes to human mobility and is essential to India’s economic expansion. There are numerous research strategies available to improve the bus body building industries. Several investigative approaches for enhancing bus body building industries are available. However, several of these studies merely look at it from the perspective of shop floor activity. Accordingly, when it comes to the execution of process design approaches, there is little practical evidence for accepting Gemba kaizen’s attitude. Hence, the purpose of this article is to present a continuous improvement redesign framework tailored to a specific bus body building industrial sector. The proposed model is structured after a critical examination of Gemba and Kaizen. The results showed that by implementing the improvement initiatives, the number of process activities decreased from 44 to 25 (of which 43% were wasteful), and the cycle time decreased from an average of 112 hours to 68 hours, or 39% faster. The outcomes also show how the suggested model helped organizations reduce resource usage and enhance organizational effectiveness.
Balakrishnan, S., Senthilkumar, K., Rajkumar, V., Jerold John Britto , J.
OBD Test Efficiencies Through Automation1333410/7/2022
In-vehicle automation efficiency improvements have successfully confirmed and enhanced model accuracy, saved significant calibrator time, and optimized vehicle utilization. While industry focuses on model-based calibration and Hardware-in-the-Loop (HIL) as replacements for in-vehicle testing, vehicle fleets are shrinking. Kaizen incremental efficiencies are often applied to manufacturing, yet there are significant opportunities for applying the continuous cycle of Kaizen activity to calibration and validation processes. OBD automation has progressed from all human testing to static break-out box circuit testing to CAN corruptions to LIN corruptions to SENT devices to dynamic performance/rationality diagnostics. Automating OBD validation enables rapid, repeatable vehicle operation without human inefficiencies. By integrating data collection tools, remote vehicle operation and OBD requirements, complete Design-of-Experiment (DOE) test sequences can be executed. 1. Intro 2. Automation test setup/sequence 3. Capabilities: a. Base electrical failures i. Open ii. STG iii. STP b. Signal modification i. CAN ii. LIN iii. Sensor signal 1. Analog 2. Duty-Cycle 3. Frequency 4. Resistance iv. SENT c. INCA logging for WPA & BPU data 4. Test compare: a. Human effort � calibrating vs data collecting b. Vehicle utilization i. Human � �Day shift� ii. Automation � continuous 24hr
Bowman, John
Implementation of Karakuri Kaizen in Material Handling Unit2015-26-00741/14/2015
Material handling is a major section in all the industries especially for delicate and huge components. Here in this industry they are using pneumatics system to tilt the component for certain angle so that operator will be able to do the further operation in the line. Pneumatic system needs compressed air for running the system, which in turn requires electricity to compress the air using an air compressor. Due to frequent power shutdowns many industries are facing problem to run their manufacturing unit peacefully. As an alternate they are using generators which require fuel to generate power. This adds excess cost for manufacturing the products and demand for fuel is also increasing day by day. So to avoid all this problem with a one step solution, dependability of energy resources has to be minimized. For avoiding the usage of energy resources the usage of pneumatics and compressed air has to be reduced. Karakuri kaizen which was first introduced by Japanese is system which is used to handle the materials using natural principles like gravitation force, centrifugal force, etc. It requires only initial investment cost and so plans were made to apply this system at the machine shop. As a first step we started with 2-D drawing and then went on with Offline 3-D testing which was done after the design process. A solid works model was made to avoid corrections in the fabrication process so that cost and time can be reduced. In fabrication process we faced many problems as it was the first equipment to be implemented with Karakuri kaizen. It took weeks to solve all the problems and now finally the system is installed in the industry and running successfully without any interruptions.
