Proceedings of the National Conference on Manufacturing Innovation Strategies & Appealing Advancements

MISAA2013
April 19, 2013, PSG College of Technology, Coimbatore, India

MISAA2013-LM302

Improving Productivity in Assembly line by reducing

cycle time Kaizen Approach
M. Bala kumar

D. Rajenthirakumar*

Department of Mechanical Engineering,

PSG College of Technology, Coimbatore,
641 004, India
E-mail Address: mbk13b@gmail.com

Department of Mechanical Engineering,

PSG College of Technology, Coimbatore,
641 004, India
E-mail Address: rajentkumar@gmail.com
every Assembly operation in the line through different part
movements , then the problem of locating required location
on the shop floor occurs in all time.

Abstract Lean Manufacturing is a management philosophy

derived mostly from the Toyota Production System (TPS). It is
an Applied methodology of scientific, objective technique that
cause work tasks in a process to be performed with a minimum
of non-value adding activities resulting in greatly reduced wait
time, queue time, move time, administrative time, and other
delays. The prime objective is to evolve and test several
strategies to eliminate waste on the shop floor. This study
focused on Improving the Productivity of the Compressor
assembly plant by reducing the cycle time using lean tools. The
non-value added activities which are identified in the assembly
line will be eliminated using lean tools.

II.

Lean manufacturing whish derived from Toyota

Production System is a philosophy for structuring,
operating, controlling, managing, and continuously
improving industrial production systems (Sahoo et al.
2008)[1]. Some of the standard lean tools, like VSM,
production smoothing (heijunka), continuous improvement
(kaizen), 5S, single-minute die exchange, total quality
management, just-in-time, etc., have been conceived by
TPS. The goal of lean manufacturing is to minimize waste
in terms of non-value-added activities, such as waiting time,
motion time, set-up time, and WIP inventory, etc. (Liker,
1998)[2].
The successful application of various lean practices
had a profound impact in a variety of industries, such as
aerospace, computer and electronics manufacturing, forging
company (Liker, 1998)[2] process industry (steel), and
automotive manufacturing (Macduffie et al. 1996)[3]. Their
methodology is similar, using lean tools, and they are
adapted to the study variables, but the improvement point
and the results achieved are different. Considering the
available literature, the present work is the first attempt that
explores the degree of use of lean principles in automotive
component manufacturing industry and provides direction
for future continuous improvement.
Kaizen philosophy is applied in a small-sized
custom-made
furniture
industry
for
continuous
improvement and to develop the products with higher
quality, lowest cost, and higher productivity in meeting the
customer requirements (R. Radharamanan, L.P.Godoy, K .I.
Watanabe,1996).[4]
The characteristics and impacts brought by lean
tools and techniques have been presented in a number of

Keywords- Lean Manufacturing, Kaizen, Cycle time, Line

balancing.

I.

LITERATURE REVIEW

INTRODUCTION

The Lean Manufacturing (LM) or Toyota Production

System(TPS) was pioneered by a Japanese automotive
company, Toyota, during 1950s. Due to its global
superiority in cost, quality, flexibility and quick respond,
LM was transferred across countries and industries. The
influence of lean practices contributes substantially with the
operating performance of plants and the use of lean tools
allows the improvement of results.
A core concept of lean manufacturing is pull
production in which the flow on the factory floor is driven
by demand from downstream pulling production upstream.
A lean manufacturing facility is capable of producing
product in only the sum of its value added work content
time. Features of a typical lean manufacturing model
include: one unit at a time production, non-value added time
eliminated, production in the work content time only, and
relocation of required resources to the point of usage.
In the present day of manufacturing, assembly line can
be formed easily for any industry whether it is a small-scale
or large-scale industry. When the takt time are calculated for
1

Copyright 2013 by PSGCT

works (Womack JP, 1996)[5]. The successful application of

various lean practices had a profound impact in a variety of
industries, such as aerospace, computer and electronics
manufacturing, forging company, process industry (steel),
and automotive manufacturing. Their methodology is
similar, using lean tools, and they are adapted to the study
variables, but the improvement point and the results
achieved are different. In recent years, assembly lines are
studied to get the smoothing of production system
(Miltenburg J, 2001)[6] and they are analysed under several
operative perspectives seeking its flexibility (Calvo R.
Domining, 2007)[7]. In assembly lines, pull and lean
systems are concepts frequently connected, although they
pursue different objectives; pull system toward the
reduction of work-in-process and lean system toward
minimizing the buffer variability (Hopp WJ, 2004)[8].
Considering the available literature, the present work is the
first attempt that explores the benefits of lean tools in
consumer durables manufacturing company and provides
direction for future continuous improvement.

