Lean Tools Project

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Ycmou Final Project Report (Sushant Bhavar)
A Study and Implementation of Lean Tools (Yashwantrao Chavan Maharashtra Open

University)
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A
PROJECT REPORT
ON
“A STUDY AND IMPLEMENTATION OF LEAN TOOLS”
AT
SIEMENS LTD, NASHIK
Submitted to
School Of Commerce And Management
“Yashwantrao Chavan Maharashtra Open University”
Nashik
In Partial fulfillment of the Requirement for the award of the degree of
Master of Business Administration (MBA)
By
Mr. Sushant Sanjay Bhavar
PRN: 2021017000120005
Under The Guidance Of

Prof. Priyanka D Patil
Through
the coordinator
Study center: K.T.H.M. College Nashik(5404A)
Academic Year (2022-2023)

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DECLARATION
I the undersigned solemnly declare that the report of the project work entitled“A STUDY AND
IMPLEMENTATION OF LEAN TOOLS” AT SIEMENS LTD, NASHIK, is based on my own
work carried out during the course of my study under the supervision of Prof. Priyanka D. Patil
I assert that the statements made and conclusions drawn are an outcome of the project work. I
further declare that to the best of my knowledge and belief that the project report does not contain
any part of any work which has been submitted for the award of any other
degree/diploma/certificate in this University or any other University.
Signature of candidate
(Sushant Sanjay Bhavar)
PRN No:-2021017000120005
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CERTIFICATE BY SUPERVISOR
This is to certify that the report of the project submitted is the outcome of the project work entitled
“A Study And Implementation of Lean Tools” At SIEMENS LTD, Nashik carried out by Pooja
B Thakare bearing PRN No.: 2020017001895752 Carried under my guidance and supervision for
the award of Degree in Master of Business Administration of YCMO University, Nashik.
To the best of my knowledge the report
i. Embodies the work of the candidate him/herself,
ii. Has duly been completed under my guidance,
iii. Fulfills the requirement of the ordinance relating to the MBA degree of the university.
Signature of guide
(Prof. Priyanka D Patil)
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ACKNOWLEDGEMENT
Firstly, I would like to express my immense gratitude towards my institution Yashwantrao

Chavan Maharashtra Open University which created a great platform to attain profound
technical skills in the field of MBA, thereby fulfilling our most cherished goal.
I would like to put forth my earnest thanks to Prof. Priyanka D Patil, whose invaluable
knowledge, suggestions, and guidance were of immense help and support. Once again I would like
to convey my acknowledgment to all people directly or indirectly associated with the project work.
I thank one and all.
Signature of candidate
(Sushant Sanjay Bhavar)
PRN No:-2021017000120005
iv

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INDEX
Sr. No. Topic INDEX Page No.

I Introduction 1
1.1 Background of the study 2

1.2 Problem Statement Of Study 4
1.3 Objective of the study 4
1.4 Scope of the study 4
1.5 Limitation of study 4
1.6 Rationale of the study 5
II Company Profile 6
2.1 Industry Overview 7

2.2 Company Profile 8
2.3 Vision and Mission Statement of The Organization 11
2.4 Organizational Structure 12
III Review of Literature 13
IV Research Methodology 16
4.1 Meaning of research 17
4.2 Research Design 17
4.3 Data collection 18
V Theoretical Background Of The Study 20
VI Data Analysis and Interpretation 40
VII Findings/ Conclusions 64
VIII Suggestions/ Recommendation 67
IX References/ Bibliography 69

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LIST OF TABLES AND GRAPH
Sr. No. TITLE Page No.
2.1 Timeline of Siemens 9
6.1 Basic Information of Urja 42
6.2 Talk Time Chart for Urja Work station 45
6.3 Employee Movement tracking Chart 50
6.4 Table related to Code for Material 62

Identification
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LIST OF FIGURES
Sr. No. TITLE Page No.
1.1 Toyota production system 1
2.1 Company Profile 8
2.2 Company Founder 8
2.3 Plant Locations 10
2.4 Company Symbol 11
2.5 Organizational Chart 12
4.1 Types of Data 18
4.2 Sources of Data 19
6.1 Urja Product 41
6.2 Before Designing Workstation 46
6.3 After Implementation of Workstation layout 48
6.4 Workstation layout 2 51
6.5 Visualization (Before applying Lean tool) 52
6.6 Visualization (After applying Lean tool) (1) 53
6.7 Visualization (After applying Lean tool) 54

Plan vs. Actual (3)

Plan vs. Actual (4)
6.10 Design for Line stopper (Urja Workstation) 57
6.11 Line stopper (Before applying Lean tool) 58
6.12 Line stopper (After applying Lean tool) 59
6.13 PDCA CYCLE 61
6.14 Material Identification 62
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A Synopsis
On
“A STUDY AND IMPLEMENTATION OF LEAN TOOLS”
AT
SIEMENS LTD, NASHIK
Submitted to
School Of Commerce And Management
“Yashwantrao Chavan Maharashtra Open University”
Nashik
In Partial fulfillment of the Requirement for the award of the degree of

Master of Business Administration (MBA)
By
Mr. Sushant Sanjay Bhavar
PRN: 2021017000120005
Under The Guidance Of

Prof. Priyanka D Patil
Through
the coordinator
Study center: K.T.H.M. College Nashik(5404A)
Academic Year (2022-2023)
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1. Introduction
"Lean" is a systematic method for the minimization of waste (muda) within a manufacturing
system without sacrificing productivity, which can cause problems. Lean also takes into account
waste created through overburden (muri) and waste created through unevenness in workloads
(mura). Lean principle and lean tools have a very much important role in various Industrial sectors.
Today‟s market face many problems and an issue regarding the elimination of waste which comes
as a result of many processes and certain measures that has to take to prioritize this waste. The
main aim of lean tools Goal of this study is to identify the different lean tools which had been
implemented in various industrial sectors. The methodology used for identification is industrial
visits, discussion with industrial professionals, experts from lean sectors. The knowledge and
information available at the source is only a limitation. Lean Manufacturing is derived from the
methods of the successful Japanese automobile manufacture, Toyota. Due to the book, The
Machine That Changed the World, by James Womack and Dan Jones, Lean manufacturing is
identified by the world. Lean management is about operating the most efficient and effective
organization possible, with the least cost and zero waste. In lean manufacturing, the value of a
product is defined solely based on what the customer requires and is willing to pay for Toyota
Production system had identified Seven Lean Waste: Transportation, Inventory, Motion, Waiting,
Over Production, Over Process and Defect. Now unutilized Human Resource is also considered as
Lean Waste.
2. Importance and significance of Study

Lean Manufacturing is a business improvement philosophy that has developed over many years (as
well as a collection of lean manufacturing tools), it is a method to better focus your business on the
true needs of the customer to help you prevent waste from being built into the system. Many
benefits are associated with lean manufacturing and for service industries also. detail of these
benefits below
1 Improved Customer Service; delivering exactly what the customer wants when they want it.
2 Improved Productivity; Improvements in throughput and value add per person.
3 Quality; Reductions in defects and rework.
4 Innovation; staff are fully involved so improved morale and participation in the business
5 Reduced Waste; Less transport, moving, waiting, space, and physical waste.
6 Improved Lead Times; Business able to respond quicker, quicker setups, fewer delays.
7 Improved Stock Turns; Less work in progress and Inventory, so less capital tied up.
All of the above have financial impacts on your business, as well as helping you become a business
that can better react to and meet your customer's needs.
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3. Objective of the Study
1 To Study Lean tools and their implementation in different Scenarios.

2 To Implement Lean tools to Improve Productivity, Quality, and Efficiency for new product
development.
3 To study the overall process of the Urja workstation and to design a layout for the Urja
workstation to reduce cycle time.
4 To improve visual management by implementing lean tools at Urja workstation and to
implement a two-bin system for proper material management at Urja workstation.
4. Scope of the study
i. And in Nashik Siemens, it is applicable only at new product Urja workstation

ii. Improve quality: To stay competitive in today's marketplace, a company must understand its
customers' wants and needs and design processes to meet their expectations and requirements.
iii. Eliminate waste: Waste is any activity that consumes time, resources, or space but does not
add any value to the product or service.
iv. Reduce time: Reducing the time it takes to finish an activity from start to finish is one of the
most effective ways to eliminate waste and lower costs.

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5. Limitations of the study
1. The context of the project is limited only to the SIEMENS LTD

2. The Company‟s confidential policy does not allow us to access all the original data of,
therefore the data included in a project is a hypothetical one.
3. The study is only limited and that too of one particular product only; it does not showcase
the whole business.
4. During the study, only one workstation (for urja product) is covered.
5. Could not focus on other departments in a company.
6. Hypotheses
1 The major findings of this project are: there was a missing workstation layout, material
management, and visualization hence cycle time is more also visualization problems were there
also Was a problem for material management like material availability and material location for the
Urja panel.
2 The basic conclusion of this project is the use of lean tools to reduce waste like cycle time
and workers movement and improve visualization, material management. Hence productivity will
increase and customer demand will be satisfied. also, waste will eliminate.
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7. Research Methodology
Research Methodology is the method followed for preparing the project report it is the heart as well
as brain through which any research work can be completed. It is an acts guideline for any research
for the collection of data. It is a systematic way of solving any research problem.
Data Collection:
Data is a collection of raw and unorganized facts that has no individual meaning. When raw data is
processed, organized, and presented in certain structures in such a way that it becomes meaningful
and useful, it is known as “Information”. Data is regarded as the foundation of all types of research
and hence it is known as “Life Blood of Research.” A research can be carried out with the help of
two types of data, viz., Primary Data and Secondary Data.
(a) Primary Data