Rani, Dhiyaneswar, Saravanan, A K, Agrewale, Mohammad Rafiq, Ashok, B
Implementation of BorgWarner Production System - Case Study at DivgiWarner Private Limited2012-01-20559/24/2012
In the pursuit of manufacturing excellence BorgWarner, Inc., USA has utilized some key aspects of Toyota Production System and General Motors Quality System Basics tools to create a systematic framework called as Borg Warner Production System (BWPS). The goal of BWPS is to have robust manufacturing systems to deliver flawless quality products at lowest possible cost and give hassle free customer experience. This case study covers the BorgWarner Production System implementation experience of DivgiWarner Pvt. Ltd. India, one of the BorgWarner's plant based in Pune and Sirsi, India. The BWPS consists of 7 foundational elements and 23 tactical strategies. These seven foundational elements are Safety and Environment, Quality Systems, Employee Development, Continuous Improvement, Lean Manufacturing, Pre-Production Planning, Metrics and Audits This framework delivered following benefits to the company: “Zero” safety incidences Customer PPM reduced from 675 to 122 100% On Time Delivery to customers Continual improvement - more than 300 kaizen projects implemented every year Overall Equipment Effectiveness increased from 41% to 82.9% Inventory Turn Over Ratio (ITOR) increased from 4.8 to 10.1 Material movement in the plant reduced by 68% This paper uses BWPS as an example to illustrate how to implement similar production systems, in order to improve manufacturing effectiveness. We also show how to set performance base lines, track continuous improvements, and communicate progress to pursue perfection.
Vani, Dipak Annasaheb, Deshpande, Sudhindra
Lean and Safe - The Path to Sustainability in Product Design2011-01-12524/12/2011
Sustainability, Global Reporting Initiative, Corporate Social Responsibility, Lean, Continuous Improvement, Kaizen and “Green” are terms and initiatives that relate to each other as well as safety and environment, but often cause confusion. This paper first puts the various strategic issues into context to help participants better understand the “big picture” of strategic issues. The triple bottom line of sustainability (People, Planet and Profit or 3Ps) is a major issue for any organization. Attainment of sustainable growth demands continuous improvement in both manufacturing and design. The paper addresses how continuous improvement based on Dr. Deming's principles should be the benchmark for leading culture change. Included in this organizational culture change is occupational safety woven into the company's DNA. A relatively new concept, the marriage of lean and safety becomes the enabler for continuous improvement and long-term sustainable growth. Engineers and designers developing new product and processes that meet the challenge of the 3Ps of sustainable growth determine the future. The dilemma is that most tools, training and processes for lean and safe are developed for the factory floor. This paper shows how they can be applied in the office setting, allowing those designing the future to put into practice the things that are necessary for eliminating waste and continuous improvement. Real world examples of how management and technical staffs can practice the integration of lean and safe in their daily work are given. Understanding how to identify and eliminate the seven forms of lean waste in the office leads to the design of processes that are not only lean but will minimize safety wastes (injury and illness) and environmental waste (air, water, solids, energy, etc..) People - and their personal safety - along with the relentless quest to identify and eliminate waste become the driving force for sustainable growth.
Taubitz, Michael
Lean Engineering Center2009-01-08894/20/2009
Rybnik Engineering Center (REC) is the new R&D center developed by Tenneco in Poland. One of the key ideas behind the REC is to develop it based on the lean engineering principles. In a first step a white paper was established and agreed upon with senior management. This white paper consisted of: a vision a set of objectives derived from this vision and a road map to reach this vision The creation of REC has been articulated around 3 major themes: 1. PERSONNEL - It is about how to identify and hire people that will fit into our lean culture. A further challenge is to then train and mentor the people. A similar model known as the inverse-T at Toyota was implemented. Lastly, a network of partners has been established and integrated in the Tenneco development processes. 2. PROCESSES - Both engineering and cross functional processes have been systematically reviewed or new ones developed. With the help of the tool “Value Stream Mapping” the waste in existing processes was identified and dramatically decreased. 3. TOOLS AND TECHNOLOGIES - Hereby we differentiate between soft and hard tools. The soft tools are: Communication and alignment tools. Visual management is key enabler at REC. Problem solving. The lessons learned are collected into guidelines and standards Reflection events and Kaizen. For the hard tools, some very unique technologies have been developed. A Knowledge Based Manufacturing and Engineering system is under development on the basis of a common software.