Base Assembly Anti

Vibration Mount

PROBLEM DEFINITION
This work deals with the end to end perspective of
reducing waste at a compressor assembly line of a
manufacturing company. This study is doing in Screw Air
Compressor Assembly Line. The assembly Process for a
basic modal Screw Air Compressor is as shown in fig 1,

Motor Airend SubAssembly

Motor Airend Mounting On

Base

Intake Valve SubAssembly

Intake Valve Assembly On

Airend

Tank Sub-Assembly

Tank Assembly On Base

Thermal & MPV Valve

Sub-Assembly

Thermal & MPV Valve

Assembly On Base

Canopy Post Assembly

Shroud & Cooler SubAssembly

Workers were moving every time for searching

tools and materials. This is occurs mainly due to keeping the
resources far away from work place.
In assembly line there is a LCA provided for
assemble the motor-airend. But due to the inconvenience of
handling the LCA they avoided it for use. It increases the
cycle time of the assembly operation considerably.
The main objectives for this research paper are as
follows,
To reduce the cycle time of the compressor assembly
by 10%
To reduce the level of non-value added activities in any
form by implementing various lean tools.
To Implement the Kaizens for standardize the work
place.
After intense brainstorming and thorough study of
the assembly process, it was observed that the assembly
activities contain various forms of non-value added
activities.

Cooler Mounting On Base

Pipeline Assembly

Control Panel SubAssembly

Control Panel Assembly On

Base

Electrical Wiring

Name Plate Assembly

Ball Valve Assembly

Testing

PDI

Figure 1. Compressor Assembly Processes

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III.

IMPLEMENTATION METHODOLOGY

B. ASSEMBLY PROCESS CYCLE TIME

In order to implement lean principles, a task group

was formed with people from different parts of the
organization, all having rich knowledge and information
pertaining to process, production, equipment and planning.
The methodology adopted to achieve the objectives is
given in figure.2

Table 1. Process Cycle Time

Sl.No
1
2

Small Parts Sub Assembly

1. Minimum Pressure Valve Sub Assembly
2. Thermal Valve Sub Assembly
3. Intake valve Sub Assembly

54

4
5

Tank Sub Assembly

Main Stage Assembly
1. Tank Assembly on Base
Shroud And Cooler Sub Assembly
Main Stage Assembly
1. Canopy Post Assembly
2. Cooler mounting on Base
3. Intake valve Assembly in Airend

53
12

8
9

Pipeline Assembly(air and Oil)

Main Stage Assembly
1. Control Panel Assembly
2. Canopy Assembly

43
90

10

Main Stage Assembly

1. Electrical Wiring
2. Name Plate Assembly
3. Ball Valve Assembly

85

6
7

Time study

Calculation of
line balancing
parameters

Kaizen plans and

validation

Time(Min)
92
34

Literature Review

Problem
Definition

Assembly Process
Motor & Airend Sub Assembly
Main Stage Assembly
1. Motor-Airend Mounting on Base

32
94

NO

Result
obtained?

Total Cycle Time of the Assembly 589 Min

YES

Implementing the
kaizens

C. TAKT TIME
It represents the rate of consumption by the
marketplace and is based on the scheduled time available
for the cell divided by the designed daily production rate for
the cell.

Results and
conclution

Figure 2. Methodology

IV.
TIME STUDY
Time study was carried out in assembly process from
the video study. All the activities were consolidated in
Micro standard operating procedure (MSOP) with the
elemental cycle time from video study. By the MSOP, all
the value added and non-value added activities were
segregated. Cycle time for the assembly operation for one
compressor is as follows,
A. CYCLE TIME
The time required to complete one full cycle of an
operation. An operation is a subset of a process. (Operation)
The time required to complete one full cycle of a
process, made up of several operations. (Process)

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an assembly line, in such a way that the assignment be

optimal in some sense.

D. DIFFERENT STAGES-CYCLE TIME

Table 2. Stages-cycle time

STAGES

G. LINE BALANCE CHART

TIME

Stage I
Motor & Airend Sub
Assembly
Small
Parts
Sub
Assembly
o Minimum Pressure
Valve
Sub
Assembly
o Thermal
Valve
Sub Assembly
o Intake valve Sub
Assembly
Tank Sub Assembly
Shroud And Cooler
Sub Assembly
Stage II
Main Stage Assembly
Pipeline Assembly

400

92+54+53+32=231
Min

Line Balance chat

300

Cycle Time

Sl.
.No

200

Sub Assembly

100

Main Assembly

0
Sub Assembly Main Assembly
Assembly
Figure 3. Line Balance Chart
From the Line balancing Diagram, we know that
both stages having more cycle time than takt time. The more
concentration should be taken in both stages to reduce the
cycle time .

34+12+94+90+
85
=315Min

V.

