PROJECT SUBJECT IMPLEMENTATING LEAN MANUFACTURING CONCEPTS WITH EMP.docx

PROJECT SUBJECT: IMPLEMENTATING LEAN
MANUFACTURING CONCEPTS WITH EMPHASIS ON
VALUE STREAM MAPPING IN JOB SHOP ENVIRONMENT
(MILLWORK/CABINETRY INDUSTRY)
ALL submissions are to be compliant to APA 6.0.
Here is a link to "What's new in 6.0:"
The APA style format must be used. See below
http://www.apastyle.org/manual/whats-new.aspx
and the best APA reference I have found online is the Purdue
OWL at:
http://owl.english.purdue.edu/owl/resource/560/01/
It must be written in Standard English, be plagiarism free, be
error free and meet all standards of graduate level writing.
Don’t use any copyright material without permission from the
original writer / organization. Use 12 size font.
Margins:
All
pages of the project, including all preliminary pages, the body
of the text and pages of the appendices, must conform to the
following margin requirements:
·
Left margin, 1½ inches;
·
Right margin, 1 inch;
·
Bottom margin, 1¼ inches;
·
Top margin, 1¼
inches;
Conduct industry specific research into this project.
It must include

i) Introduction
ii) Abstract
iii) Review of Related Literature
iv) Methodology
v)
Results and Discussion
vi)
Summary, Conclusions, and Recommendations
vii) Appendices
References or Works Cited
: References or Works Cited are compiled according to the
designated style manual (APA 6.0) and must include every
source cited in the study, including material which has been
adapted for use in tables and figures
.
It should be about 70 pages long and approximately 60000 to
70000 words including my work which is written below.
1) Introduction
A) Background:
During the last decades
t
he U.S. wood products and furniture manufacturing
industries have been greatly affected by
changing business environment ,
economic cycles, rising production and
transportation costs, changing buyer habits, and increasing
global
competition.
In order to survive small businesses have to improve their
productionperformance. A commonly applied philosophy to
improve production performance is calledlean manufacturing.
This method, derived from the Toyota Production System,
eliminates waste, increase efficiency and effectiveness of

processes while increasing the competitive strength and
responsiveness of a company.
Lean management, allows companies to become more
competitive and enhance the likelihood
of survival.
However, findings show that Lean awareness and its use in
Wood product and Millwork industry is very limited
(Pirraglia et al., 2009)
. The group of
industry segments with the highest Lean awareness and Lean
implementation status are
“engineered wood products”, “manufactured homes”, and
“household furniture
manufacturing," as opposed to industry sub-segments such as
“sawmill” and “Commercial Millwork and Cabinetry," which
had lower Lean awareness and Lean implementation status
(Pirraglia et al., 2009)
because m
ost small manufactures have minute-by-minute changes to
respond to customer change orders, material shortages, work
order reconciliation problems, which results in quality issues,
delays in manufacturing and delivery of products. So it has
become imperative for small manufacturers, find ways to reduce
waste and improve efficiency.
There are also a lot of small companies that are struggling to
change the culture in
their facilities and are having problems in adapting and
sustaining the lean principles. The
following list presents some statistics about the success rate in
lean implementations:
• Based on a survey by Aberdeen Group, only 20% of the
participating companies that started their lean journey is
succeeding with their lean implementations and getting
the benefits (Aberdeen, 2006).
• Based on a survey with 433 US manufacturers, 74% of
companies admit that they are

