Skip to main content

Advertisement

SpringerLink
Log in

Lean philosophy: implementation in a forging company

  • ORIGINAL ARTICLE
  • Published:
The International Journal of Advanced Manufacturing Technology Aims and scope Submit manuscript

Abstract

This research addresses the implementation of lean philosophy in a forging company with a focus on radial forging production flow lines. Here, the prime motive is to evolve and test several strategies to eliminate waste on the shop floor. In this research, a systematic approach is suggested for the implementation of lean principles. This paper describes an application of value stream mapping (VSM). Consequently, the present and future states of value stream maps are constructed to improve the production process by identifying waste and its sources. Furthermore, Taguchi’s method of design of experiments is pursued here to minimize the forging defects produced due to imperfect operating conditions. A noticeable reduction in set-up time and work-in-process (WIP) inventory level is substantiated. Finally, we conclude with a discussion of managerial implications and the future scope of research.

This is a preview of subscription content, log in via an institution to check access.

Access this article

Log in via an institution

Price excludes VAT (USA)
Tax calculation will be finalised during checkout.

Instant access to the full article PDF.

Institutional subscriptions

Similar content being viewed by others

References

  1. Association of Indian Forging Industries (2004–2006) Home page at http://www.indianforging.org/

  2. Phadke MS (1989) Quality engineering using robust design. Prentice-Hall, Englewood Cliffs, New Jersey

    Google Scholar 

  3. Syrcos GP (2003) Die casting process optimization using Taguchi methods. J Mater Process Technol 135(1):68–74

    Article  Google Scholar 

  4. Montgomery DC (2001) Design and analysis of experiments, 5th edn. Wiley, New York

    Google Scholar 

  5. Houshmand M, Jamshidnezhad B (2006) An extended model of design process of lean production systems by means of process variables. Robot Comput Integr Manuf 22(1):1–16

    Article  Google Scholar 

  6. Cagliano R, Caniato F, Spina G (2004) Lean, agile and traditional supply: how do they impact manufacturing performance? J Purch Supp Manage 10(4–5):151–164

    Article  Google Scholar 

  7. Shah R, Ward PT (2003) Lean manufacturing: context, practice bundles, and performance. J Oper Manage 21(2):129–149

    Article  Google Scholar 

  8. Bamber L, Dale BG (2000) Lean production: a study of application in a traditional manufacturing environment. Prod Plan Control 11(3):291–298

    Article  Google Scholar 

  9. Haque B, James-Moore M (2004) Applying lean thinking to new product introduction. Int J Eng Design 15(1):1–31

    Article  Google Scholar 

  10. Soderquist K, Motwani J (1999) Quality issues in lean production implementation: a case study of a French automotive supplier. Total Qual Manage 10(8):1107–1122

    Article  Google Scholar 

  11. Pavnaskary SJ, Gershenson JK, Jambekar AB (2003) Classification scheme for lean manufacturing tools. Int J Prod Res 41(13):3075–3090

    Article  Google Scholar 

  12. Detty RB, Yingling JC (2000) Quantifying benefits of conversion to lean manufacturing with discrete event simulation: a case study. Int J Prod Res 38(2):429–445

    Article  MATH  Google Scholar 

  13. McDonald T, Van Aken EM, Rentes AF (2002) Utilising simulation to enhance value stream mapping: a manufacturing case application. Int J Logist: Res Appl 5(2):213–232

    Article  Google Scholar 

  14. Hojas H; Fertigungstechnik GmbH (1988) Radial forging. In: Davis JR, Semiatin SL; American Society for Metals (eds) Metals handbook, vol 14: forming and forging, 9th edn. ASME Press, New York, pp 145–149

    Google Scholar 

  15. Childerhouse P, Disney SM, Towill DR (2000) Speeding up the progress curve towards effective supply chain management. Int J Supp Chain Man 5(3/4):176–186

    Google Scholar 

  16. Drucker P (1995) The information that executives truly need. Harvard Bus Rev 73(1):55– 63

    MathSciNet  Google Scholar 

  17. Monden Y (1998) Toyota Production System: an integrated approach to just-in-time, 3rd edn. Engineering and Management Press, Norcross, Georgia

    Google Scholar 

  18. Fleischer M, Liker JK (1997) Concurrent engineering effectiveness: integrating product development across organizations. Hanser Gardner, Cincinnati, Ohio

    Google Scholar 

  19. Liker JK (1998) Becoming lean. Productivity Press, Portland, Oregon

    Google Scholar 

  20. Hines P, Taylor DH (2000) Going lean: a guide to implementation. Lean Enterprise Research Center, Cardiff Business School, Cardiff University, Cardiff, UK

  21. Rother M, Shook J (1999) Learning to see: value stream mapping to add value and eliminate muda. The Lean Enterprise Institute, Brookline, Massachusetts

    Google Scholar 

  22. Noyan IC, Cohen JB (1991) Residual stresses in materials. Am Science 79(2):142–144

    Google Scholar 

Download references

Author information

Authors and Affiliations

  1. Department of Mechanical Engineering, University of Alberta, Edmonton, Canada

    Ajit Kumar Sahoo

  2. Department of Forge Technology, National Institute of Foundry and Forge Technology, Ranchi, 834003, India

    N. K. Singh & M. K. Tiwari

  3. Department of Management Studies, Indian Institute of Technology, Hauz Khas, New Delhi, 110 016, India

    Ravi Shankar

Authors
  1. Ajit Kumar Sahoo
    View author publications

    You can also search for this author in PubMed Google Scholar

  2. N. K. Singh
    View author publications

    You can also search for this author in PubMed Google Scholar

  3. Ravi Shankar
    View author publications

    You can also search for this author in PubMed Google Scholar

  4. M. K. Tiwari
    View author publications

    You can also search for this author in PubMed Google Scholar

Corresponding author

Correspondence to M. K. Tiwari.

Rights and permissions

Reprints and permissions

About this article

Cite this article

Sahoo, A.K., Singh, N.K., Shankar, R. et al. Lean philosophy: implementation in a forging company. Int J Adv Manuf Technol 36, 451–462 (2008). https://doi.org/10.1007/s00170-006-0870-2

Download citation

  • Received:

  • Accepted:

  • Published:

  • Issue Date:

  • DOI: https://doi.org/10.1007/s00170-006-0870-2

Keywords

Search

Navigation