Primary data are freshly collected data that provide information about a particular problem. It refers
to the data that is collected by the researcher for particular research. Primary data is the data that
does not have any prior existence and collected directly from the respondents. It is considered very
reliable in comparison to all other forms of data. These data can be gathered using techniques like:
• Interview, Direct Observation in production
• Interaction with concerned authorities of the company.
(b) Secondary Data

These can be gathered from the published reports like census reports, annual reports, financial
assessment reports, and journals as well as from published sources. It refers to the data that is
collected in the past but can be utilized in the present research work. The collection of secondary
data requires less time in comparison to primary data.
• Books, Company Records
• Internet & Websites
Sampling and sample size

1. Sample Technique: The technique that will be used for conducting the study is the Convenience
Sampling Technique as a sample of respondents shall be chosen according to their convenience.
2. Sampling size: 100
3. Statistical Tools: MS-EXCEL and MS-WORD.
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8. Expected Contribution
In a competitive business environment, many manufacturing organizations around the world are
deploying various process excellence methodology to improve the efficiency of the process and
quality of the products using the principles of lean thinking. And lean manufacturing is a well-
known phrase and buzzword all over the world in the majority of business environments especially
the manufacturing industry. Lean Manufacturing is a business improvement philosophy that has
developed over many years. this project emphasizes on to study the lean concept, lean tools, and
lean planning and also identify the problems at the urja workstation and overcome problems by
implementing a lean tool.
The contribution (objective) behind this project is to design a proper workstation layout that will
help reduce the high consumption of time and workers moved to the cycle time. And also, to
improve the visual management on Urja workstation with the help of lean concept to improve the
productivity and to overcome the quality issue. And this lean or visual management concept also
helps to overcome the problem of material management and location Urja workstation at Siemens.
to help the study of the overall lean concept and lean tools and identify the problem that occurs on
the Urja workstation and solve that problem by implementing lean tools at the Urja workstation.
Hence lean tools help to solve the problems that occur at the Urja workstation like improve
visualization, reduce cycle time, visual board for the quality issue, material issue.
9. Chapterisation
Chapter No.1. Introduction and research design.
Chapter No.2. Overview of the industry.
Chapter No.3. Customer behavior: A conceptual Discussion.
Chapter No.4. Data Presentation, Analysis, and Interpretation
Chapter No.5. Findings, Conclusions, and Suggestions
Bibliography
Appendix
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10. Bibliography
1 Angelis, J. and Fernandes, B. (2012), "Innovative lean: work practices and product and
process improvements", International Journal of Lean Six Sigma, Vol. 3 No. 1, pp. 74-
84.https://doi.org/10.1108/20401461211223740
2 Boppanna, C. (2012), “implement the lean manufacturing in a pharmaceutical company”,
International Journal of Advance Research, Ideas, and Innovations in Technology, Vol.1, No.4,
pp.4-5. https://www.ijariit.com/manuscripts/v1i4/V1I4-1137
3 Kag, T. (2014), “Implement lean production system for fishing net manufacturing”,
International Journal of Advance Research, Ideas, and Innovations in Technology, Vol.1, No.4,
pp.4-5. https://www.ijariit.com/manuscripts/v1i4/V1I4-1137
Signature of Candidate Signature of Guide

(Sushant Sanjay Bhavar) (Prof. Priyanka D Patil)
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CHAPTER 1
INTRODUCTION

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1.1 Background of the study-

When people think of Lean manufacturing they normally think that it began with
Toyota and some go as far back as Ford and his production lines for the Model T
ford, but depending on how you define Lean, it has a very long history.
1.1.1 Origins of Lean

Ford put many ideas together when he first designed his production line for the
model T Ford, however, the did not invent very much of it himself.
The ideas of having interchangeable parts and the like were not new to Ford, they
had been around for a long time, and the principles had been used by Eli Whitney
to manufacture muskets at the end of the 18th Century.
Production Lines were far from new, King Henry the 3rd watched the hourly
production of Galley ships in 1574 through continuous flow processing, and Marc
Brunel (father of Isambard) created production lines for the Royal Navy in 1810.
Fredrick Taylor‟s work on scientific management investigated workplace
efficiencies and Frank Gilbreth looked at motion studies. Both of their works
influenced the design and functioning of the Ford production lines.
However, Fords production lines were not flexible and they fostered very much a
“them and us” attitude between the management and the workers on the lines, it
was the management that did the thinking and the workers did as they were told.
Fords methods however worked for mass production and were highly effective
during World War 2 where Ford helped to build Bombers at the Ford Willow Run
plant and Boeing.
1.1 Toyota production system

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1.1.2 Development of the Toyota Production System

Saki chi Toyoda invented a weaving loom that was able to stop when it detected a
broken thread. This enabled a single worker to be able to monitor several machines as
the operator only had to intervene on an exceptions basis. This was the start of
Automation or Jidoka; automation with a human touch, one of the important parts of
the Toyota Production System and hence Lean Manufacturing.
Through selling the patents to this invention to Platt Bros in Yorkshire the Toyoda
the family were able to exit the textiles business and fund the startup of their automotive
company – Toyota.
1.1.3 Toyota and the Quality Gurus
After world war two the US helped Japan rebuild its manufacturing capability, they
did by sending a number of “consultants” to provide aid and advice. The people
that they sent were people like Deming who had no success at getting the Americans
to listen to his philosophy with regard to Quality and Management. The Japanese
however listened and learned, the Deming award now being the greatest award a
company in Japan could gain.
Through Deming, Juran, Shewhart, and the other consultants that were bought into
help them Toyota and the other Japanese companies learned the importance of quality
and satisfying their customers. They also learned the importance of involving their
Toyota also listened and developed the concept of Just in Time (JIT), together with
Jidoka this formed the two main pillars of the fledgling Toyota Production System
(TPS).
Eiji Toyoda and Taiichi Ohno visited Ford to gain a greater understanding of how
Ford was run, they also found huge inspiration from all places American
supermarket chains!
From Ford, they saw how production lines worked and how processes could be broken
down into manageable steps. They also discovered processes and ideas such as
CANDO (Clean up, Arrange, Neatness, Discipline, and Ongoing Improvements)
which became the basis for their 5S system. From the supermarkets they saw how the
shelves only got replenished when customers removed produce; this ensured that the
supermarket only had to purchase what the customers were buying and could
minimize their stocks. Something vital in an economy that was short of resources.

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1.2 Problem Statement Of Study

• Improper Workstation layout
• Visualization problem
• Quality Issues
• Material Representation
• Material Identification
All of the above have financial impacts on your business, as well as helping you
become a business that can better react to and meet your customer's needs.
1.3. Objective of the Study

1. To Study Lean tools and their implementation in different Scenarios.
2. To Implement Lean tools to Improve Productivity, Quality, and Efficiency for new product
development.
3. To study the overall process of the Urja workstation and to design a layout for the Urja
workstation to reduce cycle time.
4. To improve visual management by implementing lean tools at Urja workstation and to
implement a two-bin system for proper material management at Urja workstation.
1.4. Scope of the study
1. And in Nashik Siemens, it is applicable only at new product Urja workstation

2. Improve quality: To stay competitive in today's marketplace, a company must understand its
customers' wants and needs and design processes to meet their expectations and requirements.
3. Eliminate waste: Waste is any activity that consumes time, resources, or space but does not
add any value to the product or service.
4. Reduce time: Reducing the time it takes to finish an activity from start to finish is one of the
most effective ways to eliminate waste and lower costs.
1.5. Limitations of the study

1. The context of the project is limited only to the SIEMENS LTD
2. The Company‟s confidential policy does not allow us to access all the original data of,
therefore the data included in a project is a hypothetical one.
3. The study is only limited and that too of one particular product only; it does not showcase
the whole business.
4. During the study, only one workstation (for urja product) is covered.
5. Could not focus on other departments in a company.

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1.6 Rationale of the study

1) Utility for Researcher:
• The Researcher got an opportunity to work with the organization “ Siemens Ltd. and also
got exposure to practical work of the organization.
• The Researcher got to know about the all assembly process of Urja (Auxilary
Converter)and lean help to reduce waste.
• This study helped the researcher to gain practical knowledge. This experience will help in
the future and it will guide to improve the skills.
2) Utility to company:
• It can help the organization to improve visual management and to reduce cycle time and
improve productivity and quality and also for material representation and material
identification at Urja workstation.
3) Utility to workman:
• Workmen got an opportunity to express their views about working and according to their
effectiveness the solutions are given and this will help them as well as company.

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CHAPTER II
COMPANY AT A GLANCE

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2.1 Industry Overview:

With a focus on electrification, automation, and digitalization, Siemens India stands
for engineering excellence, innovation, and reliability. As one of the world‟s biggest
producers of energy-efficient, resource-saving technologies, Siemens is a pioneer in
infrastructure and energy solutions, as well as automation and software for industry.
The company is also a leader in medical imaging equipment, laboratory diagnostics,
and clinical IT. Siemens also provides business-to-business financial solutions, rail
automation, and wind power solutions.
In fiscal 2016, which ended on September 30, 2016, Siemens generated revenues of
€79.6 billion and net income of €5.6 billion. At the end of September 2016, the
company had around 351,000 employees worldwide. Siemens India had more than
16,000 employees (including all group companies of Siemens in India) and revenues
of Rs.108, 089 million.
The company has issued 881,000,000 shares of common stock. The largest single
shareholder continues to be the founding shareholder, the Siemens family, with a
stake of 6.9%. 62% are held by institutional asset managers, the largest being two
divisions of the world's largest asset manager Black Rock. 83.97% of the shares are
considered public float, however including such strategic investors as the State of
Qatar (DIC Company Ltd.) with 3.04%, the Government Pension Fund of Norway
with 2.5%, and Siemens AG itself with 3.04%. 19% are held by private investors, 13%
by investors that are considered unidentifiable. 26% are owned by German investors,
21% by US investors, followed by the UK (11%), France (8%), Switzerland (8%), and
a number of others (26%).
Electrification, automation, and digitalization are the long-term growth fields of
Siemens. In order to take full advantage of the market potential in these fields, our
businesses are bundled into eight divisions and healthcare as well as Siemens Wind
Power as separately managed businesses.
By setting up our business, we face the challenge of connecting the real world to the
virtual world. Our portfolio ranges from power plant construction and wind turbines
to rail vehicles and medical technology.