not making good progress with lean implementations
(Pay, 2008).
• Only 5% of senior executives rate their lean programs as
extremely effective
(Katz,
2008).
These statistics suggest that there are a lot of companies that
consider lean as a tool to help them improve their processes.
Understanding can these concepts reshape the small scale
industry and can Value Stream Mapping be utilized in an
industrial setting with a varied product line to maximize
productivity and profit is possible.
Lean manufacturing can be defined as a business system and a
generic process managementphilosophy with a systematic
approach to eliminating waste through continuous
improvement(LEI, n.d). Lean manufacturing and its
keyprinciples were developed by Toyota and today the Toyota
Production System (TPS) is moregenerally known as lean
manufacturing.
The historical background of lean goes back to Frederick Taylor
who introduced the
basic management tools of mass production. In the 1910s,
Henry Fordimplemented many revolutionary manufacturing
tools such as moving assembly lines andinterchangeable parts.
During 1930’s Taiichi Ohno and other engineers in
Toyotastudied the system that was developed by Henry Ford and
and later developed the Toyota ProductionSystem (TPS). TPS is
defined by Ohno as the absolute elimination of waste and as an
effortto make product in a continuous flow with minimum
interruption (Ohno, 1988).
Inrecent years, lean manufacturing has been widely adopted by
manufacturing firms andextended to other sectors and
industries. Especially, the success of Toyota to become
thenumber one automaker in the world made lean manufacturing
one of the most popular topicsin business and manufacturing
literature.

According to Lean Enterprise Institute, there are five key
principles of lean thinking
1.
Specify value from the standpoint of the end customer by
product family.
2.
Identify all the steps in the value stream for each product
family, eliminating
whenever possible those steps that do not create value.
3.
Make the value-creating steps occur in tight sequence so the
product will flow
smoothly toward the customer.
4.
As flow is introduced, let customers pull value from the next
upstream activity.
5.
As value is specified, value streams are identified, wasted steps
are removed,
and flow and pull are introduced, begin the process again and
continue it until a
state of perfection is reached in which perfect value is created
with no waste.
Source: Lean Enterprise Institute, Inc
There are also lean tools and technical requirements to

implement these leanprinciples. Some of the lean tools are
summarized below
·
5S: This tool is used to reduce the clutter and inefficiency in the
production or office environment through workplace
organization. It has originated from five Japanese words. These
words in English are Sort, Set in order, Shine, Standardize and
Sustain.
·
SMED set up reduction: SMED (Single minute exchange of
dies) is a method to eliminate delays in changeover times on the
machines in order to reduce the lead time and improve the flow.
·
Cellular manufacturing: It can be described as a manufacturing
system where a family of parts is produced in one cell or on one
line. The machines that are required to make a product are
grouped together.
·
Value Stream Mapping: A value stream mapping is a lean
enterprise technique used to document, analyze and improve the
flow of information or materials required to produce a product
or service for a customer.
·
Visual control: This tool is used to create a work environment
where quick visual inspection of products and processes is
possible without detailed audits and checks.
·
Kaizen: It is a concept of continuous improvement in the system
and

is another important tool in lean implementations.
B) Statement of the problem:
The use of Lean manufacturing has been limited to large
companies producing very large quantities of homogeneous
products. However, with the increased competitiveness,
regulations and tax burden in the last couple of decades, it has
become an absolute necessity for small scale enterprise, like a
custom architectural woodworking facility providing design,
custom fabrication, finishing and installation services for
commercial clients, financial institutions, health care facilities,
hotels, universities and private residences with an annual
revenue between 5 million to 10 million and less than 50
employees to implement Lean manufacturing principles
especially Value Stream Mapping tomaximize productivity,
profit, reduce waste and
stay competitive.
A typical job shop is a high-mix and variable volume
manufacturer of a large variety of components. Whereas, most
large manufacturers are a low-mix high-volume manufacturer of
a few assembled products.
There are more fundamental differences between a Job shop and
an assembly facility. Unlike high-volume manufacturing plants,
Job shops face more volatility in demand and delivery dates,
more variety of products, highly variable setup times and cycle
times between different routings, a more diverse customer base,
limited ability to train the workforce, limited finances to hire
full-time staff devoted to continuous improvement, more
complex production control and scheduling and limited
influence on supplier delivery schedules.
Job shops also must deal with the tendency for their product
mix to “migrate” as their customer base changes or they hire
new sales and marketing staff with their own contacts in
different sectors of industry.