Garcia, Patrick, Drogosz, John
Lean Six Sigma Applied to Manufacturing Capacity Increase Project – Case Study2008-36-016610/7/2008
Nowadays, auto-parts companies spend a lot of efforts in trying to improve their manufacturing performance, which can be easily explained by the influence of many competitors, and also due to strong pressure besides their costumers to reduce prices of their products. Normally, the investments to buy new machines and contract new labors to respond customer demands gets lower as day goes by, due to this, the manufacturing team must use the best techniques available to get the maximum of their manufacturing system in an effort to meet flexibility, by the way, there is a constant effort to eliminate waste and variation in manufacturing system, for such work, many companies have adopted lean manufacturing principles in order to eliminate waste as a good response to produce more with less, and aligned with this thinking, Six Sigma methodology comes to add to lean manufacturing a robust way to eliminate variation on manufacturing process. So, this paper has per objective to show based on case study in a manufacturing assembly cell to show how the DMAIC methodology powered by Six Sigma and Lean techniques can work together to provide strong and robust results, as an way to increase manufacturing capacity without spend money unnecessary and show how to turn stronger Kaizen activities in current production lines.
Joel da, Conceição
Fuel Economy: A Kaizen Approach2007-26-0241/17/2007
This paper explains a Kaizen approach to improve fuel economy of the Vehicle. This approach depends on discovering and plugging various energy drains, thereby improving performance of the vehicle without much cost escalation. Contrary to the common belief most of the improvements also result in improved drivability. Even though the improvements achieved by the individual Kaizen may not be significant but when aggregated they produce commendable improvements. The combination of High Fuel-economy with Low initial cost demanded by compact car segment customer is difficult to achieve but it is possible with Kaizen approach. A comprehensive test strategy is also explained for every Kaizen involved to test the vehicle performance, durability and to generate comprehensive and comparable database for further development.
Bhat, Anoop, Vashisth, A. K.
Deployment of a Global Kanban System2006-01-31339/12/2006
The Kanban system is an essential tool for implementing a Just-in-Time (JIT) production process, which enabled Toyota Motor Company to achieve the highest productivity in the automotive world. Furthermore, it can be also a useful management method in other types of industries as well. In future, many organizations and business other than the automobile industry will discover the benefits of the Kanban system in achieving what we call “lean operation”. The Kanban system is an integral part of an overall Kaizen (“continuous improvement”) undertaking, acting as a visual control tool. Any JIT production process incorporating a Kanban system requires Heijunka (“leveled production”). This report includes an overview of an actual Kaizen operation incorporating a Kanban system at a sub-assembly process for aircraft components. After implementing the Kanban system, the average inventory cost was reduced by approximately 42% in one year. The Kanban system benefited the assembly process overall, with shorter lead-times, and faster detection and remedy of abnormalities in the production line.
Koide, Katsuya, Iwata, Takeshi
Design for Lean Six Sigma (DFLSS): Philosophy, Tools, Potential and Deployment Challenges in Automotive Product Development2006-01-05034/3/2006
Lean Six Sigma is an approach that is gaining momentum both in manufacturing and service industries. Design for Lean Six Sigma (DFLSS) is an outgrowth of the DFSS and Lean Six Sigma approaches. The essence of DFLSS is to ensure design quality and predictability during the early design phases and the approach employs a structured integrated product development methodology and a comprehensive set of robust tools to drive product quality, innovation, faster time to market, and lower product costs. When it comes to automotive Product Development, applying lean principles and DFSS together becomes more of a challenge within the existing PD system. While the benefits of DFLSS present an attractive proposition in a fiercely competitive market it brings its own challenges as to how to deploy it for maximum benefits. This paper examines the challenges, potential and opportunities for DFLSS in the automotive industry and presents a vision for integrating it in to the Product Development System. The paper also takes a deeper look at the differences and commonalities between DFSS and DFLSS and what potential DFLSS holds for the automotive industry. Additionally, the paper would examine other variants of DFSS like DFSS Kaizen to understand common underpinnings. The authors present a methodology that would address the changes that are required in the existing PD system and DFSS deployment practices to fully derive the benefits of DFLSS.
Thomas, Mathew, Singh, Nanua
Continuous improvement the JCI wayAUTOJUL04_087/1/2004
Johnson Controls uses lean manufacturing principles and Six Sigma to stay ahead of the competition in terms of quality and productivity. If continuous improvement is everybody's job at Johnson Controls Inc., then no one has a bigger job than Joel Beezhold. The Director of Continuous Improvement for JCI North America, Automotive Group, has a big bag of tools to help him get that big job done. He is responsible for ensuring that those tools are used to optimal effect at JCI seat, component, and interior trim plants in North America. The goal is improvements in product quality, plant productivity, and profits.
