Lean System and Innovation: After Studying This Chapter, You Will Be Able To

3
LEAN SYSTEM AND

INNOVATION
LEARNING OUTCOMES
After studying this chapter, you will be able to:

❑ Explain the lean system
❑ Advise on just-in-time system, kaizen, 5S & total productive maintenance
❑ Apply and evaluate six sigma as a quality improvement method using tools
such as DMAIC for implementation
❑ Evaluate the influence of business process re-engineering on
improvements in organisational performance
© The Institute of Chartered Accountants of India

3.2 STRATEGIC COST MANAGEMENT AND PERFORMANCE EVALUATION
CHAPTER OVERVIEW
LEAN SYSTEM
Lean System is an organized method for waste minimization without sacrificing productivity within
a manufacturing system. Lean implementation emphasizes the importance of optimizing work flow
through strategic operational procedures while minimizing waste and being adaptable.
Waste is any step or action in a process that is not required to complete a process successfully
(called “Non-Value Adding”). When Waste is removed, only the steps that are required (called
“Value-Adding”) to deliver a satisfactory product or service to the customer remain in the process.
There are generally 7 type of wastes:
The Seven Wastes expanded are:
Overproduction: Producing ahead of demand.
Inventory: Having more inventory than, what is minimally required at any point in the process,
including end-product.
Waiting: Waiting includes products waiting on the next production step.
Motion: People or equipment moving or walking more than, what is required to perform the
process.
Transportation: Moving products that is not actually required to perform the process.
Rework from defects: Non-right first time.
Over-Processing: Unnecessary work elements (non-value added activities).

LEAN SYSTEM AND INNOVATION 3.3
Many large manufacturing companies like General Motors and Toyota are into lean manufacturing.
Lean manufacturing involves a shift in traditional thinking, from batch and queue to product -aligned
pull production. Instead of producing a lot of parts, the focus is on different types of operations
conducted adjacent to each other in a continuous flow.
Some of the techniques are:
▪ Just-in-Time (JIT)
▪ Kaizen Costing
▪ 5S
▪ Total Productive Maintenance (TPM)
▪ Cellular Manufacturing/ One-Piece Flow Production Systems
▪ Six Sigma (SS)
Most of these applications are based on following principles:
▪ Perfect first-time quality
▪ Waste minimization
▪ Continuous improvement
▪ Flexibility
The characteristics of lean manufacturing:
▪ Zero waiting time
▪ Zero inventory
▪ Pull processing
▪ Continuous flow of production
▪ Continuous finding ways of reducing process time.

JUST-IN-TIME (JIT)
A just in time approach is a collection of ideas that streamline a company’s production process
activities to such an extent that wastage of all kinds viz., of time, material, and labour is
systematically driven out of the process. JIT has a decisive, positive impact on product costs.
CIMA defines:
“Just-in-time (JIT): System whose objective is to produce or to procure products or
components as they are required by a customer or for use, rather than for stock. just -in-time
system Pull system, which responds to demand, in contrast to a push system, in which stocks
act as buffers between the different elements of the system such as purchasing, production and
sales”.
“Just-in-time production: Production system which is driven by demand for finished products,
whereby each component on a production line is produced only when needed for the next
stage”.
“Just-in-time purchasing: Purchasing system in which material purchases are contracted so
that the receipt and usage of material, to the maximum extent possible, coincide”.
A complete JIT system begins with production, includes deliveries to a company’s production
facilities, continues through the manufacturing plant, and even includes the types of transactions
processed by the accounting system.
Spare Parts/ Materials from Straight delivery to the

Visit of engineering staff at
suppliers on the exact date production floor for
supplier sites to examine
and at the exact time when immediate use in
supplier's processes
they are needed manufactured products
Installation of EDI system

that tells suppliers exactly Dropping off products at the
Shorten the setup times
how much of which parts are specific machines
to be sent
Eliminating the need for long Training to employees how

Several alterations in the
production runs/ Streamlined to operate a multitude of
supporting accounting
flow of parts from machine to different machines, perform
systems
machine limited maintenance

O v er v ie w of JI T S ys te m
“Process that vastly reduces the amount of raw materials inventory and improves the quality of
received parts”
▪ To begin with, a company must ensure that it receives products/spare parts/materials from its
suppliers on the exact date and at the exact time when they are needed. For this reason, the
purchasing staff must investigate and evaluate every supplier, eliminate those which could
not keep up with the delivery dates.
▪ In addition, deliveries should be sent straight to the production floor for immediate use in
manufactured products, so that there is no time to inspect incoming parts for defects.
▪ Instead, the engineering staff must visit supplier sites and examine their processes , not only
to see if they can reliably ship high-quality parts but also to provide them with engineering
assistance to bring them up to a higher standard of product.
▪ As soon as suppliers certify for their delivery and quality, the concern must install a system,
which may be as simplistic as a fax machine or as advanced as an electronic data
interchange system or linked computer systems, that tells suppliers exactly how much of
which parts are to be sent to the company.
▪ Drivers then bring small deliveries of product to the company, possibly going to the extreme
of dropping them off at the specific machines that will use them first.
“Process in which a company reduces the amount of work-in-process, while also shrinking the
number of products that can be produced before defects are identified and fixed, thereby reducing
scrap costs”

▪ Next, we shorten the setup times for concern ’s machinery. In most of the factories equipment
is changed over to new configurations as rarely as possible because the conversion is both
lengthy and expensive. When setups take a long time, company management authorizes
long production runs, which spreads the cost of the setup over far more units, thereby
reducing the setup cost on a per-unit basis. However, with this approach too many products
are frequently made at one time, resulting in product obsolescence, inventory carr ying costs,
and many defective products (because problems may not be discovered until a large number
of items have already been completed). ‘But under JIT system a different approach to the
setup issue is followed which focuses on making a video tape of a typical set up, instead of
reducing the length of equipment setups and thereby eliminating the need for long production
runs to reduce per unit costs. A team of industrial engineers and machine users examines
this tape, spotting and gradually eliminating steps that contribute to a lengthy setup ’. It is not
unusual, after a number of iterations, to achieve setup times of minutes or seconds when the
previous setup times were well into hours.
▪ It is not sufficient to reduce machine setup times because there are still problems with
machines not being coordinated properly so that there is a smooth, streamlined flow of parts
from machine to machine. In most of the companies there is such a large difference between
the operating speeds of different machines that work-in-process inventory builds up in front of
the slowest ones. Not only does this create an excessive quantity of work-in-process inventory,
but defective parts produced by an upstream machine may not be discovered until the next
downstream machine operator works his way through a pile of work-in-process and finds them.
By the time this happens the upstream machine may have created more defective parts, all of
which must now be destroyed or reworked. There are two ways to resolve both problems.
First
The first involves a “kanban card,” which is a notification card that a downstream machine
sends to each machine that feeds it parts, authorizing the production of just enough
components to fulfill the production requirements being authorized in turn by the next machine
further downstream. This is also known as a “pull” system, since kanbans are initiated at the
end of the production process, pulling work authorizations through the production system. With
this approach, there is no way for work-in-process inventory to build up in the production
system, since it can be created only with a kanban authorization.
Second
The second way to reduce excessive work-in-process inventory and defective parts, is to,
group machines into working cells. A working cell is a small cluster of machines which can
be run by a single machine operator. This individual machine operator takes each output part
from machine to machine within the cell; and thus there is no way for work-in-process to build
up between machines. Also, this operator can immediately identify defective output which
otherwise is difficult for each machine of the cell. This configuration has the additional benefit of
lower maintenance costs since the smaller machines used in a machine cell are generally much
simpler than the large, automated machinery they replace. Also, because the new machines
are so small, it is much easier to reconfigure the production facility when it is necessary to
produce different products, avoiding the large expense of carefully repositioning and aligning
equipment.

Both kanbans and machine cells should be used together—they are not mutually exclusive.
By doing so a company can achieve extremely low product defect rates, as well as
vanishingly small investments in work-in-process inventory.
▪ Before the preceding steps are completed, it becomes apparent that a major change must
also be made in the work force. The traditional approach is to have one employee
maintaining one machine, which is so monotonous that workers quickly lapse into apathy and
develop a complete disregard for the quality of their work. Now, with full responsibility for a
number of machines, as well as product quality, workers become much more interested in
what they are doing. To enhance this situation the human resource development department
of organisation must prepare and organise training classes to teach to employees how to
operate a multitude of different machines, perform limited maintenance on the machines
without having to call in the maintenance staff, spot product errors, understand how the entire
system flows, and when to halt the production process to fix problems. In short, the workforce
must be completely retrained and focused on a wide range of activities. This usually results
in a reconfiguration of the compensation system as well, because the focus o f attention shifts
away from performance based to high production volumes and in the direction of
performance based to high product quality.
▪ A major result of having an empowered workforce is that employees are allowed to stop their
machines when they see a problem, and either fix it on the spot or immediately call in a
repair team. In either case the result is immediate resolution of the bulk of performance
problems. This one step has a profound impact on much of the manufacturing variance
analysis. Historically, management accountants compile all kinds of variance information at
the end of each month, investigate problems in detail, and then present a formal problem
analysis report to management a few weeks after the end of the month. However, because
the production staff resolved the underlying issues within a few minutes of their occurrence,
the variance report becomes a complete waste of time. Management no longer cares what
happened a month in the past because it is presently dealing with current proble ms that will
not appear on management accountant reports for weeks to come. In short, the quick
response capabilities of a JIT system allows the management accountant to omit a large
amount of the variance reporting that was previously an important central job function.
▪ This approach also means that there is no need for suppliers to send invoices, since the
company relies solely on its internal production records to complete payments.
“Processes in which company alters in supporting accounting system”
▪ Finally, the massive changes caused by a JIT system also requires several alterations in the
supporting accounting systems. Because of the large number of daily supplier shipments, the
accounting staff faces the prospect of going through a large pile of accounts payable
paperwork. To make the problem worse there is no receiving paperwork, because the suppliers
deliver parts directly to the production operation, so there is no way to determine if deliveries
have been made. To avoid the first problem, accountants can switch to making a single
consolidated monthly payment to each supplier. The second problem requires a more
advanced solution. To prove that a supplier has delivered the part quantities which it claims it
has, the accounting system that can determine the amount of finished products created during

the period and then multiply these quantities by the parts listed on the bill of materials for each
product, obtaining a total quantity for each part used. The accountants then pay suppliers
based on this theoretical production quantity, which is also adjusted for scrap during the
production process (otherwise suppliers—unfairly—will not be paid for their parts that are
scrapped during the company’s production process). This approach also means that there is no
need for suppliers to send invoices, since the company relies solely on its internal production
records to complete payments.
Clearly, the changes imposed by a JIT system are profound and can greatly improve company
operations when installed and operated correctly. They can also have a profound effect on product
costs.
So, JIT system aims at:
▪ Meeting customer demand in a timely manner
▪ Providing high quality products and
▪ Providing products at the lowest possible total cost.
The five main features of JIT production system:
▪ Organise production in manufacturing cells, a grouping of all the different types of equipment
used to make a given product. Materials move from one machine to another where various
operations are performed in sequence. Material – handling cost are reduced.
▪ Hire and retain workers who are multi-skilled so that they are capable of performing a variety
of operations, including repairs and maintenance tasks. Thus, labour idle time gets
reduced.
▪ Apply TQM to eliminate defects. As, there are tight link stages in the production line, and
minimum inventories at each stage, defect arising in one stage can hamper the other stages.
JIT creates urgency for eliminating defects as quickly as possible.
▪ Place emphasis on reducing set-up time which makes production in smaller batches
economical and reducing inventory levels. Thus, company can respond to customer
demand faster.
▪ Carefully selected suppliers capable of delivering high quality materials in a timel y manner
directly at the shop – floor, reducing the material receipt time.
Essential Pre-requisites of a JIT system
▪ Low variety of goods
▪ Vendor reliability
▪ Good communication
▪ Demand stability
▪ TQM
▪ Defect free materials
▪ Preventive maintenance

Impact of JIT System on
Product
Prices
Overhead Waste
Costs Costs
▪ Waste Costs: A characteristic of the JIT system is its continuous focus on eliminating all
waste from a system. This can be a waste of assets, excessive inventory. It can also be a
waste of time, in the case of assets it may include unused assets for long periods of time
(e.g., work-in-process inventory held in a production queue). It can also be a waste of
materials, such as unnecessary levels of obsolete inventory, defective products, rework, and
the like. When fully installed, a JIT system vastly reduce all these types of waste. When this
happens, there is a sharp drop in several aspects of a product’s costs.
▪ Overhead Costs: The costs of material handling, facilities, and quality inspection decline
when a JIT system is installed. In addition, the reduction of all types of inventory results in a
massive reduction in the amount of space required for the warehouse facility. Sinc e all costs
associated with the warehouse are assigned to the overhead cost pool, the amount of
overhead is reduced when the costs of staff, equipment, fixed assets, facilities, and rent
associated with the warehouse are sharply cut back.
▪ Product Prices: When a company achieves a higher level of product quality, along with
ability to deliver products on the dates required, customers may be willing to pay a premium.
This is particularly true in industries where quality or delivery reliability is low. If cus tomers
are highly sensitive to these two factors, it may be possible to increase prices substantially.
Alternatively, if these factors are not of great importance, or if customers place a higher
degree of importance on other factors, then there will be no opportunity for a price increase.
Back-flushing in a JIT System
Back-flushing requires no data entry of any kind until a finished product is completed. At that time
the total amount finished is entered into the computer system, which multiplies it by all t he
components listed in the bill of materials for each item produced. This yields a lengthy list of
components that should have been used in the production process and which are subtracted from
the beginning inventory balance to arrive at the amount of inventory that should now be left on
hand. Given the large transaction volumes associated with JIT, this is an ideal solution to the
problem.
However, there are some serious problems with back-flushing that must be corrected before it will
work properly. They are:

▪ Production reporting: The total production figure entered into the system must be absolutely
correct, or else the wrong component types and quantities will be subtracted from stock. This
is a particular problem when there is high turnover or a low level of training to the production
staff that records this information, which leads to errors.
▪ Scrap reporting: All abnormal scrap must be diligently tracked and recorded; otherwise
these materials will fall outside the back-flushing system and will not be charged to inventory.
Since scrap can occur anywhere in a production process, a lack of attention by any of the
production staff can result in an inaccurate inventory recording. Once again, high production
turnover or a low level of employee training increases this problem.
▪ Lot tracing: Lot tracing is impossible under the back-flushing system. It is required when a
manufacturer need to keep records of which production lots were used to create a product in
case all the items in a lot must be recalled. Only a picking system can adequately record this
information. Some computer system allows picking and back-flushing system to coexist, so
that pick transactions for lot tracing purpose can still be entered in the computer. Lot tracing
may then still be possible if the right software is available; however, this feature is generally
present only on high-end systems.
▪ Inventory accuracy: The inventory balance may be too high at all times because the back-
flushing transaction that relieves inventory usually does so only once a day, during which time
other inventory is sent to the production process; this makes it difficult to maintain an
accurate set of inventory records in the warehouse.
Of all the issues noted here, the worst is a situation where the production staff is clearly incapable
of providing sufficiently accurate scrap or production reporting for the back -flushing system. If
there is an easily traceable cause, such as less capable workers on a particular shift, moving a few
reliable employees into these positions can provide immediate relief from the problem. It may even
be possible to have an experienced shift supervisor to collect this information. However, where this
is not possible for whatever reason, computer system users experience back-flushing garbage in,
garbage out (GIGO)—entering inaccurate information rapidly eliminates any degree of accuracy in
the inventory records, requiring many physical inventory counts to correct the problem.
Consequently, the success of a back-flushing system is directly related to a company’s willingness
to invest in a well-paid, experienced well-educated production staff that undergoes little turnover.
Practical Insight
JIT Practices
M&M wanted to implement JIT at their main plant in Nasik as they were aware of the fact that
JIT approach will help them to operate with minimal levels of inventory. Their business objective
was to make all our suppliers active participants" in the production process. They wanted that
the suppliers should be "enabled" to know of any change in the whole production process and
at the same time contribute actively. This was necessary to reduce the time-to-respond to a
situation and help "just-in-time" approach in the production process.