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2.2 Company Profile:
Figure 2.1: Company Profile (Source: Siemens.com)

SIEMENS was founded in Berlin by Werner Von Siemens in1847. As an
Extraordinary investor, engineers, and entrepreneur, Werner von Siemens made the
world‟s the pointer telegraph and electric dynamo: inventions that helped put the spin in
the industrial revolution. He was the man behind one of the most fascinating success
stories of all time- by turning a humble little workshop into one of the world‟s largest
enterprises.
Figure 2.2: Company Founder (Source: Siemens.com)

As Werner had envisioned, the company he started grew from strength to strength in
every field of engineering. From constructing the world‟s first electric railways to
laying the first telegraph line linking Britain and India, Siemens was responsible for
building much of the modern world‟s infrastructure.
Siemens is today a technology giant in more than 190 countries, employing some
440,000 people worldwide. Our works in the fields of energy, industry,
communication, information, transportation, healthcare, components and lighting
have become essentials parts of everyday life.

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2.2.1 Timeline of Siemens in India

1867 Laying of the first trans-continental Indo-European telegraph line between
London and Kolkata, personally supervised by Siemens's founder Werner
von Siemens.
1922 Siemens India founded with headquarters in Kolkata
1956 Sets up assembly and repair workshop under Mahalaxmi Bridge, Mumbai
1957 Sets up a full-fledged manufacturing unit at Worli, Mumbai, for
switchboards. Incorporated as Siemens Engineering and Manufacturing
Company of India Private Limited
1959 Healthcare equipment manufacturing commences at Worli, Mumbai
1960 Switchboard production at Kolkata (later shifted to Andheri in 1963)
1962 Commences railway signaling equipment at Worli, Mumbai.
1964 New complex at Kalwa founded for switchboard, switchgear and motor
factories (expanded in 1973-75)
1966 Manufacture of motors commences at Kalwa.
1967 Renamed from Siemens Engineering & Manufacturing Co. of India Ltd.
to Siemens India Ltd. (it was again renamed as Siemens Ltd. in 1987)
1971 Lists on the stock exchanges.
1977 Manufacture of industrial electronics equipment commences at Worli.
1980 Manufacturing of switchboards at Joka
1981 Assembly of switchboards starts at Nashik.
1987 Modern industrial electronics production starts at Nashik.
1991 New switchgear (low-voltage) factory set up at Aurangabad.
1994 Sets up facilities for manufacture of optical fiber cable and solar
photovoltaic systems at Aurangabad.
1995 Assembly of healthcare equipment starts at Goa
1998 High-voltage switchgear production starts at Aurangabad. Siemens
Hearing Instruments Pvt. Ltd formed.
2005 Small turbines production starts at Vadodara.
2006 50th year of manufacturing in India
Table 2.1 Timeline of Siemens

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2.2.2 SIEMENS Nasik Works

In 1987, Siemens established a manufacturing facility for electronic components at
Ambad, one of the industrial areas of Nashik. The factory is located on a spacious
area of 143,223 m 2 with 26,034 m 2 of built-up area. The heart of manufacturing
facility is its fully air-conditioned and ESD (electro static discharged) protected
electronics manufacturing hall measuring 4,900 m 2.
Figure 2.3: Plant Locations (Source: SIEMENS Website)
High quality manufacturing is complemented with a skilled young workforce of

around 300 of Siemens own employees. Due to this workforce, the state of the art
facility, and the competitive structure of the manufacturing sector in India, the factory
is highly competitive without compromising.
Since its inceptions, the factory has acquire the prominent place on Siemens global
manufacturing map and has won many accolades within an outside the Siemens
world. With its focused on growth, continuous innovation, and high quality standards,
the facility is truly serving as a global manufacturing location.
The factory manufactures railway signaling products such as audio frequency,
tracking, circuits, and various types of electromechanical signaling relays, digital axle
counters, and advance warning systems. All these products play a major role in
automating rail traffic and improving safety. The factory also manufactures various
electronics converters required for railway such as traction converters, natural cooled
coach converters for air conditioning and auxiliary converters for AC locomotives.
These converts are produced complete solution along with the electrical control
cabinets.
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For heavy duty application in industries such as mining and cement, the factory also
produced medium voltage variable frequency drives and shovel drives in
collaboration with global Siemens internal technology partners. To fuel continuous
innovation, the factory has its own research and development facilities and developed
many components for products manufactured in the factory as well as adopting global
Siemens products for local conditions.
2.2.3 Different groups of SIEMENS
➢ Siemens Financial Services Private Limited
➢ Siemens Technology and Services Private Limited
➢ Siemens Industry Software (India) Private Limited
➢ Power plant Performance Improvement Limited
➢ Patent Radio Pharmaceutical Solutions Private Limited
➢ Siemens Rail Automation Private Limited
➢ Siemens Postal Parcel & Airport Logistics Private Limited
➢ Siemens Convergence Creators Private Limited
➢ Proctor Software India Private Limited
2.3 Vision and Mission Statement of The Organization
Figure 2.4: Company Symbol(Source: https://www.siemens.com/in/en/home.html)

Vision:
A world of proven talent delivering breakthrough innovations giving our customers a
unique competitive edge enabling societies to master their most vital challenges and
creating sustainable values.
Mission:
Within the scope of Siemens‟s core activities, to find the best way of combing and
developing our and expertise, so that we can profitably channel them into
outstanding value for the customer.
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2.4 Organizational Chart
Figure 2.5: Organizational Chart
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CHAPTER III
REVIEW OF LITERATURE
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1. Sundareshan S D (Int. Journal of Engineering Research and Applications)

ISSN: 2248-9622, Vol. 5, Issue 11, (Part - 4) November 2015 –
The research papers related to Lean manufacturing from various reputed
journals have been considered for review. After doing a thorough study of
the Lean implementation, (Annexure 1) the results of the research papers
considered for review. The considered review papers have been grouped
based on awareness about Lean, Lean implementation, Barriers, and benefits
of Lean and performance. There are quite a good number of studies available
in the body of literature focusing on the awareness and Potential for
implementation of Lean tools in a different sectors. (Sudarshan.S.D, November
2015)
2. A literature review on implementation of Lean Manufacturing Techniques

Mehul Mayatra1, Mr. N.D. Chauhan2, Mr. Parthia Trivedi.
There are different papers are referred on Lean, and selecting some papers
from all areas to apply Lean manufacturing like the automobile industry,
a pharmaceutical company, color industry, cottonseed oil industry, health care
hospital, and 5 paper discussions for Lean manufacturing, and this study
concludes from this literature review to various Lean tools apply in different
industry as per requirement but Value stream mapping techniques and 5s tool
are much effective and use full tool for the detection of waste and
improvement of the process. And also Lean manufacturing techniques are
applying in any industry and derive benefits. (Mayatral, 2016)
3. Pravin shisha (2015) applies the value stream mapping on bearing industry and
reduce the work in process and inventory and lead time. this article gives
information about value stream mapping and gives the methodology for
the implementation of VSM. In this case study paper to apply the 5s and
kanban system for the reduction of work in process inventory and lead time.
(Shaswat, 2015)
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4. Taho yang yiyo kag (2014) suggested and implement a Lean

production system for fishing net manufacturing, using the various Lean tools
and Simulation method and make to order (MTO) process are apply for the
regular shipment. And also use the VSM tool and produce future state maps
and increase service levels and reduce lead time, also says that gives the guideline
for implement the value stream mapping. How to implement VSM and
which factor to be considered, and after says that Lean manufacturing are applied
in any manufacturing industry successfully and reduce cost by elimination of
waste. (kag, 2014)
5. Boppana v. Chaudhary (2012), implement Lean manufacturing in a

pharmaceutical company, this paper take a case study of the product line is
creams and ointment. Also in the industry problem was fixed operating cost and
the inability to supply products. this paper improve the operation with the help of
Lean manufacturing so detects the problem where is the waste are occurs, and
use the Lean tools is VSM. VSM is a mapping method, with the help of
detecting value-added and non-value added processes. Prepare a current state
map and use the 5-why method for the collected information. And after creating
a future state map for improvement with the help of the 5s tool. and also used
cellular manufacturing and after get the result is reduced inventory, and
customer satisfaction, and on-time delivery, total cycle time reduced, non-
value-added time has been decreased. And reduced the floor space area
(Boppanna Chaudhary, 2012)
6. Jennie‟s Angelis (2012) Lean is a globally competitive standard for product

assembly of discreet parts. Successful Lean application is conditioned by an
evolutionary problem-solving ability of the rank and file. This is in itself
contingent on employee involvement in improvement programs and the
implementation of appropriate practices. (Angelis, 2012)
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CHAPTER IV
RESEARCH MTHODOLOGY
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4.1 Meaning of research

The process used to collect information and data for the purpose of making decision.
Research is the way of “getting to the root of it “Research is considered to be the
more formal, systematic, and intensive process of carrying on a scientific method of
analysis. the Methodology may include publication research, surveys, and other research
techniques, and could include both present and historical information. It is a
system as well as the object-oriented process. The process of research begins with
identifying the research problem; following data collection, data analysis and ends
with concluding the findings.
4.1.1 Definition of research

According to Clifford Woody, “Research comprises defining and redefining
problems, formulating hypotheses or suggested solutions, collecting, organizing, and
evaluating data, making deductions and reaching conclusions to determine they fit the
formulating hypothesis.”
4.2 Research design