So it has become imperative for small manufacturers, find ways
to reduce waste and improve efficiency. Lean concepts are one
of the ways to do it.
It is easy to take employees through the basic methodologies,
motions, and tools of lean and put in place white boards,
performance charts, daily gemba walks, formal teams, acrylic
folders mounted on the white boards for A3, quality, data and
activities-in-progress, the 5S implementation, and many other
visible Lean concepts. However, underlying all of this is the
invisible issues mentioned above and a host of other real actions
that create the implementation of Lean quite difficult. In other
words, Lean quickly slips back into the traditional job
shop practices of big batch, push, kit, order launch, and
expedite mode.
Most companies can benefit from the introduction of Lean as an
organizational tool for productivity improvement. The
researcher works in a small millwork & cabinetry plant as a
Process Engineer. While working, he learned the
manufacturingprocess and saw many opportunities for
improvement in every aspect of the business. Thecompany
appears to be representative of so many small millwork &
cabinetry shops that desperately needchange, but have no idea
where to begin. This research is intended to help guide the
reseacher’s workplace
or any small millwork & cabinetry company, through the
difficult first stages of Lean implementation,particularly the
creation of value stream mapping to identify areas most in need
of change.
The purpose of this study is to
•
Identify how the small business Owners/Managers can develop
an efficient organizational culture that is capable of
implementing “Continuous Improvement” for a long term.

• T
o study, if the small businesses like Custom Millwork shop can
develop an efficient system of Lean Manufacturing especially
value stream mapping and
if implementing it is feasible in a small manufacturing plant
with a varied product line.
• To study Lean, especially Value Stream Mapping and analyze
if implementing it can benefit the small manufacturers in
reducing waste,
increase productivity, improve efficiency and effectiveness of
the processes.
• To investigate the current state of manufacturing process and
propose an ideal and future state map
with detailed suggestions and action plan items tohelp a small
manufacturing company achieve the Lean goals set forth by the
future value stream maps.
C) Purpose of the study:
The purpose oft his study is to explore the way in which
technology is changing small scale manufacturing and to
demonstrate how utilizing Lean Manufacturing and Value
Stream Mapping
would add value for a small scale manufacturing
shop to increase productivity and reduce waste.
D) The theoretical basis for the study:
There is no single definition of lean thinking. The framework
presented in the figure below incorporates some of the ideas
found in the literature.
Source: www.jobshop.com
The figure above shows the general outline of how lean thinking
isdefined for this work. For this study lean thinking is defined
as an integrated, complete management approach that impacts
the wholeorganization and that can be extended to suppliers and
other businesspartners. When lean thinking is applied to value

creating activities from theraw material to the finished product
in a joint effort by more than just one organization,
Womack (1994)
suggested this be referred to as a “LeanEnterprise”.If the
practices and principles are only applied within the borders of
acompany, we refer to that organization as a lean organization.
In order to belean, not all of the practices and principles must
be applied, but most of themshould be in place, and most
importantly, the lean philosophy must beaccepted and
understood by the organization. The framework is shaped likea
tree to emphasize that all the practices and principles must
interlock andbe applied as an integrated system.
This system of interlocked practices and principles with
emphasis on Value Stream Mapping is the theoretical basis of
this thesis.
E) Limitations of the study: N/A
II.
Review of literature
A.
Research plan (projected)
i) Use of Lean Manufacturing in job shop environment
ii) Value Stream Mapping
B.
Goals for literature review
i) Examine VSM for an in depth theoretical perspective
ii) Evaluate the production line at my work and research other
production processes which have successfully applied VSM.