Objective
▪ Make all the suppliers active participants in the production process.
▪ Suppliers should be able to know of any change in the whole production process and at
the same time contribute actively.
▪ Update to best practices for supply strategies for 400 vendors, 150 vehicles per day and
1,100 parts.
▪ Improvement of the replenishment efficiency.
▪ Reduction of stock at the assembly line favouring a flexible manufacturing.
VSS Service
Concept planning for JIT and supply chain including definition of load units and their
arrangement at the assembly line, definition of the replenishment trigger concept, design of
stores and handling equipment and review of the method of supply from vendors.
Solution
Modular standard metal containers and totes based on Indian truck dimension s. Load units
ergonomically presented to the workers.
25 JIT parts identified (supplied in sequence), two-tier shelving system for totes with dynamic
allocation and picking, containerized supply from local vendors with round pick up.
Reduced personnel and replenishment lead time, improved manufacturing flexibility.
Benefits
▪ By making the suppliers participant in the ‘just-in-time" method of production, they could
maintain the least inventory level.
▪ Suppliers could see real time the status of the supplies, bill settlement and host of other
parameters.
▪ All active participants of a process, for instance, the process from a supplier to the dealer
can handle change management with the help of a particular solution and a defined
process.
▪ Set up times are significantly reduced in the warehouse. Cutting down the set-up time to
be more productive allowed the company to improve their bottom line to look more
efficient.
▪ Having employee focused on specific areas of the system allowed them to process goods
faster instead of having them vulnerable to fatigue from doing too many jobs at once and
simplifies the tasks at hand.
▪ Increase emphasis on the supplier relationships.

Illustration 1
KP Ltd. (KPL) manufactures and sells one product called “KEIA”. Managing Director is not happy
with its current purchasing and production system. There has been considerable discussion at the
corporate level as to use of ‘Just in Time’ system for “KEIA”. As per the opinion of managing
director of KPL Ltd. –
“Just-in-time system is a pull system, which responds to demand, in contrast to a push system, in
which stocks act as buffers between the different elements of the system such as purchasing,
production and sales. By using Just in Time system, it is possible to reduce carryin g cost as well
as other overheads”.
KPL is dependent on contractual labour which has efficiency of 95%, for its production. The labour
has to be paid for minimum of 4,000 hours per month to which they produce 3,800 standard hours.
For availing services of labour above 4,000 hours in a month, KPL has to pay overtime rate which
is 45% premium to the normal hourly rate of ` 110 per hour. For avoiding this overtime payment,
KPL in its current production and purchase plan utilizes full available normal working h ours so that
the higher inventory levels in the month of lower demand would be able to meet sales of month
with higher demand level. KPL has determined that the cost of holding inventory is ` 70 per month
for each standard hour of output that is held in inventory.
KPL has forecast the demand for its products for the first six months of year 201 9 as follows:
Month Demand (Std. Hrs.)
Jan’19 3,150
Feb’19 3,760
Mar’19 4,060
Apr’19 3,350
May’19 3,650
Jun’19 4,830
Following other information is given:

(i) All other production costs are either fixed or are not driven by labour hours worked.
(ii) Production and sales occur evenly during each month and at present there is no stock at the
end of Dec’18.
(iii) The labour are to be paid for their minimum contracted hours in each month irrespective of
any purchase and production system.
Required
As a chief accountant you are requested to COMMENT on managing director’s view.

Solution
Workings
Statement Showing ‘Inventory Holding Cost’ under Current System
Particulars Jan Feb Mar Apr May Jun

Opening Inventory* (A) --- 650 690 430 880 1,030
Add: Production* 3,800 3,800 3,800 3,800 3,800 3,800
Less: Demand* 3,150 3,760 4,060 3,350 3,650 4,830
Closing Inventory* (B) 650 690 430 880 1,030 ---
 A +B  325 670 560 655 955 515
Average Inventory  2 
 
Inventory Holding Cost @`70 22,750 46,900 39,200 45,850 66,850 36,050
(*) in terms of standard labour hours
Inventory Holding Cost for the six months = `2,57,600
(`22,750 + `46,900 + `39,200 + `45,850 +
`66,850 + `36,050)
Calculation of Relevant Overtime Cost under JIT System
Particulars Jan Feb Mar Apr May Jun

Demand* 3,150 3,760 4,060 3,350 3,650 4,830
Production* 3,150 3,760 4,060 3,350 3,650 4,830
Normal Availablility* 3,800 3,800 3,800 3,800 3,800 3,800
Shortage (=Overtime*) (C) --- --- 260 ---- ---- 1,030
Actual Overtime Hours  C 
 0.95 
--- --- 273.68 ---- ---- 1,084.21
 
Overtime Payment @ `159.50 --- --- 43,652 ---- ---- 1,72,931

[110+45%]
(*) in terms of standard labour hours
Total Overtime payment = `2,16,583
(`43,652 + `1,72,931)
Therefore, saving in JIT system = `2,57,600 – `2,16,583
= `41,017

Comments
Though KPL is saving `41,017 by changing its production system to Just-in-time but it has to
consider other factors as well before taking any final call which are as follows:-
(i) KPL has to ensure that it receives materials from its suppliers on the exact date and at the
exact time when they are needed. Credentials and reliability of supplier must be thoroughly
checked.
(ii) To remove any quality issues, the engineering staff must visit supplier’s sites and examine
their processes, not only to see if they can reliably ship high-quality parts but also to provide
them with engineering assistance to bring them up to a higher standard of product.
(iii) KPL should also aim to improve quality at its process and design levels with the purpose of
achieving “Zero Defects” in the production process.
(iv) KPL should also keep in mind the efficiency of its work force. KPL must ensure that labour’s
learning curve has reached at steady rate so that they are capable of performing a variety of
operations at effective and efficient manner. The workforce must be c ompletely retrained
and focused on a wide range of activities.
KAIZEN COSTING
Lean manufacturing is founded on the idea of kaizen, or continual improvement. Continuous
improvement is the continual examination and improvement of existing processes and is very
different from approaches such as business process re-engineering (BPR), which seeks to make
radical one-off changes to improve an organization's operations and processes. This philosophy
implies that small, incremental changes routinely applied and sustained over a long period result in
significant improvements. The kaizen strategy aims to involve workers from multiple functions and
levels in the organization in working together to address a problem or improve a particular process.
Kaizen Costing Chart use by Daihatsu Motor Company (Osaka, Japan)

(Source: Managerial Accounting 7E By Hilton)

Some of the activities in the kaizen costing methodology include the elimination of waste in the
production, assembly, and distribution processes, as well as the elimination of work steps in any of
these areas. Though these points are also covered in the value engineering phase of target costing,
the initial value engineering may not uncover all possible cost savings. Thus, kaizen costing is really
designed to repeat many of the value engineering steps for as long as a product is produced,
constantly refining the process and thereby stripping out extra costs. The cost reductions resulting
from kaizen costing are much smaller than those achieved with value engineering but are still worth
the effort since competitive pressures are likely to force down the price of a product over time, and
any possible cost savings allow a company to still attain its targeted profit margins while continuing to
reduce cost.
Kaizen Costing Principles
▪ The system seeks gradual improvements in the existing situation, at an acceptable cost.
▪ It encourages collective decision making and application of knowledge.
▪ There are no limits to the level of improvements that can be implemented.
▪ Kaizen involves setting standards and then continually improving these standards to achieve
long-term sustainable improvements.
▪ The focus is on eliminating waste, improving systems, and improving productivity.
▪ Involves all employees and all areas of the business.

Case Scenario
M. India Ltd. (MIL) is an automobile manufacturer in India and a subsidiary of Japanese

automobile and motorcycle manufacturer Leon. It manufactures and sells a complete range of
cars from the entry level to the hatchback to sedans and has a present market share of 22% of
the Indian passenger car markets. MIL uses a system of standard costing to set its budgets.
Budgets are set semi-annually by the Finance department after the approval of the Board of
Directors at MIL. The Finance department prepares variance reports each month for review in
the Board of Directors meeting, where actual performance is compared with the budgeted
figures. Mr. Suzuki, group CEO of the Leon is of the opinion that Kaizen costing method should
be implemented as a system of planning and control in the MIL.
Required
RECOMMEND key changes vital to MIL’s planning and control system to support the adoption
of ‘Kaizen Costing Concepts’.
Solution
Kaizen Costing emphasizes on small but continuous improvement. Targets once set at the
beginning of the year or activities are updated continuously to reflect the improvement that has
already been achieved and that are yet to be achieved.
The suggestive changes which are required to be adopted Kaizen Costing concepts in MIL are
as follows:
Standard Cost Control System to Cost Reduction System: Traditionally Standard Costing
system assumes stability in the current manufacturing process and standards are set keeping
the normal manufacturing process into account thus the whole effort is on to meet performance
cost standard.
On the other hand Kaizen Costing believes in continuous improvements in manufacturing
processes and hence, the goal is to achieve cost reduction target. The first change required is
the standard setting methodology i.e. from earlier Cost Control System to Cost Reduction
System.
Reduction in the periodicity of setting Standards and Variance Analysis: Under the existing
planning and control system followed by the MIL, standards are set semi-annually and based
on these standards monthly variance reports are generated for analysis. But under Kaizen
Costing system cost reduction targets are set for small periods say for a week or a month. So
the period covered under a standard should be reduced from semi-annually to monthly and the
current practice of generating variance reports may be continued or may be reduced to a week.
Participation of Executives or Workers in standard setting: Under the Kaizen Costing system
participation of workers or executives who are actually involved in the manufacturing process are
highly appreciated while setting standards. So the current system of setting budgets and
standards by the Finance department with the mere consent of Board of Directors required to be
changed.

Practical Insight
Kaizen Practices
Kaizen Costing becomes part of the Package At the start of 2002 a UK company called Kappa
Packaging (now part of the Smurfit Kappa Group) had a factory in Greater Manchester that made,
among other products, cartons to hold bottles of drink. That year the firm introduced a new
approach to cutting the amount of waste paper and cardboard it was producing, which stood at
14.6 per cent of the raw materials consumed. The new approach included the following initiatives:
a) Making employees more aware of how much waste was being produced. b) Requiring them to
monitor the amount of waste for which they were individually responsible. c) Establishing a Kaizen
team to find ways of reducing waste. As a result, Kappa was able to reduce waste from 14.6 per
cent to 13.1 per cent of raw materials used by the end of 2002 and down to 11 per cent in 2003.
Each percentage-point saving was worth an estimated £110,000 a year.
Source: "Accurate measurement of process waste leads to reduced costs", www.envirowise. gov.uk, 2003.
5S
5S is the name of a workplace organization method that uses a list of five Japanese words: seiri,
seiton, seiso, seiketsu, and shitsuke. It explains how a work space should be organized for
efficiency and effectiveness by identifying and storing the items used, maintaining the area and
items, and sustaining the new order.
There are 5S phases: They can be translated from the Japanese as “sort”, “set in order”,
“shine”, “standardize”, and “sustain”
Sort (Seiri)
▪ Make work easier by eliminating obstacles and evaluate necessary items with regard to cost
or other factors.
▪ Reduce chances of being disturbed with unnecessary items.
▪ Prevent accumulation of unnecessary items.

Set In Order (Seiton)

▪ Arrange all necessary items into their most efficient and accessible arrangements so that
they can be easily selected for use and make workflow smooth and easy.
▪ Ensure first-in-first-out FIFO basis, so that it is easy to find and pick up necessary items.
▪ Place components according to their uses, with the frequently used components being
neared to the work.
Shine (Seiso)
▪ Clean your workplace on daily basis completely or set cleaning frequency.
▪ Keep workplace safe, easy to work, clean and pleasing to work in.
▪ In an unfamiliar environment, people must be able to detect any problems within 50 feet.
Standardize (Seiketsu)
▪ Standardize the best practices in the work area.
▪ Maintain high standards, orderliness, everything in order and according to its standard.
▪ Every process has a standard.
Sustain (Shitsuke)
▪ Not harmful to anyone, training and discipline, to maintain proper order.
▪ Also translates as “do without being told”.
▪ Training is goal-oriented process. Its resulting feedback is necessary on monthly basis.
5S in Lean Product & Process Development
Information is the output of engineering and design in a lean enterprise, the theory behind using
5S here is “Dirty, cluttered, or damaged surfaces attract the eye, which spends a fraction of a
second trying to pull useful information from them every time we glance past. Old equipment hides
the new equipment from the eye and forces people to ask which to use.”
5S methodology is being applied to a wide variety of industries including Manufacturing, Health
care, Education & Government.
Case Scenario
Y & E Chartered Accountants offers a wide range of specialized, multi-disciplinary professional

services that meet the immediate as well as the long-term business needs of clients. One of
partner ‘E’ was upset with office documentation. ‘E’ argued that a document management
solution is needed to maximize efficiency within the firm. The senior partner ‘Y’ has recently
attended a seminar on lean system and heard the ‘5S’. He said that old files hide the key files
from the eye and forces staff to ask which to use. Accordingly, he desires to implement ‘5S’.’
Required
ADVISE on implementation of ‘5S’ in Y & E.

