International Research Journal of Engineering and Technology (IRJET)
e-ISSN: 2395 -0056
Volume: 04 Issue: 03 | Mar-2017
p-ISSN: 2395-0072
www.irjet.net
Kaizen Implementation to reduce “No-Stock” in Stores Vinayak P. Tandle1 , Dr. Shivaprasad B. Dandagi2 1
Engineer, Department of Materials , Hindalco Industries Belagavi - Aditya Birla Group, M. Tech., Department of Product Design and Manufacturing, VTU Belagavi and 2 Professor,
Department of Product Design and Manufacturing, VTU Belagavi
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Abstract - Lean manufacturing techniques originated and
pioneered at Toyota in Japan have become popular over the years because of its applicability in all fields be it a Product or Service. “Lean Manufacturing can be defined as a set of techniques which can be used to eliminate wastes of all type in a process or service industry to improve the Quality, Effectiveness and Efficiency while reducing cost”. [9] According to Research at LERC U.K., in a typical firm the activity could be broken down as non-value added activity (waste) - 60%, value added activity - 5% and necessary non-value added activity 35%. This indicates that 60% of activities in a typical industry are waste and can be eliminated. [3] Wastes are not the direct targets for continuous improvement. They are symptoms. We need to identify and eliminate the root causes. Why-Why analysis is a tool which helps to identify the root cause. [7] Kaizen is an internationally acknowledged method of Continuous improvement through small steps. Considering the benefits offered by Lean approach an attempt has been made in this research to use Kaizen to reduce “No-Stock” of over 3500 Fast moving bin items at Stores in Hindalco- Belagavi. After implementation of Kaizen, results show that the “Nostock” of fast moving items has reduced from 30.24%(1½ year average) to 15.06% in Mar 2017 and evidently the availability of spares has improved considerably.
major R & D expenditures and corresponding risks by buying licenses from U S Companies and concentrated their efforts on the factory floor to achieve high productivity and lower unit cost. Central to these efforts were two philosophies: Elimination of Waste and Respect for people. Fig. 1 illustrates both the philosophies and its elements.
Key Words: Why-Why Analysis, Kaizen, Lean, Waste, NoStock
1.INTRODUCTION Lean Production can best be described as eliminating waste in a production process, anything that does not add value to the end product is waste. Essentially, lean production seeks to produce a product that is exactly what the customer wants, when the customer wants it, while minimizing all non-value added activities in production. In the literature, value is simply defined as what the customer is willing to pay for. Non-value added activities are generally understood to be either waste, or incidental activities that are necessary but add no value to the product. The best example of a non-value added activity is quality assurance. Quality inspections do not add value to a product; they merely detect defects before they reach the consumer. The Japanese after World War II in order to improve country’s competitive posture avoided © 2016, IRJET
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Fig-1: Two Philosophies of Japanese Productivity. [15]
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