Research design is defined as a master plan specifying the methods and procedures
for collection, and analyzing the needed information. Research design is the plan,
structure and strategy of investigation conceived so as to obtain answers to research
questions and to control variance. A research design is the arrangement of conditions
for the collection and analysis of data in a manner that aims to combine relevance to the
research purpose with economy in procedure.
4.2.1 Descriptive Research used for the study

When the objective of the research is to describe the characteristics of a phenomenon,
the researchers select descriptive research. It can provide and describe the critical
features and information about the target population. It describes the answers for
questions like what, how, when, where, etc. In other words, it can be said that
descriptive research seeks to explain a phenomenon and the reasons and assumptions
behind the specific behavior. Descriptive research emphasizes explaining the
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phenomenon by providing factual and accurate information. Both qualitative and

quantitative data are produced through descriptive research that helps in describing
the state of nature at a given time. Descriptive research can be explained as a
statement of affairs as they are at present with the researcher having no control over
variables. Moreover, descriptive studies may be characterized as simply
The attempt to determine, describe or identify what is while analytical research
attempts to establish why it is that way or how it came to be. Descriptive studies are
closely associated with observational studies, but they are not limited to
the observation data collection methods.
4.3 Collection of data

Data is a collection of raw and unorganized facts that has no individual meaning.
When raw data is processed, organized, and presented in a certain structures in such a
way that it becomes meaningful and useful, it is known as “Information”. Data is
regarded as the foundations of all types of research and hence it is known as “Life
Blood of Research.” research can be carried out with the help of two types of data,
viz., Primary Data and Secondary Data.
Figure 4.1: Types of Data
1. Primary Data: Primary data are freshly collected data that provide information
about a particular problem. It refers to the data that is collected by the researcher for a
particular research. Primary data is the data that does not have any prior existence and
collected directly from the respondents. It is considered very reliable in comparison to
all other forms of data. These data can be gathered using techniques like:
• Interview, Direct Observation in production
• Interaction with concerned authorities of the company.
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2. Secondary Data: These can be gathered from published reports like census
reports, annual reports, financial assessment reports, and journals as well as from
published sources. It refers to the data that is collected in the past but can be utilized in
the present research work. The collection of secondary data requires less time in
comparison to primary data.
• Books, Company Records
• Internet & Websites
4.3.1 Data sources
Figure 4.2: Sources of Data
4.3.2 Data analysis tools and techniques:

Without proper tools and techniques, no study could be successfully completed. The
basic tools which I used are:
➢ Bar Graph
➢ Tables
➢ Shapes
➢ Spreadsheets for calculation
➢ MS – Excel
➢ MS – Word
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CHAPTER V
THEOROTICAL BACKGROUND OF STUDY
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5.1 Meaning Of Lean
"Lean", is a systematic method for the minimization of waste (muda) within a

manufacturing system without sacrificing productivity, which can cause problems.
Lean also takes into account waste created through overburden and waste created
through unevenness in workloads
Origins –
Lean Manufacturing is sometimes called the Toyota Production System (TPS)
because Toyota Motor Company‟s Fiji Toyoda and Taiichui Ohio are given credit for
its approach and innovations
• Since the Toyota Production System requires that activities, connections, and flow
paths have built-in tests to signal problems automatically, gaps become
immediately evident.
• Results of the TPS are improvements in reliability, flexibility, safety, and
efficiency. These lead to an increase in market share and profitability.
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5.1.1 House of Lean
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5.5.2 Type Of Waste
The original seven mudas are:
• Transport (moving products that are not actually required to perform the
processing)
• Inventory (all components, work in process, and the finished product not being
processed)
• Motion (people or equipment moving or walking more than is required to perform

the processing)
• Waiting (waiting for the next production step, interruptions of production during
shift change)
• Overproduction (production ahead of demand)
• Over Processing (resulting from poor tool or product design creating activity)
• Defects (the effort involved in inspecting for and fixing defects)
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5.2 Ideal Lean Manufacturing System

The following steps should be implemented to create the ideal Lean manufacturing
system:
1) Design a simple manufacturing system
2) Recognize that there is always room for improvement
3) Continuously improve the Lean manufacturing system design
i) Design a simple manufacturing system –
A fundamental principle of Lean manufacturing is a demand-based flow
manufacturing. In this type of production setting, inventory is only pulled through
each production center when it is needed to meet a customer's order. The benefits
of this goal include:
• Decreased cycle time
• Less inventory
• Increased productivity
• Increased capital equipment utilization
ii) There is always room for improvement-
The core of Lean is founded on the concept of continuous product and process improvement and
the elimination of non-value-added activities. The Value-adding
activities are simply only those things the customer is willing to pay for,
everything else is waste, and should be eliminated, simplified, reduced, or
integrated. Improving the flow of material through new ideal system layouts at the
customer's required rate would reduce waste in material movement and inventory
iii) Continuously improve-
A continuous improvement mindset is essential to reach a company's goals. The
term "continuous improvement" means incremental improvement of products,
processes, or services over time, with the goal of reducing waste to improve
workplace functionality, customer service, or product performance
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5.3 Objective Of Lean System

a) Reduction of defects and wastage.
b) Improve cycle times.
c) Reduce Inventory levels.
d) Increase labor productivity.
e) Better utilization of labor and space.
5.4 Essential Lean Tools

1) 5S
What is 5S?
Organize the work area

• Sort (eliminate that which is not needed)
• Set In Order (organize remaining items)
• Shine (clean and inspect work area)
• Standardize (write standards for above)
• Sustain (regularly apply the standards)
How does 5s help?

Eliminates waste that results from a poorly organized work area (e.g. wasting time
looking for a tool
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2) Andon
What Is Andon?
The Visual feedback system for the plant floor that indicates production status, alerts when
assistance is needed and empowers operators to stop the production process.
How does Andon help?

Acts as a real-time communication tool for the plant floor that brings immediate
attention to problems as they occur – so they can be instantly addressed.
3) Bottleneck analysis -
What is Bottleneck Analysis?

Identify which part of the manufacturing process limits the overall throughput and
improve the performance of that part of the process.
How does Bottleneck Analysis help?

Improves throughput by strengthening the weakest link in the manufacturing process.
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4) Gemba (The Real Place) -
What is Gemba?
A philosophy that reminds us to get out of our offices and spend time on the plant
floor – the place where real action occurs.
How does Gemba help?

Promotes a deep and thorough understanding of real-world manufacturing issues – by
first-hand observation and by talking with plant floor employees.
5) Continuous flow -
What is Continuous Flow?

Manufacturing where work-in-process smoothly flows through production with
minimal (or no) buffers between steps of the manufacturing process.
How does Continuous Flow help?

Eliminates many forms of waste (e.g. inventory, waiting time, and transport)
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6) Heijunka (Level Scheduling) -
What is Heijunka?
A form of production scheduling that purposely manufactures in much smaller
batches by sequencing (mixing) product variants within the same process.
How does Heijunka help?

Reduces lead times (since each product or variant is manufactured more frequently)
and inventory (since batches are smaller).
7) Hoshin kanri (Policy Deployment) -
What is Hoshin Kanri?

Align the goals of the company (Strategy), with the plans of middle management
(Tactics) and the work performed on the plant floor (Action).
How does Hoshin Kanri help?

Ensures that progress towards strategic goals is consistent and thorough – eliminating
the waste that comes from poor communication and inconsistent direction.
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8) Jidoka (Automation ) -
What is Jidoka?
Design equipment to partially automate the manufacturing process (partial automation
is typically much less expensive than full automation) and to automatically stop when
defects are detected.
How does Jidoka help?

After Jidoka, workers can frequently monitor multiple stations (reducing labor costs)
and many quality issues can be detected immediately (improving quality).
9) Just-in-time (JIT) -
What is Just-In-Time?
Pull parts through production based on customer demand instead of pushing parts
through production based on projected demand. Relies on many Lean tools, such
as Continuous Flow, Heijunka, Kanban, Standardized Work and Takt Time.
How does Just-In-Time help?

Highly effective in reducing inventory levels. Improves cash flow and reduces space
requirements.
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10) kaizen (Continuous Improvement) -
What is Kaizen?
A strategy where employees work together proactively to achieve regular, incremental
improvements in the manufacturing process.
How does Kaizen help?

Combines the collective talents of a company to create an engine for continually
eliminating waste from manufacturing processes.
11) Kanban (Pull System) -
What is Kanban?
A method of regulating the flow of goods both within the factory and with outside
suppliers and customers. Based on automatic replenishment through signal cards that
indicate when more goods are needed.
How does Kanban help?

Eliminates waste from inventory and overproduction. Can eliminate the need for
physical inventories (instead of relying on signal cards to indicate when more goods
need to be ordered
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12) KPIs (Key Performance Indicators) -
What are KPIs?

Metrics are designed to track and encourage progress towards critical goals of the
organization. Strongly promoted KPIs can be extremely powerful drivers of behavior
so it is important to carefully select KPIs that will drive desired behavior.
How do KPIs help?

The best manufacturing KPIs:
• Are aligned with top-level strategic goals (thus helping to achieve those goals)
• Are effective at exposing and quantifying waste (OEE is a good example)
13) Muda (Waste) -
What is Muda?
Anything in the manufacturing process that does not add value from the customer‟s
perspective.
How does Muda help?

It doesn‟t. Muda means „waste‟. The elimination of Muda (waste) is the primary focus
of Lean manufacturing.
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14) Root Cause Analysis -
What is Root Cause Analysis?

A problem-solving methodology that focuses on resolving the underlying problem
instead of applying quick fixes that only treat immediate symptoms of the problem.
How does Root Cause Analysis help?

Helps to ensure that a problem is truly eliminated by applying corrective action to the
“root cause” of the problem.
15) Six Big Loss-
What is Six Big Losses?