Solution
Office processes often have huge amounts of paperwork and this not only makes processes
slower but also allows errors to be introduced. 5S is a method of both cleaning out the working
area and maintaining the cleanliness to improve process quality. The 5S process is based on:
Sort (Seiri)
This is sorting and removal of unnecessary files, papers, books and documents in the work
area. Sorting is designed to make the work area neat, organized and arranged so that relevant
items can be found easily. If an item is not relevant for the work , then it should not be in the
work area.
Set in Order (Seiton)
Set in order means systematic arrangement of things i.e. arrange all necessary items into most
efficient and accessible arrangement so that they can be easily be identified for use. It is
advisable to have proper indexing of files and proper documentation i.e. proper index should be
made and pasted on each file about its contents and in that pattern of contents, documents
should be kept inside the files so that specific document can easily be t raced and withdrawn on
time. Even inside cupboard, paper of indexing about files with its name should be pasted so
that specific file can easily be traced. Same can be done w.r.t. folders in computer, right file
should be saved in right folder with identifiable name so that anyone can easily find any file.
Frequent use items should be close by and infrequent use items can be further away in a
central area. All storage areas should be clearly labelled to allow items to be put in the correct
place, e.g. where did I leave the office stamp again?
Shine (Seiso)
After sorting and simplifying, it is necessary to keep the work area clean and safe. Shining is
also an inspection process for the area, i.e. is everything in good condition. It is desirable to
involve employees for 15-20 minutes each day to clean the work area so that they can have the
habit of cleanness. In the same way, unimportant files either in desktop or any driver should be
permanently deleted.
Standardize (Seiketsu)
A clean and tidy work area allows the process to be standardized and examined for quality or
process improvements. Best practices are documented and rolled out across the work area,
standards and process measures are established and displayed in the work area.
For example, red file can be standardized for very important files (can be required anytime),
green file for important files and yellow file for unimportant files.
Sustain (Shitsuke)
It means to maintain discipline, this can only be achieved by auditing work areas and
processes to make sure that the 5S standards are maintained. It is worthwhile to apply 5S
standards continuously i.e. daily basis and check for any upgradation if needed, so that firm
can have good management in terms of documentation, cleanness, time saving of partners as
well as clients.
Overall, 5S in offices streamlines the work (low to reduce errors as well as improving process
times) and employee satisfaction.

TOTAL PRODUCTIVE MAINTENANCE (TPM)

Total Productive Maintenance (TPM) is a system of maintaining and improving the integrity of
production and quality systems. This is done through the machines, equipment, processes, and
employees that add to the value in Business Organisation. This concept was first introduced by
M/s Nippon Denso Co. Ltd. of Japan, a supplier of M/s Toyota Motor Company.
TPM helps in keeping all equipment in top working condition so as to avoid breakdowns and
delays in manufacturing processes.
How TPM can be introduced in the organization?
The introduction of TPM follows four main phases:
▪ Preparation Stage: Establish a suitable environment and conducting programme awareness.
▪ Introduction Stage: Initialization of TPM, information to suppliers, customers, and other
stakeholders.
▪ Implementation Stage: This is done with the help of eight activities referred as eight pillars of
TPM.
▪ Institutionalizing stage: This is the stage of getting TPM awards.
TPM Strategy focuses on eight pillars of success with 5S strategy as foundation.

Foundation & Pillars About Techniques

Foundation: 5S TPM starts with 5S. It deals with Seiri (sort), Seiton (set in order)
organizing a workplace which Seiso, (shine), Seiketsu
helps to recognize the uncover (standardize), Shitsuke,
problems. (sustain).
P-1: Autonomous Operation of equipment without Cleaning, Lubricating, Visual
Maintenance breakdown and eliminating the Inspection, Tightening of
defects at source through active Loosened Bolts etc.
employee participation.
P-2: Focussed This pillar is about the minor Kaizen Register, Kaizen
Improvement (Kaizen) improvements made on Summary Sheet, Why-Why
continuous basis. This pillar aims Analysis, Summary of Losses.
to reduce losses in the workplace
that affect efficiencies.
P-3: Planned This is proper maintenance Preventive Maintenance,
Maintenance system adopted for improvement Breakdown Maintenance,
in reliability and maintainability of Corrective Maintenance, and
equipment. It aims to have zero Maintenance Prevention.
breakdown and optimum
maintenance cost.
P-4: Early This focuses on shortening the Engineering and Re-engineering
Management time required for product and Processes.
equipment development.
P-5: Quality This is towards achieving Root Cause Analysis, Customer
Maintenance customer satisfaction through Data Analysis.
delivery of highest quality
product.
P-6: Education & It aims to improve knowledge/ Training Calendar, Policies for
Training skills and enhance morale of Education and Training, On-site
employees. Training etc.
P-7: Office TPM This refers to application of TPM Analyzing processes and
techniques in administration to procedure towards increased
improve productivity and Office Automation.
efficiency in the functions with
elimination of losses.
P-8: Safety, Health, Above all the safety of worker is Drama, Safety Slogans, Quizzes,
and Environment utmost importance. It aims to Posters Making to create
have zero accidents and zero awareness related to safety.
health damages.

Performance Measurement in TPM 1

The most important approach to the measurement of TPM performance is known as Overall
Equipment Effectiveness (OEE) measure. The calculation of OEE measure requires the
identification of “six big losses”
1. Equipment Failure/ Breakdown
2. Set-up/ Adjustments
3. Idling and Minor Stoppages
4. Reduced Speed
5. Reduced Yield and
6. Quality Defects and Rework
The first two losses refer to time losses and are used to calculate the availability of equipment.
The third and fourth losses are speed losses that determine performance efficiency of equipment.
The last two losses are regarded as quality losses.
OEE may be applied to any individual assets or to a process. It is unlikely that any manufacturing
process can run at 100% OEE. According to Dal et al (2000), Nakajima (1998) suggested that
ideal values for the OEE component measures are:
Availability > 90%
Performance > 95%
Quality > 99%
Accordingly, OEE at World Class Performance would be approximately 85%. Kotze (1993)
contradicted, that an OEE figure greater than 50% is more realistic and therefore more useful as
an acceptable target.
1.Source: “Factors Affecting the Implementation of a Total Productive Maintenance By Norman Herrmann”
Illustration 2
KIWI Ltd. manufactures spare parts and can be called "high volume based" manufacturing
environment. The company is using the system of TPM for maintaining and improving the integrity
of manufacturing process. There are several different automated manufacturing machines located
in the plant, through which manufacturing of spare parts are done and supplied to cater the
demand in the market.
A 12- hour shift is scheduled to produce a spare part in KIWI Ltd. as shown in the schedule below.
The shift has three 15- minute breaks and a 10- minute clean up period.

Production Schedule for Automated machine NZ 10:

Cycle: 10 (seconds),
Spare parts Manufactured: 3,360,
SCRAP: 75,
Unplanned Downtime: 36 minutes
Required
CALCULATE OEE (Overall Equipment Effectiveness) and comment on it.
Solution
Calculation of Planned Production Time
Mins.
Total time (12 hrs. × 60 mins.) 720
Less: Planned downtime
break (3 × 15 mins.) 45
clean up time 10
Planned Production Time 665
 665 mins. - 36 mins. 

Availability Ratio per shift =    100
 665 mins. 
= 94.59 %
Actual Production = 3,360 parts
Standard time = 10 seconds
Standard Time Required = 3,360 parts × 10 seconds/ 60
= 560 minutes
Actual Time Taken = 665 mins. – 36 mins.
= 629 minutes
 560 mins. 
Performance Ratio =    100
 629 mins. 
= 89.03%
 3,360 parts - 75 parts 
Quality Ratio =    100
 3,360 parts 
= 97.77%
Thus, OEE = 0.9459 × 0.8903 × 0.9777
= 82.34%

Comment
Since the OEE of KIWI Ltd is very close to 85% i.e. world class performance level, company
should take measures to improve it and strive to attain 85% level. Availability Ratio of machine NZ
10 is 94.59% exceeding the ideal value of > 90% which is good but the Performance and Quality
Ratios need attention as they are below their ideal values of > 95% and > 99% respectively.

OEE is based on three OEE factors Availability, Performance and Quality. The calculations are
as follows for each of the three main factors:
 Operating Time 
Availability Ratio =    100
 Planned Production Time 
The availability is related with the total stoppage time resulting from unscheduled downtime,
process setup and changeovers, and other unplanned stopages. It is the ratio of operating time to
the planned production time, and takes into consideration the theoritical production time against
which unplanned downtime is highlighted.
Planned down time such as preventive maintenance, lunch break, tea breaks etc. is not regarded
as a loss in this respect.
 Ideal Cycle Time  Total Count 
 Operating Time 
‘Ideal Cycle Time’ is the theoretical fastest possible time to manufacture one piece.
 Good Count 
 Total Count 
This is third element of OEE. It is defined as the total good production to the actual total
production, sometimes called ‘yield’.
Connection Between TQM and TPM

The connection between TQM and TPM are summarized below:
▪ TQM and TPM make company more competitive by reducing costs, improving customer
satisfactions and slashing lead times.
▪ Involvement of the workers into all phases of TQM and TPM is necessary.
▪ Both processes need fundamental training and education of participants.
▪ TPM and TQM take long time to notice sustained tangible benefits.
▪ Commitment from top managements are necessary for success of the implementation.

CELLULAR MANUFACTURING/ ONE PIECE FLOW PRODUCTION

SYSTEM
A Sub Section of JIT and Lean System is Cellular Manufacturing. It encompasses a group
technology. The goals of cellular manufacturing are:
▪ To move as quickly as possible,
▪ Make a wide variety of similar products,
▪ Making as little waste as possible.
In the assembly line multiple cells are used. Each cell comprises of one or more machines which
accomplish a certain task. The product moves from one cell to the next, each station completing
part of the manufacturing process. U-shaped design is given to these cells because this allows for
the supervisor to move less and have the ability to more readily watch over the entire process.
Flexibility in operations is its biggest advantage. Changes are easy to make as the machines are
automatic. Variety, of product scaling is possible and minor changes to the overall design are
made possible changing the overall design. Although tedious, the changes can be done precisely
and quickly.
A cell is created by consolidating the processes required to create a specific output, such as a part
or a set of instructions. Reduction is the extra steps are done in the process of creating the
specific output, and facilitate quick identification of problems and encourage communication of
employees within the cell in order to resolve issues that arise quickly. It gives massive Gains on
implementation in productivity and quality while simultaneously reducing the amount of inventory,
space and lead time required to create a product. It is for this reason that the one -piece-flow cell
has been called "the ultimate in lean production”.
Implementation Process
In order to implement cellular manufacturing, a number of steps must be performed.
First, the parts to be made must be grouped by similarity (in design or manufacturing
requirements) into families.
Then a systematic analysis of each family must be performed; typically in the form of production
flow analysis (PFA) for manufacturing families, or in the examination of design/product data for
design families. This analysis can be time consuming and costly, but is important because a cell
needs to be created for each family of parts.
There are also a number of mathematical models and algorithms to aid in planning a cellular
manufacturing center, which take into account a variety of important variables such as, "multiple
plant locations, multi-market allocations with production planning and various part mix."
Once these variables are determined with a given level of uncertainty, optimizations can be
performed to minimize factors such as, "total cost of holding, inter-cell material handling, external
transportation, fixed cost for producing each part in each plant, machine and labor salaries. ”

Difficulties in Creating Flow

Following difficulties need to be considered and addressed to create efficient flow in cellular
manufacturing:
▪ Exceptional Elements
▪ Machine Distances
▪ Bottleneck Machines and Parts
▪ Machine Location and Relocation
▪ Part Routing
▪ Cell Load Variation
▪ Inter and Intracellular Material Transferring
▪ Cell Reconfiguring
▪ Dynamic Part Demands and
▪ Operation and Completion Times
Benefits and Costs
Scattered processes are merged to form short focused paths in concentrated places . So
constructed, by logic a cell reduces flow time, flow distance, floor space, inventory, handling,
scheduling transactions, and scrap and rework (the latter because of quick discovery of
nonconformities). Moreover, cells lead to simplified, higher validity costing, since the costs of
producing items are contained within the cell rather scattered in distance and the passage of
reporting time.
Production and quality controls are facilitated. Cells that are underperforming in either volume or
quality can be easily isolated and targeted for improvement. The segmentation of the production
process allows problems to be easily located and it is more clear which parts are affected by t he
problem.
There are also a number of benefits for employees working in cellular manufacturing. The small
cell structure improves group cohesiveness and scales the manufacturing process down to a more
manageable level for the workers.
Workers can more easily see problems or possible improvements within their own cells and tend to
be more self-motivated to propose changes. Additionally, these improvements that are instigated
by the workers themselves cause less and less need for management, so over time ov erhead
costs can be reduced.
There are a number of possible limitations to implementing cellular manufacturing. Some argue
that cellular manufacturing can lead to a decrease in production flexibility. Cells are typically
designed to maintain a specific flow volume of parts being produced. Should the demand or
necessary quantity decrease, the cells may have to be realigned to match the new requirements,
which is a costly operation, and one not typically required in other manufacturing setups.

