Process improvement through Lean-Kaizen using value stream map: a case study in India

Abstract

Lean-Kaizen is composed of two words lean and Kaizen; lean means elimination of non-value added activities (waste) and Kaizen means continuous improvement. Hence, Lean-Kaizen means continuous elimination of wastes through small-small improvements. This paper presents implementation of Lean-Kaizen concept in a small- and medium-scale enterprise (SME) at a non-capital region in India. The existing situation of the shop floor of selected SME was recorded, and current state map was prepared. The takt time was calculated, and bottlenecks were identified. Finally, a future state map was developed and gap areas were identified that served as a guide for determining the future lean activities. The “5-why” method was employed for identifying root causes in order to bridge the identified gap, and Kaizen events were proposed as solutions. In this study, two Kaizen events were proposed. In the first Kaizen event, the poka-yoke technique was used to control the variation caused by the slide of cylindrical grinding machine which eliminated wheel touch mark problem on the selected product. In the second Kaizen event, the brainstorming technique was applied to clamp the workpiece on the serration side rather than the slot side which eliminated the roughness on outer diameter. After the implementation of Kaizen events, reduced inventory level, reduced lead time and reduced cycle time, rework elimination, improved productivity, and improved product quality were achieved. It is concluded that Lean-Kaizen is an effective and reliable improvement technique which helps to tackle all types of inefficiencies hidden in the organizations.