Six categories of productivity loss that are almost universally experienced in
manufacturing:
• Breakdowns
• Setup/Adjustments
• Small Stops
• Reduced Speed
• Startup Rejects
• Production Rejects
How do Six Big Losses help?

Provides a framework for attacking the most common causes of waste in
manufacturing.
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16) Standardized Work -
What is Standardized Work?

Documented procedures for manufacturing that capture best practices (including the
time to complete each task). Must be “living” documentation that is easy to change.
How does Standardized Work help?

Eliminates waste by consistently applying best practices. Forms a baseline for future
improvement activities
17) Total Productive Maintenance (TPM)-
What is Total Productive Maintenance?

A holistic approach to maintenance that focuses on proactive and preventative
maintenance to maximize the operational time of equipment. TPM blurs the
distinction between maintenance and production by placing a strong emphasis on
empowering operators to help maintain their equipment.
How does Total Productive Maintenance help?

Creates a shared responsibility for equipment that encourages greater involvement by
plant floor workers. In the right environment, this can be very effective in improving
productivity (increasing uptime, reducing cycle times, and eliminating defects)
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18) Visual Factory-
What is Visual Factory?

Visual indicators, displays, and controls used throughout manufacturing plants to
improve communication of information.
How does Visual Factory help?

Makes the state and condition of manufacturing processes easily accessible and very
clear – to everyone
19) Value Stream Mapping-
What is Value Stream Mapping?

A tool used to visually map the flow of production. Shows the current and future state
of processes in a way that highlights opportunities for improvement.
How does Value Stream Mapping help?

Exposes waste in the current processes and provides a roadmap for improvement
through the future state.
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20) Takt Time-
What is Takt Time?

The pace of production (e.g. manufacturing one piece every 34 seconds) that aligns
production with customer demand. Calculated as Planned Production Time /
Customer Demand.
How does Takt Time help?

Provides a simple, consistent and intuitive method of pacing production. Is easily
extended to provide an efficiency goal for the plant floor (Actual Pieces / Target
Pieces).
21) Single-Minute Exchange Of Dies (SMED)
What is Single-Minute Exchange of Dies?

Reduce setup (changeover) time to less than 10 minutes. Techniques include:
• Convert setup steps to be external (performed while the process is running)
• Simplify internal setup (e.g. replace bolts with knobs and levers)
• Eliminate non-essential operations
How does Single-Minute Exchange of Dies help?

Enables manufacturing in smaller lots, reduces inventory, and improves customer
responsiveness.
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22) Poka-Yoke (Error Proofing)-
What is Poka-Yoke?
Design error detection and prevention into production processes with the goal of
achieving zero defects.
How does Poka-Yoke help?

It is difficult (and expensive) to find all defects through inspection, and correcting
defects typically get significantly more expensive at each stage of production.
23) Overall Equipment Effectiveness (OEE)
What is Overall Equipment Effectiveness?

Framework for measuring productivity loss for a given manufacturing process. Three
categories of loss are tracked:
• Availability (e.g. downtime)
• Performance (e.g. slow cycles)
• Quality (e.g. rejects)
How does Overall Equipment Effectiveness help?

Provides a benchmark/baseline and a means to track progress in eliminating waste
from a manufacturing process. 100% OEE means perfect production (manufacturing
only good parts, as fast as possible, with no downtime).
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24) PDCA (Plan, Do, Check, Act)
What is PDCA?
An iterative methodology for implementing improvements:
• Plan (establish a plan and expected results)
• Do (implement the plan)
• Check (verify expected results achieved)
• Act (review and assess; do it again)
How does PDCA help?

Applies a scientific approach to making improvements:
• Plan (develop a hypothesis)
• Do (run experiment)
• Check (evaluate results)
• Act (refine your experiment; try again)
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How Employee Benefit From Lean
Element Traditional Lean Improvement
Quality &
Communication Fast & Positive
Coordination
Slow & Uncertain
Teamwork Inhibited Enhanced Effective Teams
Negative, Positive, Strong Motivation

Motivation
Extrinsic Intrinsic
Narrow Job Broad Enrichment

Skill Range
Difficult and
Easy & Fewer Supervisors
Supervision Fragmented
Localized
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How Customer Benefit From Lean
2 Weeks 1 Weeks 50-60%

Response
Competitive
Easy
Advantage
Customization Difficult
Average Faster than 70-90%

Delivery Speed
before
Delivery Erratic Consistent & Up to 90%

Reliability High
Delivery Large Shipments Locks in JIT

JIT as Required
Customers
Quantities
Quality Erratic Delighted

Consistent &
Customers
High
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CHAPTER VI
DATA ANALYSIS AND INTERPRETATION
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6.1 To study the overall process of Urja workstation.
Basic Information
Urja panel is an auxiliary converter which uses in tram buses in a European countries. siemens has
currently started the development of this product in the nashik plant in November 2018 they import
this convertor to European country .customer of this product is European Govt. or private company.
6.1.1 Problem statement observed at this workstation:
• High consumption of time and issues generated due to some constraint lead to low
efficiency at urja workstation.
During the study of this workstation it observes that there are many problems are there at the Urja
workstation like visualization, material management workstation layout quality issue. due to these
problems quality and productivity is decreased. cycle time is more for Urja assembly and there was
a waste of worker movement .there was not visualization management at Urja workstation due to
this problems occurred like a quality issue. Also there was not proper material management at the
Urja workstation. to solve all these problems some solutions are given with the help of lean tools.
Figure 6.1 Urja Product
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TABLE
Product Urja 20kv
Input : 750 V DC
Output: 460 V AC
3 Phase
Specification
50 Hertz
20 KVA
24 V DC
Urja is use in Tram bus as an auxiliary

Use
converter in European country
Manufacturing target 30
Actual completed 10( Till June)
September 2019
Last date of completion
Table: 6.1 Basic Information of Urja
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6.2 Process of Urja Assembly:
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6.3 Takt Time

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
The basic calculation is:
Takt time is equal to the ratio of available production time to the customer
demand.
The benefits of takt time -
Efficiency
Once up and running, takt time is very easy to measure. Electronics manufacturers
operating Lean production lines will use this tool to ensure as much "waste" is
removed from the process as possible - i.e. minimizing the takt time - and monitor
performance very closely. The work content within each build stage should be
balanced, to ensure the takt time is maintained, and if for any reason operators
finish a stage quicker than planned, or struggle to keep up, the engineering teams
can then look at ways of rebalancing the production stages.
Visibility
One of the main benefits takt time offers is increased visibility for production line
operatives and their supervisors. With each stage broken down, the build process
becomes very visual. If an operator struggles to keep pace, then production output
starts to slow or, in the worst case, stops altogether. While in itself this is not a
good thing, the immediacy with which a problem is highlighted to the supervisor
is a benefit and allows them to react accordingly.
For improvement of efficiency and quality of work, it is so important to improve
the take time.
So we are suggesting the take time template or board at a workstation
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Table: 6.2 Talk Time Chart for Urja Work station
A workstation or in production hall there is no such type of taking time board or

template to calculate the time required to produce one unit or we can say how much unit
are produced in one month or week so this board gives proper time or quantity which
shows exact time and quantity required at a workstation. Using this take time board we
can control or improve the things which can reduce the time required and increase
quantities to produce
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6.4 To design a layout for Urja workstation to reduce a cycle time.

6.4.1 Before Designing Workstation
Figure: 6.2 Before Designing Workstation
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Barriers
In the current situation, there are lots of problems occur in workstations due to improper
the layout of that problem is as follows:
• Large time require in employee motion
• There is no proper identification of the workstation
• Improper arrangement of raw material
• No proper visualization
• Meets-up of all sub-items of a panel at the workstation
• Large time is require for the material moment
• Workstation space not specified as per their task
• Due to Improper arrangement effect on material unavailability causes line
stopping
• Take time affect
• Indirectly Quality is affected due to improper workstations.
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6.4.2 After Implementation Of Workstation Layout
Figure: 6.3 After Implementation of Workstation layout
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These workstations arrange in such a way that will help to overcome all barriers which
occur in the urja workstation. After analyzing the current workstation situation we notice
there is a strong need for a proper layout to reduce barriers that occur in a workstation. In
the current situation at Siemens production demand for the urja products is not high and these
urja products recently started in Siemens so in the future there will be a strong possibility of
an increase in demand. it is a necessary step to draw a proper layout for these
workstations and implement it. So it will overcome current barriers and future barriers
that occur at a workstation.
In the workstation layout, blue colors show the workstation floor which is a blue epoxy
floor painted for electrostatic discharge for resistance. The Gray color shows raw
material storage, workstation of the module, panel assembly on the floor. The Yellow color
shows process flow which indicates the direction of the process. The Red color shows the testing
field on the floor. The Green color shows the completed panel storage.
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Analysis
Employee Movement Tracking Before And After Workstation Layout:
Move
ment Before workstation After workstation
layout layout
From To Hrs:Min:Sec Hrs:Min:Sec
1. Warehouse Supermarket 00:23:32 00:22:00
Supermarket Raw material bin

00:10:12 00:08:10
2.
3. Raw material Module assembly

bin T1,T2,T3 00:06:36 00:03:00
Workstation Testing
4. 00:03:12 00:02:48
Testing Module Rack