SIX SIGMA
Engineer Bill Smith introduced Six Sigma while working at Motorola in 1986. Six Sigma became
well known after Jack Welch made it a focus of his business strategy at General Electric in 1995,
and today it is widely used in many sectors of industry. It is quality improvement technique whose
objective to eliminate defects in any aspect that affects customer satisfaction. The premise of Six
Sigma is that by measuring defects in a process, a company can develop ways to eliminate them
and practically achieve “zero defects”. Six sigma can be used with balanced scorecard by
providing more rigorous measurement system based on statistics. The primary focus of Six Sigma
is on:
▪ Customer satisfaction.
▪ Decisions based on data-driven facts.
▪ Management, improvements, and processes.
▪ Proactive management team.
▪ Collaboration with in the business
▪ Goal for perfection.
Numerical Concept of Six Sigma
'Sigma' is a statistical term that measures how far a process deviates from perfection. The higher
the sigma number, the closer the process is to perfection.
The values of Defect Percentage
Six Sigma is 3.4 defects per million opportunities or getting things right 99.99966% of the time. It is
possible to develop ways of reducing defects by measuring the level of defects in a process and
discovering the causes.
The Value of the Defect Percentage Under Various Sigma Levels
Sigma Defects per Million Percentage Percentage Quality/ Profitability
Level Opportunities Defective (%) Yield (%)
(DPMO)
1σ 6,91,462 69 31 Loss
2σ 3,08,538 31 69 Non-Competitive
3σ 66,807 6.7 93.3 Average Industries
4σ 6,210 0.62 99.38 Above Average
5σ 233 0.023 99.977 Below Maximum
Productivity
6σ 3.4 0.00034 99.99966 Near Perfection

The second last column (in above table) indicates the percentage of values that lie within the
control limits. The more popular measure, the number of defects per million opportunities, is
indicated in second column.
It may not be possible to achieve 'perfect Six Sigma' but relevant benefits can be achieved from a
rise from one Sigma Level to another.
Implementation of Six Sigma
There are two methodologies for the implementation of Six Sigma-
DMAIC: This method is very robust. It is used to improve existing business process. To produce
dramatic improvement in business process, many entities have used it successfully. It has five
phases:
DMAIC is used under the following circumstances:

▪ A product or process exists.
▪ The project is part of ongoing continuous improvement process.
▪ Only a single process needs to be altered.
▪ Competitor’s actions are stable.
▪ Customer’s behaviour is unchanging.
▪ Technology is stable.

Concept Insight
Application of DMAIC
In banking sector, DMAIC may be used as follows:
▪ Define: Customer satisfaction & loyalty have significant impact on financial performance of
a bank. Six Sigma involves defining objectives and opportunities to improve (based on
customer’s feedback or complaints) in discussion with staff.
▪ Measure: In this phase, Six Sigma experts deploy quantitative procedures to collect
statistical data. Then the statistical data is used for measuring the impact of the various
processes on customer satisfaction. Different processes may have different impact on
customer satisfaction. The measurement of impact of the individual processes helps the
banks to concentrate on improving the processes that have the maximum impact on
customer satisfaction. In the banking industry, wait times are said to have the maximum
impact on customer satisfaction.
▪ Analyse: In this phase, Six Sigma experts analyse the data collected in accordance with
the parameters set for improvement. So that, the processes (that directly affects
customer’s satisfaction) can be improved at minimum cost.
▪ Improve: In this phase, experts take corrective measures to improve processes in
consultation with staff based on facts and statistics. Advanced statistical tools can also be
used to study the impact of the proposed improvement initiative on business processes.
▪ Control: Control systems should be put in place to monitor the impact of the improvement
initiatives through periodical review performance. If still a business process is not
performing well in accordance with the desired Six Sigma levels, the process is referred
back to the ‘define’ phase. However, if a small problem is impacting the performance, then
corrective measures are taken and the whole process is not referred back.
(Reference: http://www.sixsigmaonline.org)
Case Scenario
Derby Grey is leading manufacturer of leather luggage bags (up to 62”) for the style-conscious
people around the globe. It is made up of two independent divisions in New Delhi. The division
‘Mx’ performs all manufacturing and packaging operations. All sales are made through the division
‘Rx’ which has 11 retail stores in New Delhi, as well as through Derby Grey’s own well-developed
website. Derby Grey has also retail operations in Dubai, Kuala Lumpur, Bangkok as well as in
Singapore. These overseas businesses operate as independent subsidiaries within the Division
‘Rx’.
Derby Grey revolutionized the industry by offering cheap but stylish luggage bags. Derby Grey is
able to keep its prices low by offering a very basic level of service. Luggage Bags are sold in
boxes for customers to assemble themselves and all deliveries are made through third party
distributor ‘Çosta Cruise’.

Dr. Philips (Managing Partner) is bothered about increasing sales returns and massive complaints
about product purchased from Derby Grey on social media. With this concern, Dr. Philips has
appointed you as performance management expert to help the firm to execute six sigma technique
to reduce number of sales returns and to evaluate firm’s existing performance.
Dr. Philips has heard that Six Sigma analysis involves large quantities of data. Dr. Philips stated–
“I’m not confident on our current IT systems. I doubt whether system would be able to identify the
required data related to cutting, preparation, closing, lasting etc. These manufacturing sub
divisions may be the root causes of the problem. Further, quarterly compiled sales return data has
not enough detail. We may need to do more analysis on customer satisfaction and manufacturing
quality.”
You have been given access to feedback given by customers for returning goods to measure
existing performance in this area (refer below):
Difficult to assemble or pieces missing (47%) – Bags were not as demanded (24%) – Poor Quality
(19%) –Arrived damaged (9%) – Arrived late (1%)
Required
ADVISE Managing Partner on Six Sigma implementation to reduce number of sales return using
DMAIC method.
Solution
DMAIC is a methodology of Six Sigma used to improve existing business process. It is advisable
to Managing Partner to execute following phases of DMAIC–
Define the process
This phase emphases exactly what customer’s requirements are? In this case focus is precisely
on why bags are returned. The objective of the process needs to be clear as in this case to reduce
the number of customer returns. Customers expect certain minimum requirements from the
manufacturing and packaging process, for example, that the bags are properly packed in boxes.
They also expect the goods be delivered undamaged within a reasonable time and delivered at the
time and date when committed. Further, customer’s perceptions of quality should coincide with the
price paid, though different customers may have different expectations.
Measure the existing process
This phase measures the process to determine existing performance. In this case, the sales
returns figures do not show complete picture as to why customers return bags, which of the
class belong to ‘poor packing’, which one belong to ‘defective item’, which one belong to
‘activities of other sub divisions’ etc. The ambiguity of the data and classification of definitions
will need to be addressed as to enable the process to be measured effectively.

Analyse
This phase detects the root cause of the problems. Possible root cause of sales return are as
follows:
▪ Difficult to assemble or pieces missing (47%) – Returns could be because the bags were
not manufactured or packed properly in the ‘Mx’ division, but could also be due to poor
design, customers losing pieces or simply being unable to assemble bag.
▪ Bags were not as demanded and of poor quality (43%) – Returns could be due to defective
manufacture or if the customer had merely changed their minds and no longer required the
bag. In ‘bags were not as demanded’, the identification of ‘defective items’ are too vast.
▪ Arrived damaged (9%) – It may be that customers wrongly classified defective bags as
damaged. Though bags may become damaged by the ‘Çosta Cruise’, only a small number
of returns relate directly to them.
▪ Arrived late (1%) – Reasons of arrived late could be either ‘Costa Cruise’ could not make
delivery on time or ‘Mx’ division could not complete order on time and this causes only 1%
of returns, is relatively insignificant.
Further, information could be analysed, like country wise sales returns, product wise sale, or
with more clear definition of ‘defective items’ from customer’s perspective. By doing so, firm
may easily get information related to areas of the business where sales returns are high and
hence be able to focus on.
Improve
In this phase, recommendations are made to minimize or eliminate the root cause of the
problem and then those recommendations are implemented to improve the process in a
systematic manner. Derby Grey is required to consider aspects of production or packaging
which could be improved, for example, timely repair and maintenance of equipment or training
to existing staff etc. Further, availability of resources and likely costs of making the
improvements need to be carefully considered.
Control
Here control means maintaining the improved performance and future performance. Derby Grey
would be required to monitor the performance ongoing basis. If sales return reach above
particular level, it should be reported to responsible person and he should act immediately.
In addition, Derby Grey need to redesign IT system in such a way so that it can provide required
detail. Since this is continuous monitoring so it may also require revisiting of some phases in
DMAIC.

DMADV: The application of these methods is aimed at creating a high-quality product keeping in
mind customer requirements at every stage of the product. It is an improvement system which is
used to develop new processes or products at Six Sigma quality levels. Phases are described in
diagram:
DMDAV is used under the following circumstances:

▪ A product or process is not in existence
▪ Existing process has been optimised using either DMAIC or some other process.
▪ Project have strategic importance.
▪ Multiple process need to be altered.
▪ Competitor’s performance is changing.
▪ Customer’s behaviour is changing.
▪ Technology is growing.
Similarities between DMADV and DMAIC
▪ Both of these six sigma methodologies are based on defects per million opportunities
(DPMO).
▪ Both DMADV and DMAIC use the same kind of six sigma quality management tools.
▪ Customer’s needs are the basic parameter for both six sigma methodologies.
Both DMADV and DMAIC are fundamental six sigma methodologies for improving quality of
product/process. Broadly, DMAIC deals with improving some existing process to make it align with
customer’s needs while DMADV deals with new design or redesign.

Difference DMAIC and DMADV

Following table highlights the differences between DMAIC and DMADV.
DMAIC DMADV
Review the existing processes and fixes Emphases on the design of the product and
problem(s) processes.
More reactive process. Proactive process.
Increase the capability. Increase the capacity.
Rupee benefits quantified rather quickly. Rupee benefits more difficult to quantify and
tend to be much more long term.
Examples of DMAIC problem-solving Examples of procedures that the DMADV
methods: development method is designed to address:
▪ Reduce the cycle time to process a ▪ Add a new service
patent. ▪ Create a real-time system.
▪ Reduce the number of errors in sales list. ▪ Create a multiple-source lead tracking
▪ Improve search time for critical system
information.
Quality-Management Tools
Six Sigma utilizes many established Quality-Management Tools. Below are just a few of them.
▪ Control Chart – It is a statistical chart, monitors variance in a process over time and alerts
the business to unexpected variance which may cause defects.
▪ Histogram – Histogram helps in prioritizing factors and identify which are the areas that
needs utmost attention immediately.
▪ Pareto Diagram – Pareto chart revolves around the concept of 80-20 rule i.e. 80% of the
defects of a process come from 20% of the causes. It focuses on the problems that have the
greatest potential for improvement.
▪ Process Mapping – It is a work flow diagram of how things get done. It helps reduce cycle
time and defects.
▪ Root Cause Analysis – A root cause is a factor that caused a non-conformance and should
be permanently eliminated through process improvement.
▪ Statistical Process Control – The application of statistical methods to analyze data, study
and monitor process capability and performance.
▪ Tree Diagram – Graphically shows the key goals, their sub-goals, and key tasks. It inspires
team members to expand their thinking when creating solutions.
▪ Cause and Effects Diagrams – Cause–and–effect diagram helps in identifying the various
causes (or factors) of a given effect (or problem).

Limitations of Six Sigma

▪ Six Sigma focuses on quality only.
▪ Six Sigma does not work well with intangible results.
▪ Substantial infrastructure investment is required.
▪ Six Sigma is complicated for some tasks.
▪ Not all products need to meet Six Sigma standards.
▪ Six Sigma focuses on specific type of process only.
▪ There are lot to real time barriers which needs to be resolved while translating the theoretical
concepts into practical applications.
Lean Six Sigma
Lean Six Sigma is the combination of Lean and Six Sigma which help to achieve greater results
that had not been achieved if Lean or Six Sigma would have been used individually. It increases
the speed and effectiveness of any process within any organization. By using lean Six Sigma,
organisations will be able to Maximize Profits, Build Better Teams, Minimize Costs, and Satisfy
Customers.
Practical Insight
Six Sigma Practices
Wipro is the first Indian company to adopt Six Sigma. Today, Wipro has one of the most mature
Six Sigma programs in the industry ensuring that 91% of the projects are completed on
schedule, much above the industry average of 55%.
Six Sigma at Wipro simply means a measure of quality that strives for near perfection. It is an
umbrella initiative covering all business units and divisions so that it could transform itself in a
world class organization. At Wipro, it means
▪ Have products and services meet global benchmarks.
▪ Ensure robust processes within the organization.
▪ Consistently meet and exceed customer expectations.
▪ Make Quality a culture within.
▪ Six Sigma training.
Wipro is using Six Sigma at present on over 500 projects in multiple areas including, project
management, market development and resource utilisation.

PROCESS INNOVATION AND BUSINESS PROCESS RE-

ENGINEERING
Business Process Re-engineering (BPR) and Process Innovation (PI) are similar concepts that
emerged in the early 1990s. BPR focuses on amending existing processes, while PI attempts to
implement new processes into an organisation. In many ways, PI is more radical than BPR,
because it is changing the overall structure of an organisation, whereas BPR is streamlining
processes that are already in place.
PROCESS INNOVATION
Process Innovation means the implementation of a new or significantly improved produc tion or
delivery method (including significant changes in techniques, equipment and/ or software).
Changes, improvements, increase on product or service capability done by addition in
manufacturing or logical system, ceasing to use a process, simple capital replacement or
extension, changes resulting purely from changes in factor prices, customization, regular seasonal
and other cyclical changes, trading of new or significantly improved products are not considered
innovations.
The process of innovating new solutions could fall into one of these areas:
▪ Production: This is related to processes, equipment and technology to enhance
manufacturing or production processes. This includes computer software.
▪ Delivery: Delivery process innovations involve tools, techniques and software solutions to
help in supply chain and delivery systems. This includes barcodes, tracking systems or
shipping software.
▪ Support Services: Innovations in processes aren’t limited to simply production or delivery,
but also areas including purchasing, maintenance and accounting.
Practical Insight
One of the most widely recognized automobile companies in the world is American-based
multinational manufacturer, Ford Motor Company. Now more than 110 years old, the company
was founded by Henry Ford and has succeeded in innovative designs and ideas for more than a
century.
One of their most notable innovations came more than 100 years ago with the invention of the
world’s first moving assembly line. The process not only simplified vehicle assembly, but
shortened the time necessary to produce a single vehicle from 12 hours to 90 minutes. That
process innovation, creating an assembly line to speed up production, not only benefited the
auto giant, but manufacturers of other consumer goods such as refrigerators and vacuum
cleaners. It remains the typical mode of production for businesses today.

