A survey on lean practices in Indian machine tool industries

Every manufacturing industry has put in continuous efforts for its survival in the current volatile economy. In order to face the situation, industries are trying to implement new and efficient techniques in their manufacturing operations. Some of the established tools in this context are lean practices, and its realization has been growing among the industries, particularly in automobile sector. To look beyond the auto-industry, a survey has been conducted to identify the status of lean practices in the machine tool manufacturing, which is one of the constituents of automobile value chain. A questionnaire tool applicable to machine tool environment has been designed and validated. The data recorded through the survey across the core machine tool manufacturers have been analyzed, and the results are presented. The results show that the status of lean implementation in the machine tool sector is still in infant stage. The reasons for low priority towards lean practices among the industries have been identified, and suitable measures have been suggested to address the problems. This will further assist the machine tool industries to gauge their level of leanness and will serve as a foundation for future research.

[1]  Y. Monden Toyota Production System: Practical Approach to Production Management , 1983 .

[2]  Toni L. Doolen,et al.  A review of lean assessment in organizations: An exploratory study of lean practices by electronics manufacturers , 2005 .

[3]  S. Spear,et al.  Decoding the DNA of the Toyota Production System , 1999 .

[4]  R. Fisher Statistical methods for research workers , 1927, Protoplasma.

[5]  B Haque,et al.  Lean engineering in the aerospace industry , 2003 .

[6]  James P. Womack,et al.  Lean Thinking: Banish Waste and Create Wealth in Your Corporation , 1996 .

[7]  Taiichi Ohno,et al.  Toyota Production System : Beyond Large-Scale Production , 1988 .

[8]  Jay Jina,et al.  Applying lean principles for high product variety and low volumes: some issues and propositions , 1997 .

[9]  John Paul Macduffie,et al.  Product variety and manufacturing performance: evidence from the international automotive assembly plant study , 1996 .

[10]  A. Sohal,et al.  Lean Production: Experience among Australian Organizations , 1994 .

[11]  Bhanu S. Ragu-Nathan,et al.  Development and validation of a measurement instrument for studying supply chain management practices , 2005 .

[12]  D. A. Lury,et al.  Statistical Methods for Research Workers , 1930, Nature.

[13]  Inderpreet Singh Ahuja,et al.  Strategies and success factors for overcoming challenges in TPM implementation in Indian manufacturing industry , 2008 .

[14]  Jayant Rajgopal,et al.  Analyzing the benefits of lean manufacturing and value stream mapping via simulation: A process sector case study , 2007 .

[15]  Rachna Shah,et al.  Defining and developing measures of lean production , 2007 .

[16]  Kuan Yew Wong,et al.  A Study on Lean Manufacturing Implementation in the Malaysian Electrical and Electronics Industry , 2009 .

[17]  Sanjay Bhasin,et al.  Lean viewed as a philosophy , 2006 .

[18]  Tomás Bonavía,et al.  An empirical study of lean production in the ceramic tile industry in Spain , 2006 .

[19]  Mauro Caputo,et al.  Production Management Techniques: Push‐Pull Classification and Application Conditions , 1988 .

[20]  John K. Gershenson,et al.  Classification scheme for lean manufacturing tools , 2003 .

[21]  U. Karmarkar Getting control of just-in-time. , 1989, Harvard business review.

[22]  Colin Herron,et al.  Defining the foundation of lean manufacturing in the context of its origins (Japan). , 2007 .

[23]  Jafar Razmi,et al.  Use of a modified analytic hierarchy process in selecting push, pull or hybrid systems for material control , 2003, Int. J. Manuf. Technol. Manag..

[24]  Mark A. Vonderembse,et al.  The impact of organizational structure on time-based manufacturing and plant performance , 2003 .

[25]  Christina Jampoler Houlahan Reduction of front-end loading of inventory : making the airframe industry lean through better inventory management , 1994 .

[26]  Homer Rahnejat,et al.  Use of analytic hierarchy process approach in classification of push, pull and hybrid push‐pull systems for production planning , 1998 .

[27]  John B. Kidd,et al.  Toyota Production System , 1993 .

[28]  Ravi Shankar,et al.  Lean philosophy: implementation in a forging company , 2008 .

[29]  W. Ouchi,et al.  JAPANESE-STYLE PARTNERSHIPS -- GIVING COMPANIES A COMPETITIVE EDGE. , 1993 .

[30]  Mervyn John,et al.  Redesigning assembly stations using ergonomic methods as a lean tool. , 2010, Work.

[31]  Tyson R. Browning,et al.  RECONCEPTUALIZING THE EFFECTS OF LEAN ON PRODUCTION COSTS WITH EVIDENCE FROM THE F-22 PROGRAM , 2009 .

[32]  Pär Åhlström,et al.  Assessing changes towards lean production , 1996 .

[33]  Sasa Zivanovic,et al.  Functional simulator of 3-axis parallel kinematic milling machine , 2009 .

[34]  Rupy Sawhney,et al.  Human Behavior Based Exploratory Model for Successful Implementation of Lean Enterprise in Industry. , 2008 .

[35]  Hongyi Sun,et al.  The implementation and evaluation of Total Productive Maintenance (TPM)—an action case study in a Hong Kong manufacturing company , 2003 .

[36]  Jeffrey K. Liker,et al.  The Toyota way : 14 management principles from the world's greatest manufacturer , 2004 .

[37]  Shigeo Shingo,et al.  The Shingo Production Management System: Improving Process Functions , 1992 .

[38]  Daniel T. Jones,et al.  The machine that changed the world : based on the Massachusetts Institute of Technology 5-million dollar 5-year study on the future of the automobile , 1990 .

[39]  L. N. Pattanaik,et al.  Implementing lean manufacturing with cellular layout: a case study , 2009 .