5. 00:03:42 00:03:15
Module Rack Workstation of

6. 00:08:12 00:02:10
panel assembly
s TOTAL 55 Min. 24 Sec 41 Min 23Sec
Table: 6.3 Employee Movement tracking Chart
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6.4.3 Workstation Layout 2
Figure: 6.4 workstation layout 2
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6.5 To improve visual management by implementing the lean tools at Urja

workstation
6.5.1 Before Applying Lean Tool
Figure: 6.5 Visualization (Before applying Lean tool)
Before applying visualization tools or any board at the urja workstation. This board is used
in other product workstations at Siemens. They also plan to continue with the same board.
It is easy to understand but there is some weakness in this board. To overcome and
make plan vs. actual board interesting we are designing another board that is easy
and very interesting in look. As talking about weaknesses of this board is this board
only shows monthly plan vs. actual production. Whereas newly design board shows
monthly, yearly, and also weekly production units. The Biggest weakness is this board does not
show backlog production units of year, month, or week. Whereas newly drawn board
overcome all weakness of old board and also interesting in look
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6.5.2 After Applying Lean Tools
Plan Vs. Actual (1)

solution (1)
Figure: 6.6 Visualization (After applying Lean tool)

Plan vs. Actual (1)
It designs in dashboard format due to which it is easy to understand actual quantity &
plan quantity for employees and managerial persons.
It designs in such a way right corner shows a year, month, and which week we are
considering for visualization.
The Upper left corner shows the overall yearly target and actually completed quantities and it
shows in a circular format. The Downside of the board shows dashboard format of weekly and
monthly targeted quantity and actual quantity completed with the help of a dash or
arrow.
As shown in the design there are two arrows green and black.
Green shows plan quantity which we are considering for month, week and black
arrow show actually completed quantity for month or week.
In bottom rectangle form box is there which shows backlog quantity of month and
week.
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Plan Vs. Actual (2)

solution (2)

Plan vs. Actual (2)
These are the same design board as above but there are small changes in these boards. It is
easy Actual Vs. Plan indicating board which shows plan Vs. actual scenario for
yearly, monthly, and weekly with backlogs.
It designs in dashboard format due to which it is easy to understand actual quantity &
plan quantity for employees and managerial persons.
It designs in such a way right corner shows a year, month, and which week we are
considering for visualization.
The upper left corner shows the overall yearly target and actual completed quantities both
shows in table format.
The Table is made in a format that backlog is shown in a table and that backlog is carrying
forward and added in regular plan quantity so it is easy to understand newly targeted
plan by adding backlog.
The Downside of the board shows the dashboard format of weekly and monthly target
quantity and actual quantity completed with the help of dash or arrow.
As shown in the design there are two arrows green and black.
Green shows plan quantity which we are considering for month, week, and black
arrow shows actually completed quantity for month or week.
In bottom rectangle form box is there which shows backlog quantity of month and
week.
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Plan Vs. Actual (3)

solution (3)

Plan vs. Actual (3)
For visualization of the plan and actual quantity, we propose another board which
shows an overall year, all monthly, weekly plans, and completed quantity
which helps to employees and manager
It designs in dashboard format it starts from 1 st month to last month in rectangular
box format. That box contains 2 sections. 1 st section contains red and green
color which shows the plan and actual quantity of month 2 section of the box shows
weekly completed quantities in a circular section. Arrow moves on the dashboard as per
month passes. The Right bottom corner shows the year.
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Plan Vs. Actual (4)

solution (4)

Plan vs. Actual (4)
For easy understanding, it is a basic whiteboard that shows actual vs. plan
quantities with the backlog for weekly and yearly visualization. There are 2 tables
which shows weekly and monthly plans vs. actual. Monthly and weekly are near
about same table both consist of 7 columns. The First column is for weeks where 2
the column consists of 2 sub columns as a backlog of last week and targeted of current
week plans as both sub column are added which shows the current week perfect
the targeted plan then shows in 3 rd column where 4 column shows actual
completed quantity for that week and 5 column shows the remaining quantity of that
week which is called backlog and 6 column which helps to remind backlog
with the help of status which is in emoji sticker format of red and green colors
which indicates not satisfied-sad as a red and satisfied- happy as a green status
respectively so the employee can understand the remaining quantity of that week or
month easily.
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6.6 Line Stopper

Line stopper means stopping of assembly line due to the particular reason as like
man, material, machine or any other reason which effect on take time, just in time
and productivity. It is important to detect the line stopper and find a possible
solution for it. So to overcome us suggesting visualization solution for
a workstation.
Figure: 6.10 Design for Line stopper (Urja Workstation)
This template we design in such a way that it covers all possible things which are
stopping the lines at workstation like man, material, machines, and other things.
This template is for weekly purposes and all week covers in the template. So it is easy
to visualization of line stopping things at workstation for weeks so it is easy to
overcome that line stopping material, machine, or other.
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6.7 Improvement In Quality

• Quality is something which shows standardization of product
• Quality measures how well a product or service conforms to specifications
So it is important to solve the problem occur at the workstation about quality and any
other things so it is important to visualize problems that occur at the workstation to
employee or managerial persons so he doesn‟t need to continuously contact with
workers/supervisor. In urja workstation, a similar problem occurs there is only one
un-standard board to show what problem occurs at workstation so we work on that
and design the simple but useful template or board that can be useful for urja
workstation for visualization of issues occur at workstation for improving quality
of urja product.
6.7.1 Before Applying Lean Tool
Figure: 6.11 Line stopper (Before applying Lean tool)
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6.7.2 After Applying Lean Tool
Figure: 6.12 Line stopper (After applying Lean tool)
This board shows all details about problem or issues that occur at the workstation this
board consist of 7 columns
1. WHAT – what problem occurs at the workstation which is written in this column
2. WHO – who created the problem or due to whom the problem was created?
3. WHEN- when this problem occurs to date, time shows in this section.
4. WHERE- where shows the exact location that is workstation number or any other
location.
5. WHY – why this problem occurs that is the reason behind these problem shows in
this section?
6. HOW – how shows the approach to solving this problem
7. OTHER –any comments on that problem are written in this section.
Implementation-
After implementation, this board helps to show the quality issue that occurs at the Urja workstation
in an easy and simple way in one look. so it is not time-consuming to write and to read also like the
first board.
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6.8 To implement two bin system for proper material management at Urja
workstation
6.8.1. for continues availability of material at workstation-
Before applying lean tool –
Source-click from urja workstation

Before applying two-bin system (Supermarket concept) material were not properly arranged
material and management was not proper. so it was difficult to identify the exact material which is
required for assembly of the panel also there was no visualization or proper material location or
can say a fixed location for perticular material. And this method was time-consuming.
Solution-
After applying lean tool –
Source-click from Urja workstation-
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This is a standard two-bin system or supermarket system this is a standard way for material
representation or availability. two bin systems in inventory management uses two bins in order to
reduce the risk of production stock depletion. in the two-bin systems, there are two bins for each
item when one bin will empty it will replace with a second bin and an empty bin should place on
the last floor because it is easy to identify the bin is empty and it should replenish. due to the
two-bin systems there is continuous availability of material because of this system there will not
line stoppage for material unavailability and waiting time also will reduce.
6.9 PDCA CYCLE

PDCA / PDSA is an iterative, four-stage approach for continually improving
processes, products or services, and for resolving problems. It involves systematically
testing possible solutions, assessing the results, and implementing the ones that are
shown to work.
The four phases are:
• Plan: identify and analyze the problem or opportunity, develop hypotheses about
what the issues may be, and decide which one to test.
• Do: test the potential solution, ideally on a small scale, and measure the results.
• Check/Study: study the result, measure effectiveness, and decide whether the
hypothesis is supported or not.
• Act: if the solution was successful, implement it.
Figure: 6.13 PDCA CYCLE
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6.10 Material Identification
Figure: 6.14 Material Identification
Code for Material are as follow:

Code are given to material as per row and column
Table 6.4 Table related to Code for Material Identification
At Urja supermarket there are 600 types of raw material hence material identification is really
important to reduce time and to find out the item (material) which is required to the worker for
panel assembly. To avoid this problem I have a design code for each item for supermarket system.
Suppose 1R2C4 is code for raw material A then 1 represents a rack no of that item, R2 represents
the raw of that rack in which that item is present and C4 represents the column of that raw material.
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Implementation-
After implementation, this method material arrangement is proper no mess-up in the material.
There is continuous availability of material at the workstation .material can easily identify with the
help of that location or codes. so this method is not time-consuming.
6.8 HOW EMPLOYEE BENEFIT FROM LEAN:
Quality &
Fast & Positive
Communication Slow & Uncertain Coordination
Inhibited Enhanced Effective Teams

Teamwork
Negative, Extrinsic Positive, Intrinsic Strong Motivation

Motivation
Narrow Job Broad Enrichment

Skill Range
Difficult and
Easy & Localized Fewer Supervisors
Supervision Fragmented
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CHAPTER VII
FINDINGS & CONCLUSION
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7.1 Findings
• Siemens Ltd, Ambad is well organized leading supplier and one of the top
panel manufacturers in Nashik. They follow the 5s technique which improves
the performance quality, productivity, and the quality of finished goods
produced at Siemens Nashik works.
• In Siemens Quality and standards are the key driver and processes are certified in
accordance with ISO 9001 and ISO 14001 certification. They mainly focus on
the quality of product and customer satisfaction.
1) The change in workstation layout would have the following effects:
Movement of panel assembly goes on increasing slowly it saves 14 min in 3

