A Study on Implementation of

LEAN TOOLS at Siemens

Presented By
Pranav Deore

College Guide - Prof. Nainesh Mutha

Company Guide - Mr. Suraj Jadhav
 Company Overview
 Company established in 1847 at Berlin, Germany
 Company headquartered is in Munich, Germany
 Siemens Nasik established in 1987.
 4,900 Sq.m of electronics manufacturing hall
 Skilled workforce of 300 Siemens employees
 Ships more than 4,000 engineered cabinets/Panel per
year SIEMENS
 ISO 9001 and ISO 14001 certification. Ingenuity for life
 Product Information
Siemens Product Customer

URJA Urja Converter used in

Input : 750 V DC tramline buses of European
Output: 460 V AC
country
3 Phase
i.e, European govt. or
50 Hertz
20 KVA
private company
 Objective

Critically find out problems at urja workstation and

overcome problems by implementing lean tools at urja
workstation
 Problem Statement

High consumption of time and Quality issues generated

due to some constraints which leads to low efficiency at
urja workstation.
Problems Constraints at Workstation

Improper Workstation Layout

Visualization Problem

Quality Issues
U

R Material Representation

J Material Identification

A
Takt Time Board
 Improper Workstation Layout
Before
 AFTER
 Impact after new layout Design
Before Workstation After Workstation
No. Movement
Layout Layout

From To Hrs:Min:Sec Hrs:Min:Sec

1 Warehouse Supermarket 00:23:32 00:22:00

2 Supermarket Raw material bin 00:10:12 00:08:10

Raw material Module assembly

3 00:06:36 00:03:00
bin (T1,T2,T3)

4 Workstation Testing 00:03:12 00:02:48

5 Testing Module Rack 00:03:42 00:03:15

Workstation of panel
6 Module Rack 00:08:12 00:02:10
assembly

41 Minute 23
Total 55 Minute 24 Second
Second
 FINDING FROM NEW LAYOUT

14 Min 2hrs saves Saves approx 3

24 hrs saves Days of Labour
Saves in 3 in Month
in year cost & Overhead
day cost
 Visualization
1. Plan Vs Actual Board
 BEFORE

Problems
• Only Monthly plan vs actual

• Backlog not consider clearly

• Use of marker

• Unattractive
 1
AFTER -

Solution
• Monthly, yearly , weekly
plan vs actual

• Consideration of Backlog

• Use of Dash-meter

• Attractive & easy to

understand
2
2 . Line Stopper Board
 Quality Issues
 BEFORE
 Quality Issue Board

• AFTER
 Material Representation
 BEFORE

Problems
• Normal Trolleys

• Unstandard Way

• Material identification problem

• Unattractive
 AFTER

Solution
• 2 Bin System

• Standard way

• Continuously Availability of
material

• Attractive

Two Bin System

Material Identification
No Material Name Code Material Photo

1. Material A 1R2 C4

2. Material x 2R4C6

3. Material z 3R3C3
 How Employee Benefit From Lean Improvement

LEAN
ELEMENTS TRADITIONAL IMPROVE IMPROVEMENT
OLD WORKSTATION WORKSTATION

Quality
COMMUNICATION Slow & negative Fast & positive &
Visualization

MOTIVATION Lower Higher than old Strong Motivation

Effective Team
TEAMWORK Inhibited Enhanced Formation

Visualization, Layout,
SUPERVISION Complex Simple & Easy Quality

Workstation
SAFETY Lower Higher Layout
 How Customer Benefit From Lean Improvement

TRADITIONAL LEAN
ELEMENTS OLD IMPROVE IMPROVEMENT
WORKSTATION WORKSTATION

RESPONSE 2 Weeks 1 Weeks 50-60%

Competitive
CUSTOMIZATION Difficult Easy Advantage

DELIVARY SPEED Average Faster than before 50-60%

SUPERVISION Complex Simple & Easy Up to 50%

Delighted Customers
QUALITY Average Consistent
Thank You