Ponticel, Patrick
Automotive Engineering International 2004-04-01AUTOAPR044/1/2004
The chain in China North American suppliers must confront some challenging supply-chain issues as they take aim at what could potentially become the world's largest automotive market. Visteon researches composite truck chassis The company used computer analysis extensively in a research project aimed at reducing the mass and complexity of a chassis structure while increasing strength and stiffness. Simulation goes beyond engineering Computational fluid dynamics simulation and visualization software vendors are introducing products to extend the value of CFD throughout the product life cycle, according to Acuitiv Software. Ford still riding Six Sigma quality horse Ford is combining Six Sigma with kaizen events at its plants around the globe to coax new ideas from its hourly workers in hopes of closing the gap with perennial vehicle-quality leader Toyota.
Ford still riding Six Sigma quality horseAUTOAPR04_044/1/2004
Ford is combining Six Sigma with kaizen events at its plants around the globe to coax new ideas from its hourly workers in hopes of closing the gap with perennial vehicle-quality leader Toyota. Studies such as the annual J.D. Power and Associates Initial Quality Survey typically put Toyota Motor Corp. at the top, but middle-of-the-packer Ford Motor Co. will tell you that it's not because Toyota's hourly workers are “better.” End product quality is more a function of management's acumen than assembly line workers' abilities, according to Debbe Yeager, who has served in the position of Director of Consumer Driven Six-Sigma at Ford since February 2003 after serving as Director of Global Core Quality “The more I see, the more I think quality is a management initiative because the people on the line-and I've worked in the plants enough to know-will make a good product if you tell them that's what's expected of them,” she said.
Ponticel, Patrick
Standard Work – Lean Tools and Techniques2001-01-25989/10/2001
There are three key elements that must be in place before we can apply Standard Work. These elements are Takt Time, Standard Work Sequence, and Standard Work in Process. Once these elements are in place, the Kaizen cycle may be applied to your process. Several forms are used to help us identify and understand our Kaizen opportunities. They are the Time Observation Sheet, Standard Work Sheet, Percent Load Chart, and Standard Work Combination Sheet. Proper utilization of these forms will show people and part flow, standard work in process, takt time, line balance, and equipment utilization. Reviewing these forms, clearly posted in the work areas, will help identify where to focus Kaizen activities and expected results. Standard Work must be constantly monitored and revised as necessary to be a valuable tool, and it is vital to have the shop floor team members involved in the development of Standard Work from the beginning. There is a huge difference between the team members following standards that are “handed over”, and team members practicing the process they own.
Williams, Brent A.
Reliability and Environmental Preservation by Test Time Decrease in Diesel Engine Production2001-01-38423/5/2001
The purpose of this report is to show you our technological development to get a complete hot test in the shortest time. The report starts with a few remarks about the reasons to develop this work. Then it shows the main points of the hot test improvement. Putting the situation into some kind of perspective as 6 sigma, Kaizen, Environmental system ISO 14000, we developed a multidisciplinary work. Finally; we will obtain the following results as conclusive: Productive capacity increases in 30 %. Environmental impact decreases in 40 %. Reliability test increase in 1500 %.
Preta, Luis Eduardo Catta
An Aerospace Manufacturing Improvement Process91264411/1/1991
The two basic methods of process improvement are discussed. The continuous and methodical Japanese system for improvement called KAIZEN is presented along with the typical U.S. approach to improvement called Innovation. The two contrasting methodologies are discussed individually and then are combined to form a strategy for improving the aerospace manufacturing process. The Kaizen of continuous improvements in part fixturing and the innovations of new automatic riveting techniques are combined to provide a tool for survival in the ever increasing competitive aerospace fastening business. The process of transition from today to the future not only means changes in equipment and methods but also changes in people and management. An integrated approach to managing the elements of change is presented. The paper tries the “what is necessary” and the “how to implement” strategies into one comprehensive concept called PROGRESS.
Endres, Thomas E.
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