BUSINESS PROCESS REENGINEERING

In 1989, Michael Hammer, an ex-MIT computer professor turned consultant, published an article in
the Harvard Business Review titled, “Reengineering Work: Don’t Automate, Obliterate”. Although
several major companies had been experimenting with reengineering principles prior to that time,
Hammer generally is credited with first using the term “reengineering”. Hammer defines Business
Process Reengineering (BPR) (or simply reengineering) as “the fundamental rethinking and radical
redesign of business processes to achieve dramatic improvements in critical contemporary
measures of performance, such as cost, quality, service, and speed.” Thus, the four key
components of BPR are as follows:
Business
Process Re-
engineering
End to End
Fundamental Radical Dramatic
Business
Rethinking Redesign Improvements
Processes
▪ Fundamental rethinking of business processes requires management to challenge the very

basic assumptions under which it operates and to ask such rudimentary questions as “Why
do we do what we do?” and “Why do we do it the way we do it?”
▪ Radical redesign relies on a fresh-start, clean-slate approach to examining an organization’s
business processes. This approach focuses on answers to the question, “If we were a brand -
new business, how would we operate our company?” The goal is to reinvent what is done
and how it is done rather than to tinker with the present system by making marginal,
incremental, superficial improvements to what’s already being done.
▪ Achieving dramatic improvements in performance measurements is related to the
preceding two elements. The fundamental rethinking and radical redesign of business
processes are aimed toward making quantum leaps in performance, however measured.
BPR is not about improvement in quality, speed, and the like that is on the order of 10%.
Improvement of that order of magnitude often can be accomplished with marginal,
incremental changes to existing processes. Reengineering, on the other hand, has much
loftier objectives. For example, the reengineering of Ford’s procurement process reduced the
number of persons employed in the process by 75%.
▪ Reengineering focuses on end-to-end business processes rather than on the individual
activities that comprise the processes. Michael Hammer contends that the fragmented
business processes and bureaucratic, hierarchical organization structures evident in most
businesses today have their origins in the Industrial Revolution, when specialization of labour
and economies of scale were the promised keys to success. He argues that managers lose

sight of their real objectives when processes are segmented into individual tasks, each task
is assigned to a specialist, and elaborate mechanisms are established to track and control
the performance of those tasks. Instead, BPR takes a holistic view of a business process as
comprising a string of activities that cuts across traditional departmental or functional lines.
BPR is concerned with the results of the process (i.e., with those activities that add value to
the process). This cross-functional focus has been used for many years by manufacturing
companies. Reengineering would apply that view to all business processes.
For example, consider the activities such as receiving a customer’s order, checking the
customer’s credit, verifying inventory availability, accepting the order, picking the goods in
the warehouse, and shipping the goods to the customer, as discrete activities. Reengineering
would change our emphasis by breaking down the walls among the separate functions and
departments. Instead of order taking, picking, shipping, and so forth, the entire process of
“order fulfilment” would be examined and would concentrate on those activities that add value
for the customer. The customer is not concerned with the individual tasks that an
organisation undertakes to fill an order nor is the customer concerned with how the company
organizes itself to carry out those jobs. The customer is concerned only with getting the right
goods, in the proper quantities, in satisfactory condition, and at the agreed -upon time and
price.
Main Stage of BPR
Process Identification
Process Reassembly
Each task performed being
Re-engineered processes
re- engineered is broken
are implemented in the
down into a series of
most efficient manner.
processes.
Process Rationalisation
Process Redesign
Processes which are non
Remaining processes are
value adding, to be
redesigned.
discarded.
Porter’s Value Chain is commonly used in Business Process Re-engineering as a technique to

identify and analyse processes that are of strategic significance to the organisation.

Principles of BPR
The principles of successful BPR are as follows:
Organize around outcomes
Have those who need the results of

a process perform the process
Integrate the processing of

information into the work process
that produces the information
Treat geographically dispersed

Principles of Business Process Re-
resources as though they were
engineering
centralized
Line parallel activities instead of

integrating their results
Put the decision point where the

work is performed, and build
controls into the process
Capture information once and

at the source
Organize around outcomes, not tasks

This principle argues that an organisation should have one person perform all the steps in a
process; design the job around an objective or outcome rather than a single task . For example, at
an electronics company a “customer service representative” takes a customer order, translates the
order into internal codes for the ordered items’ components, requisitions, receives, and assembles
the item, and delivers and installs the item. As a result, one person is responsible for getting the
item to the customer and for answering customer questions during the process. Notice that while
this eliminates many handoffs, numerous errors, delays, and misunderstandings, it also eliminates
the traditional segregation of duties that organisations normally associate with the order fulfilment
process.

Have those who need the results of a process perform the process
Departments in organizations are organized around specialized functions performed for custome rs
for the output of other units. In some situations, reengineering can provide “customers” with more
timely service and reduce the overhead needed to coordinate the activities of these units by having
customers provide their own service. For example, in exchange for the promise of more timely
repairs, an electronic equipment manufacturer asked its large customers to perform some of their
own routine repairs and to carry the spare parts inventory required for their own machines. Now,
customers make some repairs themselves using spare parts stored on site. The field service
representatives, who had been making all repairs, answer customer calls and guide customers
through a repair process using a diagnosis support system (an expert system). A computerized
inventory management system monitors the spare parts inventories. Field service representatives
are dispatched only for complex problems. The electronics manufacturer achieved better customer
service and lower inventory carrying costs.
Integrate the processing of information into the work process that produces the information
At Ford Motor Company, the receiving department and the receiving system - produced and
processed information about the goods received instead of sending it to accounts payable. The
receiving system compared the goods received with the order and took appropriate action (send
the goods back or create a payable). Notice again, the relaxing of segregation of duties.
Management must evaluate and accept the risks associated with the increased opportunity for
unauthorized or inaccurate transaction.
Treat geographically dispersed resources as though they were centralized
Decentralized resources typically provide better service to their customers at the expense of
creating redundant operations and lost economies of scale. At Hewlett-Packard (HP), a major
computer and peripherals manufacturer, 50 decentralized purchasing factions provided excellent
responsiveness and service to the plants, but prevented HP from benefiting from quantity
discounts. After reengineering, HP has a centralized purchasing function that creates and
maintains a centralized database of vendors with whom they have negotiated contracts.
Decentralized units can access the database to execute their own purchase orders.
Line parallel activities instead of integrating their results
If parallel activities have been created, use communications networks, shared databases, and
teleconferencing to coordinate activities that must eventually come together. For example, in the
loan application process, decisions by one function that will affect the loan decision must be
immediately communicated to other functions.
Put the decision point where the work is performed, and build controls into the process
Organisations often distinguish those who do the work from those who monitor and make
decisions about the work. This is done under the assumption that those who do the work do not
have the time, inclination, knowledge, or responsibility for monitoring and controlling what they do.
Organisations can reduce non value-added management and flatten the organization structure if
the organisations use information technology to capture and store data, and expert systems to
supply knowledge, to enable people to make their own decisions. This changes the role of

manager from controller and supervisor to supporter and facilitator. And, as organisations flatten,
they can eliminate the middle managers who had been summarizing and reporting information to
upper management. To compensate, executives must be directly lined to databases using
executive information systems.
Capture information once and at the source
Collected and store data in online data-bases for all who need them. This principle is facilitated by
information technology, such as telecommunications, networking, client/server architecture, EDI,
image processing, relational database system, bare coding, intelligent workflow software.
Case Scenario
ANI is a government-owned bank. The Bank has over 2,500 branches in country ‘A’ spread
over all states/ union territories including specialized branches. These branches are controlled
through 27 Zonal Offices and 4 NBG Offices. As a government owned bank it has usually been
the first preference for customers while choosing a bank. In the last six years, the Government
has permitted a number of foreign banks to operate within the country in order to solve the
problem of foreign exchange shortage and open up foreign trade as an instrument to promote
economic development. These foreign banks offer diverse range of services such as direct
access to executive management, a single point of contact to coordinate all banking needs,
appointment banking to save time, free online banking services 24/7, free unlimited ATM
access etc. In contrast, ANI has very elementary information systems, covering only for internal
transaction handling and accounting activities. Customers have to visit banks to carry out
transactions like- checking bank balance, cash deposit and withdrawals, transferring money
from one account to another in operational hours. Often customers complain about the amount
of time as the employees and clerical staff of the bank can attend only few customers at a time.
Customer service evaluation has never been undertaken by ANI. Other processe s, new account
applications, are complex, requiring completion of many documents formalities. Board of
Directors were worried from growing popularity of new style banks. The Board of Directors of
ANI has recently held meeting to discuss the shortfalls in its current services and the need to
re-engineer the ANI’s business processes.
Required
ADVISE how Business Process Reengineering (BPR) can be used to improve ANI’s current
processes.
Solution
BPR is the fundamental rethinking and radical redesign of business processes to achieve
dramatic improvement in critical contemporary measures of performance, such as cost, quality,
service, and speed. In other words, BPR is concerned with the result of the process (i.e., with
those activities that add value to the process). To implement BPR, firstly, each business
process of ANI needs to be divided into a series of processes. Then each busin ess process
requires to be documented and analysed to find out whether it is essential, whether it provides
support to other valuable processes and whether it is adding value. Any process which does not
add value or does not provide essential support to the value adding activities must be removed.

Those processes that remain require to be re-engineered/re-structured so that can be as

efficient as possible. For ANI, new technology should be introduced to improve these
processes. However, ANI must ensure that the statutory compliances regarding these
processes are not undermined.
ANI is facing a hyper-competitive marketplace where customers expect a superior experience.
BPR activities would help ANI in understanding those processes which ANI’s customers value
the most and remove those that are not valued. Foreign banks are offering diverse range of
services such as direct access to executive management, a single point of contact to coordinate
all banking needs, appointment banking to save time, free online banking services 24/7, free
unlimited ATM access etc. Clearly these are valuable business processes valued by the
customer. ANI should incorporate all these facilities in their banking processes to enhance
customer satisfaction and service level.
Opening of new accounts in ANI is complex processes since it requires multiple forms to be
complied with. Through BPR, ANI would analyse the whole process and identify the need for
only one form that contain all of the necessary customer information. Further, it is al so possible
to initiate opening of new account through the development of an online application form on
ANI’s website. Online entry would remove the possibility of forms being lost or incorrect, again
enhancing customer satisfaction since customers need not to visit ANI’s branch to open
account. There should also be online processing authentications/ validations as to ensure that
data fields are correctly filled by customers that would result in error reduction. This would also
remove unnecessary staff activities in checking and re-processing forms.
It is likely that BPR may increase costs in short-term as investment in technology. However, this
would also reduce substantial levels of manual activities and processes thereby providing
speedy services to customers. In long term, this would result in high levels of efficiency,
profitability and better levels of customer satisfaction and retention.
Practical Insight
BPR Practices
Spurred by the depression in the American automotive industry in the early 1980s, Ford’s top
management decided to examine all of its departments, looking for ways to cut costs. Its North
American accounts payable processing alone employed some 500 persons. Management felt that
by streamlining the process and installing a new computer system, accounts payable personnel
could be reduced by 20%. Although the prospect of reducing accounts payable staff to 400 looked
impressive, Ford’s management re-examined that target when it learned that Mazda, a Japanese
automaker, had only 5 people for the accounts payable function. Even after adjusting for the
difference in Mazda’s size, Ford concluded that it should aim for a reduction in force of several
hundred rather than the 100 it originally planned. Note the dramatic performance improvement it
set as the goal of this reengineering project. Under the old system, the accounts payable
department had to match 14 different data items among the receiving document, purchase order,
and vendor invoice before it could make a payment to the vendor. Since mismatches were
numerous, the department spends most of its time resolving the discrepancies. Payments were

delayed and copious documents were generated. A “conventional” solution to these problems
might have been to automate the investigation process to make it more efficient. But Ford opted
for a better, more radical solution-namely, to prevent the mismatches from ever occurring. Instead
of an accounts payable department, Ford’s has a new, reengineered procurement process.
Emphasis on the words procurement and process shifts focus from the individual activities that
comprised the old system to the desired outcome of those activities the timely procurement of the
correct goods and payment therefore. The new system represents a radical departure from the
old. There are no vendor invoices in the new system; Ford has asked its vendors not to send
invoices. When the purchasing department issues a purchase order (PO), it enters the order into
an online database. No copies of the order are sent to anyone other than to the vendor. When the
goods arrive at the receiving dock, a receiving clerk checks the goods against the database to see
that they correspond to an open purchase order. If so, the clerk accepts the shipment and enters
the receipt into the computer system. If there are discrepancies between the goods received and
the purchase order record per the database, the goods are returned to the vendor. Once the
receipt has been entered into the system, the computer prepares the check, which accounts
payable sends to the vendor.
Ford has achieved a 75% reduction in payables processing personnel, rather than the 20%
reduction it had envisioned with a more conventional solution. Furthermore, inventory control has
been simplified and financial information is more accurate because there are no discrepancies
between the financial record and the physical record of the goods received. Obviously, to
implement the new system, Ford has had to work closely with its vendors and its employees to help
them adapt to this drastic change in their trading partnerships. All parties must now recognize that
the purchase order is the linchpin of the system. Because a vendor invoice does not exist, the PO
must contain all the information about costs, terms, and the like needed to make payment to the
vendor. Further, since variances between the PO and goods received are not tolerated, vendors
must accept the fact that if they deviate from the PO, they will have the goods returned to them.
Concept Insight
BPR vs PI
Bikes are assembled through passing them along a continuous moving band of metal & rubber
and adding parts to each one in a prearranged order to arrive at the finished product. This
process can be upgraded in terms of efficiency by using automated machines to do some of the
repetitive actions. In this manner, the process is being redesigned to include enhanced
automated system to make it more efficient. In other words, Business Process Re -engineering
is being used to improve the existing process. But the process itself could be redesigned from
scratch. For example, the bike could be manufactured by giving all the parts to a team of
specialist and asking them to work together to make it. This will mean creating completely new
processes, which may or may not be more efficient than those of the existing system. But the
“process vision” of providing better satisfaction to team of workers from the production process
itself may supersede the efficiency issues. In this example, Process Innovation results in
entirely new process to manufacture the bike, even if we haven’t defined them – it’s up to the
workers to decide.

