Investigation and development of lean audit system for value addition while implementing lean tools in engineering industries

Abstract

More than past four decades, the quality improvement tools were newlinemostly assessed by Kaizen, Just In Time (JIT), 5S, Total Quality newlineManagement (TQM), and Total Productivity Maintenance (TPM) in overall newlinemanufacturing evaluations. When implemented all the above Lean tools newlinetogether to obtain the required benefits, it is very difficult to get a sustained newlineresult due to the non-availability of a common platform. In the current newlinescenario, all manufacturing sectors have a lot of impact on competition in the newlinebusiness and they have more challenges with business environment. Due to newlinethe intense competition, more wastages and more work in process, the newlineorganization has to develop better strategies that enable them to perform their newlinemanufacturing process activities with more efficient than competitor. To newlineovercome in this situation, a principle namely Japanese Lean has been newlineestablished. So it is the foundation of all the step up activities. Lean newlinemanufacturing is one of the innovative and most powerful manufacturing newlineconcepts being applied in many industries to avoid the wastages of resources newlineand improving the quality of products and help the company to become more newlineeffective and productive. It also focuses on continuous improvements with the newlinetotal involvement ofall employees with optimum utilization of man power and newlinemachine by reducing idle time and reducing lead time. Lean strategy in newlinemanufacturing involves a series of activities to minimize waste and Non newlineValue Added (NVA) operations from production, customer relations and newlinefactory management and improve the Value Added (VA) process. But, most newlineof the organizations have failed in implementing Lean methodology due to newlinelean related issues and lack of knowledge and responsibility. newline newline