days that is equal to the 2
hrs. In a month and it saves 24 hrs. In a year that is
equal to the saving of 3 days labor cost and overhead cost
2) It was observed that the problems occur at the assembly line due to lack of
visualization and improper workstation layout
3) Lean tools help to improve visualization, material availability, material
identification, reduce cycle time, quality.
4) Plan vs. actual board helps to show the weekly, monthly & yearly plans of
panel assembly.
5) Quality board helps to solve the quality problem that occur on urja workstation
within time.
6) Two bin system helps to continue availability of material and reduce waiting
time at workstation
7) Material location code helps to identify the material easily with help of bin
location code
8) Workstation layout helps to reduce cycle time and waiting time.
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7.2 Conclusion
It has been learned a lot from an internship at Siemens Ltd. Ambad, Nashik. The main focus
of the internship was to study the overall Lean concept, Lean tools in detail and also
study Lean tools which are already applied on other workstations and identify the
the problem occurs on the urja workstation and solves that problem by implementing Lean
tools at urja workstation hence Lean tools will help to solve the problems that occur at urja
workstation like visualization, cycle time, quality, material representation and
material identification.
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CHAPTER VIII
SUGGESTIONS / RECOMMENDATION
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8.1 Suggestions
1. A Company could use a digital board for visualization. That board could contain
monthly, weekly, and yearly Plan vs. Actual target.
2. For inventory management company could use RFID technology to the tracking
material and check their availability.
3. Company could use light bins to store and maintain
4. Weekly meetings in order to improve and maintain lean tools. could be arranged
a committee to overlook the implementation of lean could be
5. Company could use a kanban card system to monitor the flow of inventory
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CHAPTER IX
REFERENCES / BIBLOGRAPHY
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9.1 Bibliography
• Angelis, J. and Fernandes, B. (2012), "Innovative lean: work practices and
product and process improvements", International Journal of Lean Six Sigma, Vol.
3 No. 1, pp. 74-84. https://doi.org/10.1108/20401461211223740
• Boppanna, C .(2012), “implement the lean manufacturing in a pharmaceutical
company”, International Journal of International Journal of Advance Research,
Ideas and Innovations in Technology, Vol.1,No.4, pp.4-5.
https://www.ijariit.com/manuscripts/v1i4/V1I4-1137
• Kag, T. (2014), “Implement lean production system for fishing net
manufacturing”, International Journal of International Journal of Advance
Research, Ideas and Innovations in Technology, Vol.1,No.4, pp.4-5.
https://www.ijariit.com/manuscripts/v1i4/V1I4-1137
• Shaswat, P. (2015),” Value stream mapping”, International Journal of
International Journal of Advance Research, Ideas and Innovations in Technology,
Vol.1,No.4, pp.4-5. https://www.ijariit.com/manuscripts/v1i4/V1I4-1137
• Sudarshan.S.D. (November 2015). “Study of the Lean
Implementation”, Int.Journal of Engineering Reasearch and Application”,Vol 2
,No.3, pp 11-15.
70

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CURRICULUM VITAE
Name: PRIYANKA DEEPAK PATIL

Address: -FN.07 Gokuldham App.
Near Bhagirathi App. Janta raja colony,
Behind vaman App, Email :- piu.p3593@gmail.com
Panchavati, Nashik -422003 Mobile :-8485819895/9767441307
CAREER OBJECTIVE
To acquire a challenging position in an environment where i can best utilize my skills and
education.
EDUCTIONAL QUALIFICATION
Course Institute/ University \Board Year of Class

College school Passing obtained
2020 First Class

CPCT YCMOU Ycmou University with
Distinction
First Class
M.B.A K.T.H.M Ycmou University 2019 with
Distinction
Savitribai Phule Pune First Class
M.Com K.T.H.M. University 2015 with
Distinction
Government Savitribai Phule Pune Higher
Diploma in Co- GDC&A University 2015 Second
operation & Class
Accountancy Board
Savitribai Phule Pune First Class
BBA K.T.H.M. University 2013 with
Distinction
Maharashtra state
HSC K.T.H.M. board of education 2010 First Class
Maharashtra state
SSC Maratha High Board of Secondary 2008 First Class
school and Higher Secondary
Education Pune
71

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WORK EXPERIENCE
Name of Organisation Post From To Total Exp.
Bhonsala Military College, Nashik 5 year

Lecturer 2017 Till date
YCMOU University At KTHM Centre M.B.A

2015 Till date 7 year
Counsellor
B.Com
YCMOU University At KTHM Centre Counsellor 2015 Till date 7 year
COLLEGE WORK IN ACADEMIC YEAR 2019-20
1. Actively participated as Internal exam in charge in Dept. of BBA in the academic

year2019-20.
2. Certificate of appreciation Vidyarthi Vigyan Manthan 2019 worked as Evaluator.
3. Appointment as External Examiner for T.Y.B.B.A (Finance ) Project Viva- Voce,

September-2020 at Gokhale Education Society‟s R.N.Chandak Arts, J.D.Bytco
Commerce & N.S.Chandak Science College, Nashik road, Nashik.
4. Appointment as External Examiner for T.Y.B.COM (BLP-III) Project viva September

2020 at Bhonsala Military College, Nashik.
5. Appointment as Internal Examiner for T.Y.B.B.A (HRM) Project viva September

COLLEGE WORK IN ACADEMIC YEAR 2020-21
1. Actively participated as Internal exam in charge in Dept. of BBA in the academic

year2020-21.
2. Appointment as Internal Examiner for T.Y.B.B.A (HRM) Project viva June 2021
at Bhonsala Military College, Nashik.
3. Appointment as Internal Examiner for S.Y.B.B.A (HRM) Project viva June 2021
at Bhonsala Military College, Nashik.
4. Appointment as External Examiner for S.Y.B.B.A (Finance) Project viva June

72
5. Appointment as External Examiner for T.Y.B.B.A (Finance) Project viva June

lOMoARcPSD|20733516
6. Analyze the BBA Departmental Result Summary & Submitted to IQAC for Fy-
2019-20
7. BBA Departmental Scholarship Data Analysis & submission at Blue Cross Labs
Pvt Ltd, Fy-2020-21
8. Exam In charge for Democracy Election & Governance for F.Y.B.B.A Students
73

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RESEARCH PAPERS
Sr.No Title of Paper Conference Level Published in Year

/Journal
Corporate Conference International Research Journey 2020

01
Governance: (UGC listed
Through Indian Journal)
Perspective
Indian Banking Sector: Seminar State BYK, College 2020

02
Problems
Opportunities and
challenges
Indian Startups- Conference National Research Journey 2020

03
Ecosystem, Issues, (UGC listed
Challenges And Journal
Opportunities
Importance of Conference State GMD Arts BWD 2020

04
Recent Technology commerce and
in Business and Science College
Marketing Research Journey
(UGC listed
Journal
Social Media As A Workshop State Dr.Moonje
05
Mechanism For Institute, Nashik 2018
Business
Management
74

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FACULTY DEVELOPMENT PROGRAME

Sr.No Title Level Date
One week Online Faculty Development Maratha Vidhya 1 Jun to 5th Jun
st
1 Programme on INNOVATIVE Teaching Prasarak Samaj 2020

Pedagogyin the Technical Institutions. Karmaveer Adv
Baburao Ganpatrao
Thakare College of
Engineering, Nashik
Three Days Faculty Development MVP‟s Institute of 26th,27th & 28th

2 Programme on „Corona an opportunity Management research May 2020
for us non- Conventional Techniques & & Technology
tools to (IMRT)Nashik
Continue Education.
FDP: Enriching the Minds of students Jaywantrao Sawant 4th Jul 2020
3 through ICT Based Learning: AAKRI: Institute of
Giving Sharpe Management &
Research
Hadapsar,Pune
One Week Students &FDP On Make in Department of 23rd Jun to

4 India. A Journey TowardsSelf Reliance Mechenical 28thJun
engineering,Sandip 2020
Institute of
Engineering &
Managenet,Nashik
Ten Days FDP on the senior of KTHM,College,Nashik 29thJun to 8th

5 commerce, Management & Jun2020
Economics education after Covid-19-
HRDC-SPPU
Designing And Implementation Of Shri Muktanand 7th Jul To 8th
6 Outcome Based Education Model College Gangapur. Jul2020
G.Suite and Allied Tools in Education, Sant Gadge Baba 29th Jun to 4th
7 Teaching & E-ContentDevelopment ( Amaravati University, Jul2020
one week – online) Amravati.
International Level FDP ON Shrimati Indira 22nd Jun to

8 GATEWAY TO INNOVATION Mahadev Beharay 26thJun
College of Arts khed, 2020
E-Content Development in Sarswati Kala 4th to 10th Jun
9 Teaching Mahavidyalaya, 2020
Dahihanda, Akola
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WORKSHOP& WEBINAR & QUIZ

Sr. Title of Organized By Date
No Course/Workshop/Seminar/Quiz
1 Awareness Training and Online C.H.M.E.Society, Nashik 17th May2020
MCQ
Exam on Google Classroom and
ICTTools for Education
2 Rendezvous with experts Ashoka Centre for Business and 9th to 15th Jun 2020
NationalLevel Computer Studies(ACBCS)
Multidisciplinary Webinar
Series
3 Two Days National level GokhaleEducationSociety‟sArts, 4th & 5th Jun 2020
webinar onCommunication and Commerce & Science college
aspects of shreewardhan ,Dist Raigad.
Effectiveness.
4 Webinar on Change Call for Ashoka Education Foundation 7thJun 2020
Innovation. Ashoka Business School.
5 Webinar on Safe Internet habits Ashoka Education Foundation 6th Jun 2020
during & Post Lockdown. Ashoka Business School.
6 Webinar on Entrepreneurship Sandip foundation Sandip Institute 3rd & 5th Jun 2020
Cracking Interview & of Technology & Research Centre,Nashik
EffectiveLeadership.
7 National Level Webinar on UKS BUNTS SANGHA‟s Uma 30th May2020
Publicspeaking: Effective Krishna sheety Institute of management
delivery of studies & Research (Approved by
Talks”. AICTE & DTE) InternalQuality
Assurance cess
8 E- Resources awareness Quiz-2020 Maratha Vidya Prasarak Samaj‟s 29th May 2020
(KSKW)Karmaveer
Shantarambau Kondaj &
commerce College Cidco,Nashik.
9 Online Discussion Forum On Vidyapeeth Vikas Manch 28th Jun2020
Higher Education in Maharashtra Dr.Babasaheb Ambedkar
Perspective& Challenges Marathawada Universality
Aurangabad
10 International E-Conference School of Computer Science & 29th & 30th May
Industry4.0-future Perspective 7 engineering in associate with school of 2020
Agility CICIFPA-2020) Commerce &
Management science & school ofLaw
11 Webinar on NEW-AGE Tools for Academisthan 28th to 3rd Jun 2020