III.
Methodology
A.
Design of the investigation
i)
Create an in-depth example of how to create value stream maps.
ii) Use common Lean metrics to identify waste.
iii) Generate future goals and recommendations for Lean
implementation.
B.
Population or sample
Manufacturing processes at Philadelphia Custom Millwork
C.
Treatment
N/A
D.
Data Analysis
Identify non-value added time that increases the lead time
IV.
Results and discussion
In this section I will discuss the current state value stream,
information flow, and material flow maps. I will create a
current state map and identify bottlenecks. Then I

will create several different future state maps based on the
information (not for practical purpose).
V.
Summary, Conclusion, and Recommendations
A.
Significance of study (expected)
Based on the study
of the current, ideal, and future value stream maps, I will
createa written analysis documenting the findings and
explaining what each map illustrates. Theanalysis will include a
recommendation section with detailed suggestions and action
plan items tohelp Small manufacturing company can achieve the
Lean goals set forth by the future value stream maps.
B.
Direct correlation back to introduction and purpose
This study is being conducted to understand if
the Value Stream Mapping
can be utilized in an industrial setting with a varied product line
to maximize productivity and profit?
References
Aberdeen Group (2006, March). The Lean Benchmark Report:
Closing the Reality Gap. Retrieved from
https://www.academia.edu/20230515/The_Lean_Benchmark_Re
port_Closing_the_Reality_Gap

Aberdeen Group (2006, June).
Enhancing Lean Practices: Lean Adoption in the Industrial
Machinery and Components Industry.
Retrieved from:
http://www.controldesign.com/assets/wp_downloads/pdf/wp_07
1105_SAP_EnhancingLean.pdf
Aberdeen Group. (2008, February). Extending the Lean
Enterprise. Retrieved from
http://www.scdigest.com/assets/reps/Lean_White_Paper_Extend
ing_the_Lean_Enterprise.pdf
Álvarez, R., Calvo, R., Peña, M. M. & Domingo, R. (2009).
Redesigning an assembly line through lean manufacturing tools.
International Journal of Advanced Manufacturing Technology
,
43
(9-10), 949-958. doi: 10.1007/s00170-008-1772-2
Badurdeen, A. (2007),
Lean manufacturing basics
. Retrieved from
http://www.leanmanufacturingconcepts.com
Chen, J. , Li, Y. , & Shady, B. (2010). From value stream
mapping toward a lean/sigma continuous improvement process:
An industrial case study.
International Journal of Production Research
,
48
(4), 1069-1086. doi 10.1080/00207540802484911
Czabke, J. , Hansen, E. , & Doolen, T. (2008). A multisite field
study of lean thinking in us and german secondary wood
products manufacturers.
Forest Products Journal
,
58
(9), 77-85. Retrieved from

http://search.proquest.com/docview/214630885?accountid=1034
7
Haefner, B. , Kraemer, A. , Stauss, T. , & Lanza, G. (2014).
Quality value stream mapping.
Procedia CIRP
,
17
, 254-259. doi:10.1016/j.procir.2014.01.093
Hobbs, D. (2011).
Applied Lean Business Transformation
. Ft. Lauderdale, FL, USA: J. Ross Publishing Inc.. Retrieved
from http://www.ebrary.com
Katz, J. (2008, June 9), Lean results for lean programs: By the
numbers. Industry Week. Retrieved from
http://www.industryweek.com/companies-amp-executives/lean-
results-lean-programs-numbers
Lean Enterprise Institute (LEI), Inc. (n.d.). Principles of Lean.
Retrieved February 28, 2016, from
http://www.lean.org/WhatsLean/Principles.cfm
Ohno, T. (1988),
Toyota Production System: Beyond Large Scale Production.
Cambridge, MA: Productivity Press.
Patel, N. , & Chauhan, P. (2014). A review: Value stream
mapping implementation in manufacturing industry.
International Journal of Engineering Research and Applications
,
4
(11), 75-79.
Pay, R. (2008, March 1), Everybody's jumping on the lean
bandwagon, but many are being taken for a ride. Industry Week.
Retrieved from
http://www.industryweek.com/ReadArticle.aspx?ArticleID=158
81
Pirraglia, A., Saloni, D., & Van Dyk, H. (2009). Status of lean
manufacturing implementation on secondary wood industries
including residential, cabinet, millwork, and panel markets.