SUMMARY
▪ Lean System is an organized method for waste minimization without sacrificing productivity
within a manufacturing system. Lean implementation emphasizes the importance of
optimizing work flow through strategic operational procedures while minimizing waste and
being adaptable
▪ Just in Time - System whose objective is to produce or to procure products or components as
they are required by a customer or for use, rather than for stock. just-in-time system Pull
system, which responds to demand, in contrast to a push system, in which stocks act as
buffers between the different elements of the system such as purchasing, production and
sales.
Features of JIT
Material – handling cost are reduced.
Labour idle time gets reduced.
JIT creates urgency for eliminating defects as quickly as possible.
The company can respond to customer demand faster.
Carefully selected suppliers capable of delivering high quality materials in a timely manner
directly at the shop – floor, reducing the material receipt time.
Pre- requisites of JIT - Low variety of goods, Vendor reliability, Good communication,
Demand stability, TQM, Defect free materials, Preventive maintenance.
Impact of JIT System – Wastes costs like unnecessary levels of obsolete inventory, defective
products, rework, etc, overhead costs like material handling, facilities, and quality inspection
costs of staff, equipment, fixed assets, facilities, and rent associated with the warehouse etc.
get eliminated and When a company achieves a higher level of product quality, along with
ability to deliver products on the dates required, customers may be willing to pay a premium .
Backflushing in a JIT System
a) Backflushing requires no data entry of any kind until a finished product is completed. At
that time the total amount finished is entered into the computer system, which multiplies
it by all the components listed in the bill of materials for each item produced. This yields
a lengthy list of components that should have been used in the production process and
which are subtracted from the beginning inventory balance to arrive at the amount of
inventory that should now be left on hand.
b) Problems with backflushing – Incorrect production reporting, Incorrect scrap reporting,
Impossible lot tracing, Inaccurate inventory records.

▪ Kaizan Costing –
a) Kaizan means continual improvement. The kaizen strategy aims to involve workers from
multiple functions and levels in the organization in working together to address a
problem or improve a particular process.
b) Kaizan costing principals - gradual improvements in the existing situation, at an
acceptable cost, collective decision making and application of knowledge, no limits to
the level of improvements that can be implemented, setting standards and then
continually improving these standards to achieve long-term sustainable improvements,
focus on eliminating waste, improving systems, and improving productivity, involves all
employees and all areas of the business.
▪ 5 S’s - It explains how a work space should be organized for efficiency and effectiveness by
identifying and storing the items used, maintaining the area and items, and sustaining the
new order. 5 S include Sort, Set in Order, Shine, Standardise, Sustain.
▪ Total Productive Maintenance - Total Productive Maintenance (TPM) is a system of
maintaining and improving the integrity of production and quality systems. TPM help s in
keeping all equipment in top working condition so as to avoid breakdowns and delays in
manufacturing processes.
a) TPM performance is measured by Overall Equipment Effectiveness (OEE) measure
which needs to quantify losses due to equipment failure, set-ups, idle time, stoppages,
reduction in speed, reduction in yield, quality defects and rework.
b) Performance × Availability × Quality = OEE %
▪ Cellular Manufacturing – In the assembly line multiple cells are used. Each cell comprises of
one or more machines which accomplish a certain task. The product moves from one cell to
the next, each station completing part of the manufacturing process. U -shaped design is
given to these cells because this allows for the supervisor to move less and have the ability
to more readily watch over the entire process.
a) Goals of cellular manufacturing - move quickly, make wide variety of similar products,
very less wastes.
b) Advantages – Flexibility in operations, changes easy to make, variety of product
scaling, minor changes can be easily and quickly implemented, conducted by logic so
reduces flow time, flow distance, floor space, inventory, handling, scheduling
transactions, and scrap and rework, production and quality controls facilitated, improves
group cohesiveness among employees.
c) Limitations – Decrease in production flexibility, difficulty in realignment of cells in case
of decrease in demand, changes in flow may be very costly.
▪ Six Sigma - It is quality improvement technique whose objective to eliminate defects in any
aspect that affects customer satisfaction. The premise of Six Sigma is that by measuring

defects in a process, a company can develop ways to eliminate them and practically achieve
“zero defects”. The standard measure of Six Sigma is 34 errors per million.
▪ Process Innovation - Process innovation means the implementation of a new or significantly
improved production or delivery method (including significant changes in techniques,
equipment and/ or software).
▪ Business Process Reengineering - Business Process Reengineering (BPR) is “the
fundamental rethinking and radical redesign of business processes to achieve dramatic
improvements in critical contemporary measures of performance, such as cost, quality,
service, and speed.”
a) Key components of BPR - Fundamental rethinking of business processes, Radical
redesign if we had to start the business afresh, Achieving dramatic improvements in
performance measurements, Reengineering focuses on end-to-end business processes
rather than on the individual activities that comprise the processes.
b) Principles of BPR - Organize around outcomes, not tasks, are those who need the
results of a process perform the process, Integrate the processing of information into
the work process that produces the information, treat geographically dispersed
resources as though they were centralized, Line parallel activities instead of integrating
their results, Put the decision point where the work is performed, and build controls into
the process, Capture information once and at the source.
TEST YOUR KNOWLEDGE

Just in Time
1. Pearson Metal and Motor Works (PM2W) deals in manufacturing of the copper wired
electronic motor, which is specifically designed. PM 2W is thinking to shift from traditional
system to JIT system as part of process innovation.
CEO among the other top bosses at PM 2W are hopeful that implementation of JIT will not
only improve value in value chain for end consumer, but also improve overall manufacturing
cycle efficiency. JIT pre-implementation team was formed to evaluate the probabilities, which
collects following actual and estimated data about process;
Activity Category Traditional System (Actual) JIT System (Estimated)
Inspection 40 30
Storage 80 20
Moving 20 10
Processing 60 40
# All data in minutes

Further, PM 2W decided to practice single piece flow under JIT. PM 2W received an order
which is due to manufacture and delivered for 10 such motors. Total available production
time to produce what customer demands is 480 minutes out of which it normal practice that
30 minutes will be spent in shutdown and cleaning. CEO is also considering JIT purchase
apart from JIT production.
Required
(i) EXPLAIN just in time.
(ii) CALCULATE the ‘takt time’ and INTERPRET the results.
(iii) ADVISE whether company should shift to JIT.
2. A manufacturer is considering implementing Just in time inventory system for some of its raw
material purchases. As per the current inventory policy, raw materials required for 1 month’s
production and finished goods equivalent to the level of 1 week’s pro duction are kept in
stock. This is done to ensure that the company can cater to sudden spurt in consumers’
demand. However, the carrying cost of inventory has been increasing recently. Hence, the
consideration to move to a more robust just in time purchasing system that can reduce the
inventory carrying cost. Details relevant to raw material inventory are given below:
- Average inventory of raw material held by the company throughout the year is `1 crore.
Procurement of raw material for the year is `12 crore. By moving to just in time
procurement system, the company aims at eliminating holding this stock completely in
its warehouse. Instead, suppliers of these materials are ready to provide the goods as
per its production requirements on an immediate basis. Suppliers will now be
responsible for quality check of raw material such that the raw material can be used in
the assembly line as soon as it is delivered at the company’s factory shop floor.
- Increased quality check service done by the suppliers as well as to compensate them
for the risk of holding the inventory to provide just in time service, the company is willing
to pay a higher price to procure raw material. Therefore, procurement cost will increase
by 30%, total procurement cost will be `15.6 crore per year. Consequently, quality
check and material handling cost for the company would reduce by `1 crore per year.
Similarly, insurance cost on raw material inventory of `20 lakh per year need not be
incurred any longer.
- Raw material is stored in a warehouse that costs the company rent of `3 crore per
annum. On changing to Just in time procurement, this warehouse space would no
longer be required.
- Production is 1,50,000 per year. The company plans to maintain its finished goods
inventory equivalent to 1 week’s production. Despite this, in order to have a complete
cost benefit analysis, the management is also factoring the possibility of production
stoppages due to unavailability of raw material from the suppliers. This could happen
due to of delay in delivery or non-conformance of goods to the standard required. Labor
works in one 8-hour shift per day and will remain idle if there is no material to work on.
Due to stoppage of production for the above reason, it is possible to have stockout of

3,000 units in a year. Stockout represents lost sales opportunity due to unavailability of
finished goods, the customer walks away without purchasing any product from the
company. Therefore, in order to reduce this opportunity cost and to make up for the lost
production hours, labor can work overtime that would cost the company `10 lakh per
annum. This is the maximum capacity in terms of hours that the labor can work. With
this overtime, stockout can reduce to 2,000 units.
- Currently, sale price of product is `5,000 per unit, variable production cost is `2,000 per
unit while variable selling, general and administration (SG&A) cost is `750 per unit.
Raw material procurement cost is currently `800 per unit, that will increase by 30% to
`1,040 per unit under Just in time inventory system.
- On an average, the long-term return on investment for the company is 15% per annum.
Required
(i) CALCULATE the benefit or loss if the company decides to move from current system to
Just in Time procurement system.
(ii) RECOMMEND factors that the management needs to consider before implementing the
just in time procurement system.
3. Pixel Limited is a toy manufacturing company. It sells toys through its own retail outlets. It
purchases materials needed to manufacture toys from a number of different suppliers.
Recently, due to the entity of few reputed foreign brands in the toy market and particularly i n
the segment in which Pixel Ltd. is doing business, it is facing a threat to operate profitably.
Each toy requires 4 kg. of materials at `19 per kg. and 5% of all materials supplied by the
suppliers are found to be substandard. Labour hour requirement fo r each toy is 0.4 hour at
`120 per hour.
Market research has determined that the selling price will be `240 per toy. The company
requires a profit margin of 15% of the selling price. Expected demand for toy in the coming
year will be 50,000 toys. Sales and variable overhead per unit for the four quarters of the
year will be as follows:
Q1 Q2 Q3 Q4
(Festive (Festive
season) season)
Sales (units) 7,500 9,000 15,500 18,000
Variable overhead per unit (`) 22 22 24 25
Total fixed overheads are expected to be `6,25,000 for each quarter.
The production manager has decided to produce 12,500 units in each quarter. Inventory
holding costs will be `18 per unit of average inventory per quarter. Inventory holding costs
are not included in above.

Normal production capacity per quarter is 15,000 toys. The company can produce further up
to 6,000 units per quarter by resorting to overtime working. Overtime wages will be at 150%
of normal wage rate.
Assume zero opening inventory.
Required
(i) CALCULATE the cost gap that exists between the total cost per toy as per the
production plan and the target cost per toy.
(ii) DISCUSS how just-in-time purchasing and just-in-time production will remove the cost
gap calculated in (i) above. Show calculations in support of your answer.
(iii) EXPLAIN, how implementation of JIT production method can be a major source of
competitive advantage and success of the company.
Total Productive Maintenance (TPM)
4. Pacific Coast Company Ltd. manufactures spare parts. It works in two shifts of 9 hours for 6
days in a week. Lunch break is 30 mins and other miscellaneous breaks add up to 15
minutes. The following details are collected for the last 4 weeks by the T PM team for one of
their important equipment
Hours for Planned Preventive Maintenance = 15 minutes per shift
For Breakdown Maintenance = 6 hours total
Set up Changes = 14 hours total
Power Failure = 4 hours total
Standard Cycle Time per piece = 3 minutes
No of Parts Produced per shift = 140
Parts Accepted per shift = 131
Required
CALCULATE ‘OEE’.
5. GVK Pharmaceuticals Ltd. is producing medication products (pills, balms etc.) and can be
called high volume based production environment. There are several different automated
production machines located in the plant, through which production of medicines is
accomplished and fulfilled the demands. Plant operates in double shift a day each consisting
of 8 hours with 25 minutes’ lunch break and tea break of 10 minutes. Following data pertains
to automated machine ‘X-78’.
X-78
14 February 2020, Friday
Breakdown, repair and start up time (unplanned) 90 minutes
Standard cycle time 2.5 minutes per tablet
Quality loss due to scrap, rework, and rejection 40 tablets
Total quantity produced 280 tablets

Required
CALCULATE ‘OEE’.
6. Hindustan Ltd. supplies the following information relating to a vital equipment used in its
production activity for April, 2020:
Total time worked during the month 210 hrs.
Total production during the month 2,800 units
No. of units accepted out of total production 2,520 units
Standard time for actual production of the month 180 hrs.
Time lost during the month 28 hrs.
Required
(i) STATE an appropriate approach to measure the total productive maintenance
performance of an equipment.
(ii) Quantify the total productive maintenance performance of the above -mentioned
equipment by using the approach stated in (i) above.
(iii) COMMENT on the effectiveness of maintenance of the equipment.
Business Process Re-engineering (BPR)

7. History
ANA is one of Country ‘I’’s top footwear companies and other equipment. Since its foundation
in 1988, ANA has been one of the all-inclusive footwear brand that is committed to nurturing
the youth across the world through sports to contribute to society. Over more than three
decades, the company inherits its values and provides own products while capturing the
changes in the social environment. It’s state-of-the-art production facilities are located
strategically across the Country ’I’ and produces all kinds of footwear. ANA is best known for
its high ethical standards towards its workers, suppliers and the environment and voluntarily
publish CSR report every year.
Organizational Structure and Footwear Market
ANA is organized into conventional functional departments such as procurement on order
basis, sales, and finance, most of which have their non-reliable excel sheet-based systems
for planning and reporting. Consequently, it often fails to generate accurate, timely and
consistent information to monitor its own performance, thus, company faces failures in
achieving the performance and delivery targets set by its retail customers.
In Country ‘I’, footwear market is competitive and seasonal. Retailers, who are ANA’s
customers, for footwear, they have two main demands, they want –
(i) footwear at lower prices to pass it on to consumers.
(ii) suppliers to meet performance and delivery targets relating to lead times and quality.