Teaching Online
12 Webinar-on Entrepreneurship Training & OPlacement Cell Sandip 19th May2020
Drem toReality- The Journey & Fondations Sandip Institue
Case Studies of Engineering & Management
76

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13 National Webinar on Faculty of Commerce 7 Management 18th Jun 2020

„EnterpriseLeadership-The S.M.R.K.Arts Fine
Need of Time‟. Arts.B.K.Comerce & A.K.Home
Science.Mahila Mahavidhyalaya
14 Webinar on Yoga Techniques AISSMS College of engineering 24th Jun 2020

forHealthy Mind & Body. Department of Chemical
Engineering
15 International Yoga Day Quiz Bhonsala Military 21st Jun 2020

Participation Certificate College,nashik,Sports, Department
16 National Level Quarantine quiz on Kanhoj Angre Maritime Research 18th Jun 2020
world Waters Institute
17 State level webinar on Challenges B.B A Arts, N.B.Commerce and 10th Jun 2020
andOpportunities for college B.P.Science College,
students Digras,Yavatmal
after lockdown.
18 National Webinar on Post Corona: Lokmanya Tilak Mahavidyalaya 3rd & 7thJun 2020
Society and Mankind Wani Dist. Yavatmal
19 National Level webinar on PCETS S.B Patil Institute of 17th Jun 2020
Masterclass on Data Driven Management and Pune Business
Digital School.
Marketing 4.0 for Business
20 National E-Conference on Sandip Universities, school of 10th & 11thJun
Resilience& Re-invention- Commerce and Management 2020
Sustainability and Science
growth in turbulent times
21 National Level webinar on Late KU. Durga k. Banmeru 16th Jun2020
Challengesin Higher Education Science College, Loner, Dist
Due to Covid-19 Buldana.
22 National Level webinar on MES Garware College of 16th Jun2020

Rebootingthe Indian Higher Commerce, Pune
Education System :
A March towards self Reliance
23 National Workshop on International ABMS Parishad, Shri Shahu 21st Jun 2020
Yoga Day 2020 Mandir Mahavidyalaya,Pune
24 Serenity Through Yoga Smt.Mithibai Motiram Kundnani 20th Jun 2020

College of Commerce and
Economics,Mumbai
25 Life After Covid-19 Pandemic PCETS S.B Patil Institute of 13th Jun2020
andRebooting Economy Management and Pune BusinessSchool
77

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26 TRIZ For Business Management & TRIZ Association of ASIA 18th Jun 2020
Service
27 National Level webinar on k.k.wagh College, Nashik 11th Jun2020
HigherEducation Due to
Covid-19-
Opportunities and Challenges
28 National Webinar Rajarshi Tendon Mahila 24th Jun 2020
DemystifyingDepression Mahavidyalaya, Constituent
College Of University Of
Allahabad, Prayagraj
29 National Webinar on Higher Anand College of Education for 29th Jun2020
Education: Post Covid19- women, Amritsar, Punjab.
Challengesand strategies for
teachers and
students.
30 Digital Transformation In Ashoka College Of Education, 18th June2020

Education :A Forward Approach Nashik.
31 Faculty Development M.O.P.Vaishnav College for 10th Jun2020
Webinar onCapacity Building women, Chennai
for Effective
Student Mentoring
32 National Level Quarantine Quiz on Kanhoji Angre Maritime Research 8th Jun 2020
World Waters Institute
33 National Level Quarantine Quiz on Kanhoji Angre Maritime Research 8th Jun 2020
34 Quarantine Quiz on Matters Kanhoji Angre Maritime Research 1st Jun 2020
Maritime Institute
35 Quarantine Quiz on Matters Kanhoji Angre Maritime Research 29th May 2020
Maritime Institute
36 Quarantine Quiz on Matters Kanhoji Angre Maritime Research 19th May 2020
Maritime Institute
37 National Level Webinar on BUNTS SANGHA‟s Arathi 13th Jun 2020
University Shashikiran sheety Junior College
Goal Setting Secrets
38 International Webinar on Future Ashoka International Centre for 20th & 21st Jun 2020
and Educational Studies and
Prospect of Higher Education Research,Nashik
afterlockdown
39 National Webinar on Impact of Shri. Raosaheb Ramrao Patil 4th Jul 2020
Covid Mahavidyalaya,Savlaj
19 on Indian Economy and
PolicyForward
78

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40 National Webinar on “E-Content Shivaji University, Kolhapur 29th &30th May 2020
and
E-Learning through MOOCs”
41 Effect of the Covid Pandemic on M.V.P Arts & Commerce College Vani 18th Oct 2021
Higher Education Students
42 Research Tool Gokhale Education Society HPT Arts & 29th Sep 2021
RYK Science College
43 Workshop on Syllabus Ashoka Center for Business & Computer 6th Aug 2021
implementation of Third year Studies
(Sem- 5&6) BBA (CBCS 2019)
44 Workshop on Restructuring of SPPU with MES Garware College of 7th Jun 2021
Syllabus of subject (Business Law) Commerce Pune
ONLINE COURSES
Sr.No Course Name University/Websites Date
1 Financial Accounting-Adjusting Udemy 8th May 2020

Entries and Financial Statement
2 Financial Accounting-Subsidiary Udemy 4th May 2020

Ledgers and Special Journals
3 Financial Accounting- Udemy 6th May 2020

Merchandising Transactions
4 Financial Accounting- Inventory Udemy 5th May 2020

Cots
5 Managerial Accounting/Cost Udemy 9th May 2020

Accounting
6 The Fundamentals of Digital Google Digital 19th April 2020

Marketing Unlocked
79

lOMoARcPSD|20733516
7 MS-Office Tata capability 29th April 2020

Development
8 Social Media Marketing AMITY Future 25th April 2020

Academy
9 HR Management & Analytics AMITY Future 23rd April 2020

Academy
10 Introduction to Product Management AMITY Future 22nd April 2020

Academy
HOBBIES
 Likes travelling
 Listening music and watching movies.
 Learning new things.
EXTRA-CURRICULAR ACTIVITIES
 Typing: English 30 w.p.m. – 86 %

Marathi 30 w.p.m. – 69 %
English 40 w.p.m. – 66 %
Marathi 40 w.p.m. – 78 %
 Attended workshops & seminars

 Computer Knowledge: MS-CIT course with 70%
MS word, MS Excel, Power point.
ABOUT ME
 Positive thinking
 Self confidence
 Loves challenges
80

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PERSONAL DETAILS-
 Date of birth : 3rd May 1993
 Marital status: Single
 Nationality : Indian
Declaration
I hereby declare that all the information given here in is true to the best of my knowledge.
PLACE:- Nashik Prof. P.D. Patil
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lOMoARcPSD|20733516

Ycmou Final Project Report (Sushant Bhavar)

A Study and Implementation of Lean Tools (Yashwantrao Chavan Maharashtra Open

Studocu is not sponsored or endorsed by any college or university

SIEMENS LTD, NASHIK

Under The Guidance Of

Downloaded by Ganesh Patil (gn.methe@gmail.com)

Downloaded by Ganesh Patil (gn.methe@gmail.com)

To the best of my knowledge the report

i. Embodies the work of the candidate him/herself,

ii. Has duly been completed under my guidance,

Downloaded by Ganesh Patil (gn.methe@gmail.com)

Firstly, I would like to express my immense gratitude towards my institution Yashwantrao

Downloaded by Ganesh Patil (gn.methe@gmail.com)

Sr. No. Topic INDEX Page No.

1.1 Background of the study 2

2.1 Industry Overview 7

Downloaded by Ganesh Patil (gn.methe@gmail.com)

LIST OF TABLES AND GRAPH

Sr. No. TITLE Page No.

2.1 Timeline of Siemens 9

6.1 Basic Information of Urja 42

6.2 Talk Time Chart for Urja Work station 45

6.3 Employee Movement tracking Chart 50

6.4 Table related to Code for Material 62

Downloaded by Ganesh Patil (gn.methe@gmail.com)

Sr. No. TITLE Page No.

1.1 Toyota production system 1

2.1 Company Profile 8

2.2 Company Founder 8

2.3 Plant Locations 10

2.4 Company Symbol 11

2.5 Organizational Chart 12

4.1 Types of Data 18

4.2 Sources of Data 19

6.1 Urja Product 41

6.2 Before Designing Workstation 46

6.3 After Implementation of Workstation layout 48

6.4 Workstation layout 2 51

6.5 Visualization (Before applying Lean tool) 52

6.6 Visualization (After applying Lean tool) (1) 53

6.7 Visualization (After applying Lean tool) 54

6.8 Visualization (After applying Lean tool) 55

6.9 Visualization (After applying Lean tool) 56

6.10 Design for Line stopper (Urja Workstation) 57

6.11 Line stopper (Before applying Lean tool) 58

6.12 Line stopper (After applying Lean tool) 59

6.13 PDCA CYCLE 61

6.14 Material Identification 62

Downloaded by Ganesh Patil (gn.methe@gmail.com)

In Partial fulfillment of the Requirement for the award of the degree of

Under The Guidance Of

Downloaded by Ganesh Patil (gn.methe@gmail.com)

2. Importance and significance of Study

Downloaded by Ganesh Patil (gn.methe@gmail.com)

3. Objective of the Study

1 To Study Lean tools and their implementation in different Scenarios.

4. Scope of the study

i. And in Nashik Siemens, it is applicable only at new product Urja workstation

Downloaded by Ganesh Patil (gn.methe@gmail.com)