BioResources
,
4
(4), 1341-1358.
Weiss, S. I. (2013). Product and Systems Development : A
Value Approach. Somerset, NJ, USA: John Wiley & Sons.
Retrieved from http://www.ebrary.com
Womack, J., & Jones, D. (1994). From lean production to the
lean enterprise.
Harvard Business Review
,
72
(2), 93-103
Womack, J.P. & Jones, D.T. (2006).
Lean
Solution
s: How Companies and Customers Can Create Value and Wealth
Together
. New York: Simon & Schuster.
Annotated Bibliography
Aberdeen Group (2006, March). The Lean Benchmark Report:
Closing the Reality Gap. Retrieved from
https://www.academia.edu/20230515/The_Lean_Benchmark_Re
port_Closing_the_Reality_Gap

Aberdeen Group (2006, June).
Enhancing Lean Practices: Lean Adoption in the Industrial
Machinery and Components Industry.
Retrieved from:
http://www.controldesign.com/assets/wp_downloads/pdf/wp_07
1105_SAP_EnhancingLean.pdf
Aberdeen Group. (2008, February). Extending the Lean
Enterprise. Retrieved from
http://www.scdigest.com/assets/reps/Lean_White_Paper_Extend
ing_the_Lean_Enterprise.pdf
Aberdeen Group is the technology- driven research destination
of choice for the global business executive. The Aberdeen
Group has 400,000 research members in over 36 countries
around the world that both participate in and direct the most
comprehensive technology-driven value chain research in the
market. Through its continued fact-based research,
benchmarking, and actionable analysis, Aberdeen Group offers
global business and
technology executives a unique mix of actionable research,
KPIs, tools, and services. The document above is the result of
primary research performed by Aberdeen Group.

The findings of this article are discussed in the introduction and
problem statement in this thesis project and may be used in
later chapters.
Álvarez, R., Calvo, R., Peña, M. M. & Domingo, R. (2009).
Redesigning an assembly line through lean manufacturing tools.
International Journal of Advanced Manufacturing Technology
,
43
(9-10), 949-958. doi: 10.1007/s00170-008-1772-2
This paper is focused on the analysis and use of the VSM to get
improvements by means of kanban and milkrun, implemented in
an efficient way. The findings from this paper will be used in
later chapter of this project.
Badurdeen, A. (2007),
Lean manufacturing basics
. Retrieved from
http://www.leanmanufacturingconcepts.com
Badurdeen, A is a Process Engineer. He fell in love with Lean
Manufacturing while writing a thesis on Lean Manufacturing.
This research refers to his book for the history and concept of
Lean Manufacturing.
Chen, J. , Li, Y. , & Shady, B. (2010). From value stream

mapping toward a lean/sigma continuous improvement process:
An industrial case study.
International Journal of Production Research
,
48
(4), 1069-1086. doi 10.1080/00207540802484911
This paper presents a case study of lean implementation at a
small manufacturer in the United States. Starting with collecting
process information, a current value-stream map was created
that reflected the current operation status. A future value stream
map was then proposed to serve as a guide for future lean
activities.
The researcher will refer to this case study in methodology part
of this thesis project.
Czabke, J. , Hansen, E. , & Doolen, T. (2008). A multisite field
study of lean thinking in us and german secondary wood
products manufacturers.
Forest Products Journal
,
58
(9), 77-85. Retrieved from
http://search.proquest.com/docview/214630885?accountid=1034
7
This study documents field studies of four cases of lean