In order to comply with the retailer’s demands, ANA’s competitors have discontinued all their
own manufacturing facilities and outsourced all production to suppliers, who have much
larger production lines and lower costs. To reduce the shipment cost over long distances,
competitors have invested in advanced procurement software to consolidate orders so that
each 40-foot shipping container gets fully loaded. Purchase invoice processing is also
automated via the integration of information systems into the supplier’s software.
Proposal of Outsourcing
In order to mitigate costs, it has been proposed to outsource the manufacture of footwear, to
a Chinese Supplier 3,750 km away. A comparison of the average cost of manufacturing and
the cost of outsourcing footwear is given below–
Particulars Manufacturing Outsourcing
Average manufacturing cost per pair BND 625 ---
Purchase cost per pair --- CNY 28
Notes-
1. Country ‘I’’s home currency is the BND.
2. Exchange Rate 1CNY = 18 BND.
3. In addition to the purchase cost from the supplier, ANA will be subject to pay for
shipping costs at the rate of BND 40,000 for each large, standard sized shipping
container, regardless of the number of units in it. Each container contains 5,000 pairs
when fully loaded.
4. Custom tariffs are expected to change soon, footwear imports into ANI’s home country
might be subject to 10% basic custom duty (plus 1% social welfare surcharge on duty)
on the assessable value of imports excluding shipping costs.
Therefore, to implement the proposal, restructuring of functional departments into multi-
disciplinary teams are needed to serve major buyer accounts. Each team is required to
perform all activities, related to the buyer account management from order taking (sales
order) to procurement to arranging shipping and after sales services. Team members dealing
with buyers will work in ANA’s corporate office, while those like QC etc. managing quality and
supplier audits, will work at the manufacturing site of Chinese Supplier. Teams will be given
greater independence to selling prices to reflect market conditions or setting a price based on
the value of the product in the perception of the customer. Many support staff will work as
helper roles, or be offered new jobs opportunities overseas after the restructuring.
Expert Advise
Prof. WD, Performance Management Consultant has advised ANA that the proposal has
features of re-engineered processes and can be defined as business process re-engineering
(BPR). Prof. advised, for evaluating the proposal, ANA should consider software development
for full front-end order entry, purchasing, and inventory management solution which may be
required along with ethical aspect of the proposed changes.

Required
(i) ADVISE on information system which would be required for the reengineering.
(ii) ASSESS the likely impact of reengineering on the ANA’s high ethical standards and
accordingly on business performance.
(iii) EVALUATE how the BPR proposal can improve ANA’s performance in relation to retail
customers.
ANSWERS/ SOLUTIONS
1. (i) Just-in-time (JIT) is a collection of ideas that streamline a company’s production
process activities to such an extent that wastage of all kind viz., of time, material and
labour systematically driven out of the process with single piece flow after considering
takt time.
In JIT, production facility is required to be integrated with vendor system for signal
(Kanban) based automatic supply which depends upon demand based consumption.
Under JIT system of inventory storage cost is at lowest level due to direct issue of
material to production department as and when required and resultantly less/no material
lying over in store or production floor.
Prerequisite of JIT system is integration with vendor, if vendor is not integrated properly
or less reliable, then situation of stock out can arise and which can result into loss of
contribution.
Multitasking by employee is another key feature of JIT, group of employees should be
made based upon product instead based upon function. Hence, functional allocations of
cost become less appropriate.
Overall, JIT enhance the quality into the product by eliminating the waste and
continuous improvement of productivity.
(ii) Takt Time is the maximum available time to meet the demands of the customer; this will
help to decide the speed of/ at manufacturing facility.
Takt time is the average time between the start of production of one unit and the start of
production of the next unit, when these production starts are set to match the rate of
customer demand.
AvailableProductionTime
Takt Time =
TotalQuality Required
Here,
Available Production Time is ‘total available time for production’ – ‘planned downtime
i.e. spent in shutdown and cleaning’ i.e. 450 minutes = 480 minutes – 30 minutes.
Total Quantity Required is 10 units

450minutes
Takt Time = = 45 Minutes
10units
Note - Heijunka can be applied in order to reduce variation between ‘Takt times’ over
the production.
Interpretation
Customer’s demand is 10 units, to calculate the takt time, divide the available
production time (in minutes) by the total quantity required. The takt time would be 45
minutes. This means that process must be set up to produce one unit for every 45
minutes throughout the time available. As order volume increases or decreases, takt
time may be adjusted so that production and demand are synchronized.
(iii) Advise on Shifting to JIT
To evaluate how much of the old cycle time was spent in inventory, we need to know
how organizations assess the efficiency of their manufacturing processes. One
commonly used measure is process cycle efficiency and to calculate the same every
process is breakdown into combination of activities such as value added activities, non -
value added activities and non-value added activities but strategic activities. In order to
generate highest value to customer, only value added activities are included in process.
But those non-value added activities, which are strategic in nature, also need to be part
of process. Therefore, it may be possible that entire process is not efficient.
To measure efficiency of process, managers keep track of the relation between ‘times
taken by value added activities’ in comparison ‘total cycle time’. Such rel ation/ratio is
processing cycle efficiency.
Value Added Time
ProcessCycle Efficiency =
Cycle Time
Processing time is considered as value added time; whereas time spend on inspection,
storage and moving is non-value added time and included in cycle time. The higher the
percentage, less the time (and costs) needs to be spent on non- value added activities
such as moving and storing etc.
Computation of Processing Cycle Efficiency
Sr. Activity Category Traditional JIT System
No. System (Actual) (Estimated)
A. Inspection 40 30
B. Storage 80 20
C. Moving 20 10
D. Processing 60 40
E. Value Added Time 60 40
F. Cycle Time …(A)+(B)+(C)+(D) 200 100
Process Cycle Efficiency …(E)/ (F)×100 30% 40%

Of the 200 minutes required for manufacturing cycle under PM 2W’s traditional system,
only 60 minutes were spent on actual processing. The other 140 minutes were spent on
non- value added activities, such as inspection, storage, and moving. The process cycle
efficiency formula shows that processing time equalled to 30% of total cycle time. The
cycle time is reduced substantially in the JIT system from 200 minutes to 100 minutes.
In addition to this, the amount of time that used up in inventory i.e. non -value-added
activities is also reduced. Therefore, process cycle efficiency has been increased from
30% to 40%. This significant improvement in efficiency over the previous system comes
from the implementation of JIT system. Therefore, it is advantageous to shift to JIT
system.
2. (i) Implementing Just in time procurement system will benefit the company as explained
below:
Particulars Current JIT
Purchasing Procurement
Policy System
(`) (`)
Raw material procurement cost per year 12,00,00,000 15,60,00,000
Quality check and material handling cost (No longer 1,00,00,000 ---
required in JIT)
Insurance Cost on raw material inventory (No longer 20,00,000 ---
required in JIT)
Warehouse rental for storing raw material (No longer 3,00,00,000 ---
required in JIT)
Overtime Charges under JIT to reduce Stockouts --- 10,00,000
(note1)
Stockout Cost (note 2) --- 40,20,000
Total Relevant Cost 16,20,00,000 16,10,20,000
Therefore, moving to just in time procurement system results in savings of
`9,80,000 per year for the company. If reinvested, long term return on investment for
the company at 15% would yield a return of `1,47,000 per year.
In addition, by switching over to JIT system, company will also save working capital
requirement of `1 crore on account of average inventory of raw material held at
present. Company can earn further 15% on this amount i.e. `15,00,000 per year.
Therefore, total benefit for the company would be `26,27,000 per year.
Note 1: Should overtime cost be incurred to reduce Stockouts?

Contribution per unit = Sale price - Variable production cost - Variable selling,
distribution cost per unit; Variable production cost under the just in time system =
`2,000+ `(1,040-800) = `2,240 per unit; Contribution per unit = `5,000 - `2,240-`750
per unit = `2,010 per unit.
Overtime cost can reduce stockouts from 3,000 units to 2,000 units that is customers'
demand of 1,000 units more can be met.
Contribution earned from selling these 1,000 units = 1,000 × `2,010 per unit =
`20,10,000.
Therefore, the contribution earned of `20,10,000 is more than the related overtime cost
of `10,00,000. Therefore, it is profitable to incur the overtime cost.
Note 2: Stockout Costs
Out of the total shortfall of 3,000 units, by spending on overtime 1,000 units of demand
can be met. Therefore, actual stockout units is only 2,000 units. As explained above,
contribution per unit is `2,010 per unit. Therefore, stockout cost = 2,000 units × `2,010
per unit = `40,20,000.
(ii) The company plans to eliminate its raw material inventory altogether. Raw material will
be delivered as per production schedule directly at the factory shop floor, from whence
production will begin. The management should therefore carefully consider the following
points:
(a) The entire production process has to be detailed and integrated sequentially. This
is essential to know because it should be known in advance when in the sub -
assembly process is each raw material is required and in what quantity.
(b) Since production is dependent on delivery and quality of raw material, heavy
reliance is being placed on suppliers. They should be able to guarantee timely
delivery of raw material of the appropriate quality. The company is paying a
premium of 30% of original cost, that is `240 per unit (`1,040 - `800 per unit) in
order to ensure the same. Each unit gives a contribution of ` 2,010 per unit, which
is 40.2% of the sale price per unit. Lost sales opportunities due to unavailability of
raw material or non-conformance of the material can result in substantial losses to
the company. While, portion of this has been factored while doing the cost benefit
analysis of implementing Just-in-time systems, it needs careful consideration and
monitoring even after implementation. Therefore, to hedge its loss, the
management and suppliers should agree on penalties or costs the supplier should
incur should there be any delay or non-conformance in quality of materials beyond
certain thresholds.
(c) Accurate prediction of sales trends is important to determine the production
schedule and finished goods planning.
(d) Continuous monitoring of the system even after implementation is essential to
ensure smooth operations. Management commitment and leadership support is
essential for its successful implementation and working.

3. (i) Cost gap between Total Cost per toy as per the production plan and the Target Cost per
toy
Target Cost per toy
Sr. Particulars ` per For Annual Sales of
No. unit 50,000 units
1 Selling Price per toy 240 1,20,00,000
2 Required Profit Margin 36 18,00,000
(15% of selling price =15% ×`240 per unit)
3 Target Cost per annum (Step 1 - 2) 1,02,00,000
4 Target Cost per toy (Step 3 / 50,000 units) 204.00
Therefore, Target Cost is `204 per toy.

Total Cost as per production plan
Pixel Ltd. has an annual production requirement of 50,000 toys, which is also its annual
sales. Given that opening inventory for the first quarter is nil. The production manager
wants to produce 12,500 units per quarter irrespective of the sales demand for the
quarter. This implies that during some quarters, there might be unsold inventory, for
which inventory holding cost has to be borne. This type of production is called “produce
to stock”.
Production Schedule and Inventory Holding Cost for the year
Sr. Particulars Q1 Q2 Q3 Q4 Total for
No. the year
1 Opening Stock (units) - 5,000 8,500 5,500
2 Production (units) 12,500 12,500 12,500 12,500 50,000
3 Sales (units) 7,500 9,000 15,500 18,000 50,000
4 Closing Stock (units) 5,000 8,500 5,500 -
(Step 1 + 2 – 3)
5 Average Inventory 2,500 6,750 7,000 2,750
= (Step 1+ Step 4)/ 2
6 Inventory Holding Cost `45,000 `1,21,500 `1,26,000 `49,500 `3,42,000
(Average Inventory × `18 per
unit of Average Inventory)
Total Cost of Production per toy as per production plan

No 50,000 units
1 Direct Material Cost per unit `80 `80 `80 `80 `40,00,000
(Note 1)
2 Direct Labour Cost per unit `48 `48 `48 `48 `24,00,000
(Note 2)

3 Variable Overhead Cost per unit `22 `22 `24 `25 `11,62,500
4 Total Variable Cost per unit `150 `150 `152 `153
for the quarter (other than
inventory holding cost)
[Steps 1+ 2+3]
5 Production (units) for the 12,500 12,500 12,500 12,500 50,000
quarter (refer production
schedule above)
6 Total Variable Cost for the `18,75,000 `18,75,000 `19,00,000 `19,12,500 `75,62,500
quarter (other than inventory
holding cost)
[Step 4 × Step 5]
7 Inventory Holding Cost for the `45,000 `1,21,500 `1,26,000 `49,500 `3,42,000
quarter (refer to the
production schedule above)
8 Fixed Overheads `6,25,000 `6,25,000 `6,25,000 `6,25,000 `25,00,000
9 Total Cost `25,45,000 `26,21,500 `26,51,000 `25,87,000 `1,04,04,500
[Step 6 + Step 7+Step 8]
10 Total Cost per toy as per `208.09
production schedule
(Step 9 / 50,000 units)
Note 1
Each toy requires 4kg of material, 5% of all materials is substandard. Therefore, procurement
should factor this substandard quality.
Material required per unit = 4 kg / 95% = 4.21 kg
Material Cost per toy produced = 4.21 kg ×`19 per kg = `80 per unit
Note 2
Each toy requires 0.40 hours. Rate per hour is `120 per hour.
Therefore, Cost per toy = 0.40 × `120 = `48 per unit
Cost Gap
= Total Cost per toy as per production schedule – Target Cost per toy
= `208.09 - `204.00 per toy
= `4.09 per toy

JIT System
(ii) Just in Time Purchasing and Just in Time Production is aimed at eliminating inventory
holding of raw material and finished goods respectively. Components are purchased
only when there is a requirement in the production process. Similarly, finished goods
are produced only when there is a demand for them. This type of production is called
“produce to order”. Hence, there is neither any opening inventory nor any closing
inventory, thereby no inventory holding cost.
In the given problem, this savings is off-set by the extra payment to be made to labor for
overtime. Production capacity is 15,000 toys per quarter. This can be increased by
6,000 toys per quarter by incurring additional overtime cost.
The Production Plan under the Just in Time System
No. the year
1 Opening Stock (units) - - - -
2 Production (units) 7,500 9,000 15,500 18,000 50,000
3 Sales (units) 7,500 9,000 15,500 18,000 50,000
4 Closing (units) - - - -
5 Inventory Holding Cost - - - -
6 Production Beyond Capacity - - 500 3,000
of 15,000 Toys per quarter (units)
Total Cost of Production under JIT System

No 50,000
units
1 Direct Material Cost per unit `76 `76 `76 `76 38,00,000
(Note 1)
2 Direct Labour Cost per unit `48 `48 `48 `48 24,00,000
3 Variable Overhead Cost per `22 `22 `24 `25 11,85,000
unit
4 Total Variable Cost per unit `146 `146 `148 `149
(Steps 1+ 2+3)
5 Production (units) for the 7,500 9,000 15,500 18,000 50,000
quarter (Refer JIT production
schedule above)
6 Total Variable Cost for the `10,95,000 `13,14,000 `22,94,000 `26,82,000 `73,85,000
quarter (Step 4 × Step 5)
7 Production (units) for the - - 500 3,000 3,500
quarter in excess of capacity
(Refer JIT production
schedule above)

8 Overtime Labour Cost for `0 `0 `12,000 `72,000 `84,000

production in excess of
capacity (Note 2) [Step 7 ×
0.40 × 50% ×`120 per hour]
9 Fixed Overheads `6,25,000 `6,25,000 `6,25,000 `6,25,000 `25,00,000
10 Total Cost for production `17,20,000 `19,39,000 `29,31,000 `33,79,000 `99,69,000
under the JIT System (Step 6
+ Step 8+ Step 9)
11 Total Cost per toy as per `199.38
production schedule (Step 10
/ 50,000 units)
Note 1
Carefully selected suppliers of delivering high quality materials in a timely manner directly at the
shop floor, reducing the material receipt time and loss due to sub-standard material.
Note 2
Overtime wages are 150% of normal wage rate. Therefore, for every toy produced over the
quarterly production capacity of 15,000 toys, 50% extra wage over and above the hourly rate
has to be paid as overtime wages. Each toy needs 0.40 hours for production. Therefore,
overtime cost for excess production = excess production units × 0.40× 50% ×`120 per hour.
Cost Gap
The cost of production per toy under the JIT system is `199.38 per toy as compared to
the target cost of `204 per toy and save ` 4.62 per toy.
The savings primarily comes from eliminating the inventory holding cost of `3,42,000
per annum and substandard material cost of `2,00,000 per annum under the previous
production system. This is slightly offset by the additional cost of `84,000 per annum
that has to be paid towards overtime labor charges and `22,500 towards additional
variable overheads. However, by switching to the JIT system, Pixel Ltd. could reduce its
production cost below the target cost per toy.

