How Lean Manufacturing System Has Improved the Production

Topics: Lean manufacturing, Manufacturing, Six Sigma Pages: 13 (3450 words) Published: April 27, 2013

S.G.LEWIS-Industrial Engineering Undergraduate( AIT, Thailand)
The purpose of this research is to explain how a Sri Lankan tire company named Loadstar private limited implemented Lean manufacturing system and how they improved their production through Lean manufacturing principles. This also provides you with essence of Lean manufacturing system used to reach the ultimate goal of increasing productions of Loadstar private limited. We initiated our study by collecting data on production process and wastages in the factory and analyzing data and plotting necessary graphs. Through this we identified main and crucial factors such as lead time, machine downtime, material waste, defects and layouts etc. We focused on annual production & defects, machine down time, time study and factory layout to implement Lean manufacturing and avoided failure factors such as less financial capability for consultation, less leadership and management of core team members. After implementation of Lean principles the company showed apparent progress in annual productions, reduced wastages, less machine downtimes and efficient factory layouts. Results of our research were favoring the idea of Lean manufacturing being a highly productive and successful method. It concluded and proved that Lean manufacturing system is a reliable way of improving production process of similar sorts of factory lines such as Loadstar private limited in Sri Lanka.


Chapter Title Page

Table of Contents3

1 Introduction4
1.1 Background4
1.2 Statement of Problem5
1.3 Objective6
1.4 Scope and Limitations6
2 Methodology8

3 Results13

4 Conclusion18

5 Reference19

1.1 Background Information
In a fast-paced world, it’s no wonder that “Lean” is the latest buzzword to describe everything from cuisine to business strategies. Lean Manufacturing is a management philosophy as well as a strategic tool that is used to eliminate waste and to improve the efficiency and productive of an organization (Keegan, 1997). Then why shouldn’t we go Lean? This was a question that Loadstar Pvt. Ltd had five years ago.

Loadstar is a joint venture between the Jinasena Group (1905) and the Solideal group of Belgium (1984). This brought together the proven engineering and management skills of the JGC (Jinasena Group Of Companies) and the technical comprehension in tire design and production expertise, to market through Solideal. In addition to solid tires, Loadstar manufactures pneumatic tires, rims and rubber tracks and supplies about 90% of Solideals product requirement. Loadstar has grown leaps and bounds to become what it is today. It is employing over 7000 employees in six manufacturing plants and contributes to over 3.5% of Sri Lankan total exports (Kariyakarawana, 2008).

Loadstar has continued to grow rapidly over the last 25 years and has strived to improve the productivity and ensure conformity to establish a quality production system through implementing Lean Manufacturing System and constantly upgrading employee’s skills. This dissertation focuses on how Lean Implementation improved the tonnage of the production of Ekala Tire division -2.

This factory is allocated to produce solid tires, both black and gray and has used many new techniques in both management and automation. It has five main production lines producing different types of tires such as Resilient-60%, Press on-35%, Cured on-5%, T 10 Line and Injection molding line. ETD-2 has a production...
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