The Japanese word kaizen simply means good

change. Kaizen is a daily process, the purpose of which
goes beyond simple productivity improvement. It is also a
process that, when done correctly, humanizes the
workplace, eliminates overly hard work and teaches people
how to perform experiments on their work using the
scientific method and how to spot and eliminate waste from
business processes. Some of kaizens done in assembly
operations are,

E. TAKT TIME CALCULATION

No of shifts
One Shift Time
Break time

Total available time

Demand per week

Demand per day

KAIZEN PLANS

=1
= 600 Min
= 20+20+40
= 80 Min
= 600-80
= 520 Min
= 12 units
= 2.4 units

A. LOW COST AUTOMATION IN ASSEMBLY LINE

LCA in assembly line provided to reduce the
Worker effort to assemble the motor and Airend together
with the help of Love-joy coupling. There are two tables,
Fixed one which belongs to the Motor
Moveable one which belongs to the Airend.

= 530 Min/2.4 units

= 221 Min.
F.

LINE BALACE CHART

Line and work cell balancing is an effective tool to
improve the throughput of assembly lines and work cells
while reducing manpower requirements and costs.
Assembly Line Balancing, or simply Line Balancing (LB),
is the problem of assigning operations to workstations along

Figure 4. LCA for Airend

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which influence a process and thus finding it difficult to

solve process-related problems. The diagram is developed
after brainstorming, by identifying a problem to be solved
(i.e. effect) and the likely causes.

A tree comparison was drawn up to explain the

relationship between causes and effects.
Cause and Effect Diagram for Non-Usage of LCA is as
follows,

Figure 5. LCA for Motor

B.

EXISTING LCA MODEL

Existing LCA model is having two tables as
mentioned above. In existing modal, workers were fixing
the hub with the motor shaft in the floor. After that the
motor and airend is lifted and placed in the corresponding
tables.
The Existing LCA modal looks like,
Figure 7. Cause and Effect Diagram
E. PROPOSED LCA MODAL
Instead of two tables, one more table can added for ease
of work. The third table would be rotatable horizontally and
it can also be movable vertically from low height to the
required height using threaded screws which are operated by
motor.

Figure 6. 2D view of Existing model

C. CAUSES FOR NON-USED LCA
The main causes for not using the LCA are as follows,
Height of the table
Weight of the materials
Fatigue for workers
Figure 8. Proposed Model
D. CAUSE AND EFFECT DIAGRAM
Cause and effect diagrams are a problem solving
technique developed in 1943 by Ishikawa in Japan as a
result of workers being confused by the number of factors

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Table 2. Comparison of Before And After Status.

IMPROVED
ELEMENTS

BEFORE

AFTER

BENEFITS

Tool Shadow board

Tools were arranged

properly which reduce the
time for searching tools

Fasteners rack

Fasteners were arranged

properly which reduce the
time for searching tools

Material trolley

Material trolley were kept

in proper place and
materials were arranged
properly which reduce the
time to collect materials

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VI.

RESULTS

[8]

After Implementing some of the above mentioned

kaizens the cycle time of the assembly operation were
reduced. The Improved Low cost automation design was
reduced the cycle time of the motor -airend assembly.
The cycle time of the motor-airend assembly before
implementing the kaizen was 92 min. After implementing
the kaizen in LCA , the cycle time was reduced to 80 min.

95

Hopp WJ, Spearman ML, To pull or not to pull:

what is the question?, Manuf Serv Oper Manag, 133
148, 2004

Cycle Time comparison

90
85
80

92 Min

75

80 Min

70
before

VII.

Series1

After

REFERENCES

[1] Sahoo A.K. Singh N.K. Shankar R. and Tiwari M.K.

Lean philosophy:
implementation in a forging
company, Int J Adv Manuf Technol, 2008, 36 (56):
451462.
[2]
Liker JK (1998) Becoming lean. Productivity Press,
Portland.
[3]
MacDuffie JP, Sethuraman K, Fisher ML (1996)
Product variety and manufacturing performance:
evidence from the international automotive assembly
plant study. Mgmt Science 42:350369.
[4]
R.Radharamanan, L.P. Godoy, K.I. Watanabe,
Quality and productivity improvement in a custommade furniture industry using kaizen, Computers &
Industrial Engineering, Volume 31, Issues 1-2. October
1996.
[5]
Womack JP, Jones DT, Beyond Toyota: how to root
out waste and pursue perfection, Harvard Bus Rev
(SeptemberOctober):140158, 1996.
[6]
Miltenburg J, One-piece flow manufacturing on Ushaped production lines: a tutorial, IIE Trans
33(4):303321, 2001.
[7]
Calvo R, Domingo R, Sebastin MA, Operational
flexibility quantification in a make-to-order assembly
system, Int J Flex Manuf Syst, 247263, 2007.

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