This question can also be solved by assuming “continued material wastage” due to sub-
standard material from suppliers.
(iii) JIT system aims at:

▪ Meeting customer demand in a timely manner.
▪ Providing high quality products and
▪ Providing products at the lowest possible price.

The main features of the JIT production system are:

▪ Material handling cost is reduced – materials move from one machine to another
in an organized sequence. The production process is grouped into to
manufacturing cells. These can be managed with minimal labor. This reduces
material handling costs as also any pile up of inventory in the form of work -in-
progress. In JIT procurement process, the raw material is received only when
needed. Due to significant reduction in inventory, inventory holding costs, normal
wastage cost and spoilage can be avoided. Optimum arrangement of cells can
lead to lesser floor space requirement, thereby reducing factory rental and
overhead cost.
▪ Multi-skilled labor: Hire and retain multi-skilled workers who are capable of
performing a variety in operations including repairs and maintenance. Therefore, a
worker is not confined to only one process in the production process. He can
contribute towards other processes as well. This reduces the workforce
requirement and labor idle time. The company can have a more efficient
workforce, with lesser number of workers. There is potential to reduce labor cost
on account of this.
▪ Minimizing defects rework and scrap: Each stage of the production process is
tightly linked in a sequential manner. Defective output from one stage will stop the
work at the next stage. Due to this, workers can identify and correct errors or
defects instantaneously. JIT creates urgency for eliminating defects as quickly as
possible since the downstream work also stops due to error in any workstation.
Production process efficiency improves and reduces rework or scrap. The overall
quality of production improves. There are other benefits to streamlining production
process: lesser need for inspection of final output and lesser sales returns due to
defects. This would contribute to the product’s brand value.
▪ Reduced set-up time: Streamlined production process under JIT reduces set-up
time at the workstations. When the production process has to change to make the
product per the customers’ demands, set-up time is incurred at the workstation. By
streamlining operations, JIT system aims at reducing the set-up time, so that
production can continue with the least possible interruption. This brings flexibility
in the operations since the company can quickly change the production
requirement, to make products to meet the customer’s demand. Quick turnover
improves productivity of the machine, thereby increasing the production capacity.
Lesser time is spent on set-up which is not a value adding activity.
▪ Reduces lead time for receiving materials since the suppliers of raw material are
capable of delivering high quality materials in a timely manner directly at the shop.
Proper selection of such suppliers is imperative for the JIT system to be
successful. If this can be achieved, then it is beneficial for the company since
inventory holding of material is eliminated along with receiving better quality of raw
material in a timely manner.

Eliminating inventory holding, scrap, material wastage, flexibility in operations by

reducing set-up time, better response time to customer’s demands, better skilled
workforce, better quality of production, lower workforce requirement, lower floor space
requirement all of these contribute towards lowering working capital requirements.
These contribute to a company’s competitive edge and success.
4. Calculation of Shifts
Days per week …(A) 6
Shifts per week …(B) 2
Total Working Shifts per week …(C = A × B) 12
Total Weeks …(D) 4
Total Shifts …(E = C × D) 48
Calculation of Un-Planned Downtime
Breakdown Maintenance ( in mins) 360
Set up Changes (in mins) 840
Power Failure (in mins) 240
Total …(A) 1,440
Loss of Minutes per shift …(A/ 48) 30
Calculation of Planned Production Time
Mins.
Total time (9 hrs. × 60 mins.) 540
Lunch break 30
Miscellaneous breaks 15
Preventive maintenance 15
 480 mins. - 30 mins. 
 480 mins. 
= 93.75 %
Actual Production = 140 units per shift
Standard time = 3 minutes
Standard Time Required = 140 units × 3 minutes
= 420 minutes
= 450 minutes

 420 mins. 
 450 mins. 
= 93.33%
131 parts 
140 parts 
= 93.57%
Thus, OEE = 0.9375 × 0.9333 × 0.9357 = 81.87%
5. Calculation of Planned Production Time
Mins.
Total time 480
tea break 10
lunch break 25
 445 mins. - 45 mins. 
 445 mins. 
= 89.89 %
Actual Production = 140 tablets per shift
Standard time = 2.5 minutes
Standard Time Required = 140 units × 2.5 minutes
= 350 minutes
= 400 minutes
 350 mins. 
 400 mins. 
= 87.50%
140 tab. -20 tab. 
 140 tab. 
= 85.71%
Thus, OEE = 0.8989 × 0.8750 × 0.8571
= 67.41%

6. (i) The most important approach to the measurement of TPM performance is known as
Overall Equipment Effectiveness (OEE) measure. The calculation of OEE measure
requires the identification of “six big losses”
1. Equipment Failure/ Breakdown
2. Set-up/ Adjustments
3. Idling and Minor Stoppages
4. Reduced Speed
5. Reduced Yield and
6. Quality Defects and Rework
The first two losses refer to time losses and are used to calculate the availability of
equipment. The third and fourth losses are speed losses that determine performance
efficiency of equipment. The last two losses are regarded as quality losses.
Performance × Availability × Quality = OEE %
OEE may be applied to any individual assets or to a process. It is unlikely that any
manufacturing process can run at 100% OEE.
 210 hrs. 
(ii) Availability Ratio per shift =    100
 210 hrs.+28 hrs. 
= 88.24 %
 180 hrs. 
 210 hrs. 
= 85.71%
 2,520 units 
 2,800 units 
= 90.00%
Thus, OEE = 0.8824 × 0.8571 × 0.90
= 68.06%

This question has been solved by considering “Time Available equals to Total Time
Worked plus Time Lost”.

(iii) Comment
World Class OEE is 85% or greater, Hindustan Ltd.’s OEE is somewhere around 68%. It
just means that company got some opportunities for improvement. Hindustan Ltd. may
improve OEE by collecting information related to all downtime and losses on equipment,
analyzing such information through graphs and charts, making improvement decisions
thereon like autonomous maintenance, preventive maintenance, reduction in set up
time etc. and implementing the same.
7. (i) Advise on Information System
Combining several jobs into one, permitting workers to make more decision themselves,
defining different versions of processes for simple cases vs complex ones, minimizing
situations when one person check someone else’s work, and reorganizing jobs to give
individuals more understanding and more responsibility are characteristics of re -
engineered processes.
In ANA, outlays can be saved by rearranging staff into multidisciplinary teams, for
example, reducing number of excess staff at different stages – cutting, preparation,
finish etc. These savings can be utilized in additional costs such as investment in new
information systems. Hammer and Champy stress the use of information technology as
a catalyst for major changes. BPR organizes work around customer processes rather
than functional hierarchies.
Presently, ANA’s departments have their own excel sheet-based systems for planning
and reporting which is unreliable and inconsistent. They are inadequate to provide the
accurate, timely and consistent data which ANA needs to meet its own performance and
delivery targets. There must a shared database that should be accessible by all parts of
the functional teams. This should have real time updation, so that employees in
different time zones can use updated data. The database should include financial data
and non-financial data, like cost information, data related to lead times and quality.
Information systems must be featured with all required reports like performance report,
budget report etc.
In addition, ANA is required to invest in special system as advised by Prof. WD for full
front-end order entry, purchasing, and inventory management solution to minimize
shipping costs by ensuring that the shipping containers get fully loaded and to integrate
with supplier’s information systems to automate purchase invoicing.
Overall, ANA must analyze that whether the benefits due to information technology are
worthy.
(ii) Assessment of Likely Impact of Re-engineering on Ethical Standards
Workers
ANA is famous for its high ethical standards towards workers and staff. Because of
adopting BPR proposal, manufacturing staff are likely to be unemployed. Competitors,
have already shutdown their factories, these workers may not be able to find analogous
jobs.

Employees who continue in work may become disappointed if they think the application
of BPR to all products. This may reduce productivity, increase staff turnover or
difficulties in recruiting new staff. In addition, they may also be demotivated if they are
appointed in unfamiliar roles, or may not be willing to learn new skills.
Some of staff members may be motivated by the opportunity to perform new types of
work, learn new skills or work outside India. This maybe enhance their individual
performance.
Suppliers
Any association with non-ethical practices, for example, if the Chinese supplier is
indulged in using non-acceptable working practices, could seriously spoil ANA’s
reputation for high ethical standards. This could undermine financial performance
because customers may not buy its products, or possible investors might refuse from
providing capital. Staff members located at the manufacturing site is responsible for
supplier audits, which may assist to mitigate this risk.
Environment
ANA should consider the environmental impact of importing goods from long distances.
The environmental related credentials of the Chinese Supplier are not known. Since,
ANA voluntarily publishes a corporate sustainability report, any distortion in its
performance on environmental issues might undermine the financial performance.
(iii) Evaluation of BPR Proposal in relation to Retailer’s Demand
Lower Prices
In order to sell footwear at lower prices, there is proposal to reduce costs by
outsourcing production to supplier. The current average production cost of
manufacturing is BND 625.00 per unit. The cost of purchase from an external supplier is
BND 512, which is BND 504 (CNY18 × BND28) purchase cost, plus BND 8 (BND
40,000/ 5,000) shipping cost. This 18.08% (113/ 625) saving is a substantial
improvement in financial performance, but not a dramatic one. It may be noted that BPR
is a methodology that should be applied only when radical or dramatic change is
required. Further, exchange rate movements may also slash the cost saving
significantly. In the near future, expected changes to international trade tariffs will
increase the unit cost to 562.904 BND (CNY28.00 × 110.10% × 18 + 8) and reduce the
cost saving to just 9.935% (62.096/ 625).
Meeting Performance Targets
Lead times
Current lead times for customer orders are not ascertainable. Since the proposed
Chinese Supplier is 3,750 km away, consignment will take several weeks to be imported
by sea. This may increase lead times substantially, although may be set off by faster
production times in supplier’s plant. As ANA’s sales are seasonal, retailers may order in
advance, decreasing the long lead times. In order to decrease shipping costs, shipping
containers must be full, meaning that deliveries must be in larger quantities.

Quality
ANA is already known for manufacturing high quality footwears. The quality of the new
supplier’s footwear needs to be checked. Any distortion in the quality of footwear will
deteriorate its reputation and decrease long-term business performance since only few
customers would order. Quality standards checking is more difficult while using outside
suppliers, especially at long distance, than manufacturing in ANA’s own factory. In BPR,
work is done where it makes most sense to do so. In this aspect, having employees
responsible for quality checking and supplier audits (working at the manufacturing site,
abroad) will assist ANA in sustaining the best supplier relationship management.
CS→ 9-12

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3

LEAN SYSTEM AND

After studying this chapter, you will be able to:

© The Institute of Chartered Accountants of India

© The Institute of Chartered Accountants of India

© The Institute of Chartered Accountants of India

Spare Parts/ Materials from Straight delivery to the

Installation of EDI system

Eliminating the need for long Training to employees how

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© The Institute of Chartered Accountants of India

© The Institute of Chartered Accountants of India

© The Institute of Chartered Accountants of India

© The Institute of Chartered Accountants of India

Impact of JIT System on

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© The Institute of Chartered Accountants of India

© The Institute of Chartered Accountants of India

Following other information is given:

As a chief accountant you are requested to COMMENT on managing director’s view.

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Particulars Jan Feb Mar Apr May Jun

Particulars Jan Feb Mar Apr May Jun

Overtime Payment @ `159.50 --- --- 43,652 ---- ---- 1,72,931

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Kaizen Costing Chart use by Daihatsu Motor Company (Osaka, Japan)

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© The Institute of Chartered Accountants of India

M. India Ltd. (MIL) is an automobile manufacturer in India and a subsidiary of Japanese

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© The Institute of Chartered Accountants of India

Set In Order (Seiton)

Y & E Chartered Accountants offers a wide range of specialized, multi-disciplinary professional

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© The Institute of Chartered Accountants of India

TOTAL PRODUCTIVE MAINTENANCE (TPM)

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Foundation & Pillars About Techniques

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Performance Measurement in TPM 1

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Production Schedule for Automated machine NZ 10:

 665 mins. - 36 mins. 

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Connection Between TQM and TPM

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CELLULAR MANUFACTURING/ ONE PIECE FLOW PRODUCTION

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Difficulties in Creating Flow

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© The Institute of Chartered Accountants of India

DMAIC is used under the following circumstances:

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© The Institute of Chartered Accountants of India

© The Institute of Chartered Accountants of India

© The Institute of Chartered Accountants of India

DMDAV is used under the following circumstances:

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Difference DMAIC and DMADV