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E-raamat: Strategic Implementation of Continuous Improvement Approach: Improving the Performance of Small and Medium-Sized Enterprises

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Strategic Implementation of Continuous Improvement Approach: Improving the Performance of Small and Medium-Sized EnterprisesSuurem pilt
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This book covers the strategic use of continuous improvement (CI) techniques for manufacturing performance improvement. It focuses primarily on strategies that can be adopted by small and middle-sized enterprises in manufacturing in order to meet the global challenges and competition. The book begins with an introduction to CI (or Kaizen), explaining different CI approaches and strategies. Chapter 2 offers a literature review of CI, examining conceptual frameworks, case studies, and surveys. Next, the book deals with the design of the study, detailing the work done in each phase along with the tools, techniques and models. Chapter 4 presents a detailed survey to determine the present status of continuous improvement strategies in the Indian manufacturing industry, to assess the important barriers that effect the implementation of CI strategies, and to also assess the role of key enablers leading to improve the performance of manufacturing operations. Chapter 5 is comprised of detailed case studies to further analyze the application of the discussed CI strategies. The purpose of Chapter 6 is to develop the relationship among the different identified most important barriers in implementing CI approach using interpretive structural modeling (ISM) and classify these barriers depending upon their driving and dependence power. Finally Chapter 7 provides conclusions, addresses potential limitations, and also looks to the future.
1 Introduction
1(8)
1.1 Meaning and History of KAIZEN Approach
1(1)
1.2 KAIZEN and Innovation
2(1)
1.3 SMEs in Indian Context
3(2)
1.4 Definitions of Continuous Improvement Approach
5(1)
1.5 Different CI Strategies
6(3)
2 Literature Review
9(16)
2.1 Introduction
9(1)
2.2 Ongoing Continuous Improvement Process
9(2)
2.3 PDCA and SDCA Cycles of Continuous Improvement
11(1)
2.4 Principles of CI Approach
11(2)
2.5 Literature Survey
13(10)
2.5.1 Literature Related to Conceptual Framework
14(1)
2.5.2 Literature Related to Case Studies
15(4)
2.5.3 Literature Survey Related to Surveys/Empirical Research
19(4)
2.6 Benefits of Implementing CI Approach
23(1)
2.7 Concluding Remarks
24(1)
3 Design of Study
25(6)
3.1 Introduction
25(1)
3.2 Problem Formulation
25(1)
3.3 Phases of Research
26(2)
3.3.1 Identification of Industrial Units
26(1)
3.3.2 Options Field Methodology
27(1)
3.3.3 Options Profile Methodology
27(1)
3.3.4 Analytic Hierarchy Process
27(1)
3.3.5 Structural Equation Modeling
28(1)
3.4 Overall Equipment Effectiveness (OEE)
28(1)
3.5 Objectives and Issues of the Study
29(1)
3.5.1 Objectives of the Study
29(1)
3.5.2 Issues of the Study
29(1)
3.6 Overall Methodology
29(2)
4 Analysis of Preliminary Data
31(22)
4.1 Introduction
31(1)
4.2 Methodology
31(3)
4.2.1 Creation of Industry Database
31(1)
4.2.2 Pilot Testing of Questionnaire
32(1)
4.2.3 Filling of Questionnaire
32(1)
4.2.4 Hypotheses for the Study: From the Literature the Following Hypotheses Have Been Framed
33(1)
4.3 Level of Usage of CI Strategies
34(2)
4.3.1 Discussion of Level of Usage of Eight (08) Main CI Strategies
34(2)
4.4 Level of Usage of Sub-strategies of CI Approach
36(1)
4.4.1 Discussion of Level of Usage of Sub-strategies of CI Approach
36(1)
4.5 Input and Output Variables (CI Strategies and Performance Parameters)
36(1)
4.5.1 Reliability Analysis of Input and Output Factor
36(1)
4.6 Level of Importance of Sub-strategies of CI Approach
37(2)
4.6.1 Result Discussion of Level of Importance of Strategic Implementation of CI Approach
39(1)
4.7 Correlation Between Input and Output Variables (Validation of Hypotheses: HI)
39(3)