implementations in both U.S. and German secondary wood
products companies. Two companies considered "lean leaders"
from each country were studied to identify the challenges of
implementation as well as the subsequent successes. An
embedded, multiple-case Study design method was used.
Findings from the study suggest that lean thinking can help
secondary wood products manufacturers to be more profitable.
The findings from this study are used to support problem
statement and will be used in a later chapter of this thesis
project.
Haefner, B. , Kraemer, A. , Stauss, T. , & Lanza, G. (2014).
Quality value stream mapping.
Procedia CIRP
,
17
, 254-259. doi:10.1016/j.procir.2014.01.093
in this article an innovative approach called Quality Value
Stream Mapping (QVSM) is presented. Based on the design
elements of VSM, it provides a suitable tool for the
visualization, analysis and design of quality assurance measures
within process chains in manufacturing. The implementation of
the developed approach is exemplarily shown for a complex
value chain of a manufacturer in the electronic industry. The
researcher will refer to this case study in methodology part of
this thesis project.

Hobbs, D. (2011).
Applied Lean Business Transformation
. Ft. Lauderdale, FL, USA: J. Ross Publishing Inc.. Retrieved
from http://www.ebrary.com
Katz, J. (2008, June 9), Lean results for lean programs: By the
numbers. Industry Week. Retrieved from
http://www.industryweek.com/companies-amp-executives/lean-
results-lean-programs-numbers
This article is used in the research to support the problem
statement of the thesis project.
Lean Enterprise Institute (LEI), Inc. (n.d.). Principles of Lean.
Retrieved February 28, 2016, from
http://www.lean.org/WhatsLean/Principles.cfm
The Lean Enterprise Institute (LEI) is a nonprofit research,
education, and publishing institute with the goal of making
things better through lean thinking and practice throughout the
world.
The researcher used the definition of Lean concepts as defined
by LEI in this thesis project.
Ohno, T. (1988),
Toyota Production System: Beyond Large Scale Production.
Cambridge, MA: Productivity Press.
Taiich
i

Ohno was a
Japanese
industrial engineer and businessman. He is considered to be the
father of the
Toyota Production System
, which became
Lean Manufacturing
in the U.S. He devised the seven wastes (or
muda
in Japanese) as part of this system.
The practical expression of Toyota's people and customer-
oriented philosophy is known as the Toyota Production System
(TPS). This is not a rigid company-imposed procedure but a set
of principles that have been proven in day-to-day practice over
many years. Many of these ideas have been adopted and
imitated all over the world.
TPS has three desired outcomes:
To provide the customer with the highest quality vehicles, at
lowest possible cost, in a timely manner with the shortest
possible lead times.
To provide members with work satisfaction, job security and
fair treatment.
It gives the company flexibility to respond to the market,
achieve profit through cost reduction activities and long-term
prosperity.

TPS strives for the absolute elimination of waste, overburden
and unevenness in all areas to allow members to work smoothly
and efficiently. The foundations of TPS are built on
standardisation to ensure a safe method of operation and a
consistent approach to quality. Toyota members seek to
continually improve their standard processes and procedures in
order to ensure maximum quality, improve efficiency and
eliminate waste. This is known as kaizen and is applied to every
sphere of the company's activities.
Patel, N. , & Chauhan, P. (2014). A review: Value stream
mapping implementation in manufacturing industry.
International Journal of Engineering Research and Applications
,
4
(11), 75-79.
Pay, R. (2008, March 1), Everybody's jumping on the lean
bandwagon, but many are being taken for a ride. Industry Week.
Retrieved from
http://www.industryweek.com/ReadArticle.aspx?ArticleID=158
81
Pirraglia, A., Saloni, D., & Van Dyk, H. (2009). Status of lean
manufacturing implementation on secondary wood industries
including residential, cabinet, millwork, and panel markets.
BioResources
,

4
(4), 1341-1358.
Weiss, S. I. (2013). Product and Systems Development : A
Value Approach. Somerset, NJ, USA: John Wiley & Sons.
Retrieved from http://www.ebrary.com
Womack, J., & Jones, D. (1994). From lean production to the
lean enterprise.
Harvard Business Review
,
72
(2), 93-103
Womack, J.P. & Jones, D.T. (2006).
Lean

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