Er. Sandeep Ahirwar,
Er. Prakash Ahirwar,
Er. Akash Tomar,
- Assistant Professor, Infinity Management & Engineering College, Patheriya Jat, Madhya Pradesh, India
- Associate Professor, Infinity Management & Engineering College, Patheriya Jat, Madhya Pradesh, India
- Assistant Professor, Infinity Management & Engineering College, Patheriya Jat, Madhya Pradesh, India
Abstract
Lean manufacturing was initially designed to reduce waste and maximise resource usage. Later, lean wasdeveloped in response to the competitive and ever-changing business environment. Organizations are compelled to deal with difficulties and complications because of the business environment’s rapid change. The ability of any business, whether manufacturing- or service-focused, to consistently and methodically adapt to these changes in order to increase the value of its products may ultimately determine whether it will survive. But in order to effectively apply lean, the organisation needed to focus on all the components, such as Value Stream Mapping (VSM), Cellular Manufacturing (CM), U-line structure, Line Balancing, management of inventory, Single Minute Exchange of Dies (SMED), Pull The framework Kanban, The manufacturing process Levelling, etc. In this article, an effort has been made to create a lean implementation road map for the organization’s lean manufacturing system. In order to highlight the implementation sequence of lean elements in a dynamic business environment, analyses of the results of the exploratory survey are reported in this paper. The review’s findings were also combined to create a coherent theory for the application of lean elements.
Keywords: VSM, SMED, CM, U-line structure, Kanban, MFC
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Recent Trends in Fluid Mechanics
Volume | |
Received | June 15, 2024 |
Accepted | July 25, 2024 |
Published | August 14, 2024 |