4.7.1 Result Discussion of Correlation Between Input and Output Factors
40(2)
4.8 Role of Key Enablers in Improving the Performance of SMEs
42(1)
4.9 Level of Importance of Enablers and Sub-enablers of CI Approach
43(1)
4.9.1 Result Discussion of Level of Importance of Key Enablers and Sub-enablers of CI Approach
43(1)
4.10 Correlation Between CI Enablers and Manufacturing Performance Parameters (Validation of Hypotheses: H2)
44(2)
4.10.1 Result Discussion of Correlation Between CI Enablers and Manufacturing Performance Parameters
46(1)
4.11 Benefits of CI Approach
46(2)
4.11.1 Result Discussion of the Findings for Important Benefits of CI Approach
46(2)
4.12 Validation of Hypothesis H3: Improvement in Manufacturing Performance Is a Function of Experience Gained by Manufacturing Organizations over an Extended Time Period
48(3)
4.12.1 Result Discussion of Two-Tailed "T" Test
50(1)
4.13 Important Barriers in Implementing CI Strategies
51(1)
4.13.1 Result Discussion of Important Barriers in Implementing CI Strategies
52(1)
4.14 Concluding Remarks
52(1)
5 Case Studies
53(34)
5.1 Introduction
53(1)
5.2 Case Study I: Highways Industries Limited, Gill Chowk, Ludhiana
53(1)
5.2.1 Introduction to Industry
53(1)
5.3 KIP1: To Reduce Quality Rejection of Crankshaft P19 Using Six Sigma DMAIC Approach
54(5)
5.3.1 Define Phase or Identification of Critical Areas
54(1)
5.3.2 Measure Phase
55(1)
5.3.3 Analyze Phase
56(1)
5.3.4 Improve Phase
56(1)
5.3.5 Control Phase
56(3)
5.4 KIP2: To Reduce Setup Time Using Single-Minute Exchange of Die (SMED)
59(3)
5.4.1 Methodology Adopted and Case Study Setting
59(3)
5.4.2 OEE Improvement Using SMED
62(1)
5.4.3 OEE Improvement and Validation of Increase in OEE
62(1)
5.5 KIP3: To Reduce Forging Rejection of Crankshaft P19
62(6)
5.5.1 Define Phase
62(2)
5.5.2 Measure Phase
64(1)
5.5.3 Analyze Phase
65(2)
5.5.4 Improve Phase
67(1)
5.5.5 Control Phase
67(1)
5.6 Data Collection After Implementing DMAIC Approach
68(1)
5.7 Cost-Benefit Analysis
69(1)
5.8 Flexible System Methodology
70(1)
5.9 SAP-LAP Analysis for Case Study I
70(2)
5.9.1 Situation
70(1)
5.9.2 Actors
70(1)
5.9.3 Process
71(1)
5.9.4 Learning Issues
71(1)
5.9.5 Actions Suggested
71(1)
5.9.6 Performance Expected
71(1)
5.10 Case Study II: Farm Parts Industries Ltd., Ludhiana
72(1)
5.10.1 Introduction to the Industry and Company Strategy
72(1)
5.11 X-Matrix for Policy Deployment
72(10)
5.11.1 KIP 1: To Achieve 63% OEE
76(1)
5.11.2 KIP2: To Reduce Rejections to 2000ppm
76(1)
5.11.3 KIP3: To Improve the Breakdown Hours (Table 5.21)
77(1)
5.11.4 KIP4: To Increase MTBF of Various Machines
78(3)
5.11.5 Increase in MTBF and Validation of Increase in MTBF
81(1)
5.11.6 KIP5: To Increase Operator Efficiency by Technical Training
81(1)
5.12 Maintenance Job Card
82(1)
5.13 Breakup of OEE and Rejection
82(1)
5.13.1 Cause-Wise Breakup for OEE: The Percentage Breakup of CNC Machine Is Given Below
82(1)
5.13.2 Cause-Wise Breakage of Rejection
83(1)
5.14 SAP-LAP on Case Study III
83(2)
5.14.1 Situation
83(1)
5.14.2 Actors
83(1)
5.14.3 Process
84(1)
5.14.4 Learning Issues
84(1)
5.14.5 Actions Suggested
84(1)
5.14.6 Performance Expected
84(1)
5.15 Comparison of Case Studies
85(2)
6 Synthesizing of Data
87(24)
6.1 Introduction
87(1)
6.2 Methodology Adopted
87(4)
6.2.1 Step 6.2.1: Degree of Preference
87(1)
6.2.2 Step 6.2.2: Normalized Matrix of Different Sub-objectives
88(1)
6.2.3 Step 6.2.3: Do Consistency Check
88(3)
6.2.4 Step 6.2.4: Priority Weights for Alternatives with Respect to Attribute
91(1)
6.3 Compromise Ranking Method
91(2)
6.3.1 Step 6.3.1: Determine the Values of Ei and Fi
92(1)
6.3.2 Step 6.3.2: Calculation of Pi Values
92(1)
6.4 Methodology for Modeling
93(2)
6.4.1 Synthesis of Learning Issues
93(2)
6.5 Different Methods for Modeling
95(8)
6.5.1 Options Field Methodology (OFM)
95(1)
6.5.2 Formation of Categories
96(2)
6.5.3 Options Profile Methodology (OPM)
98(1)
6.5.4 Fuzzy Set Theory
99(4)
6.6 Structural Equation Modeling
103(8)
6.6.1 Measurement Model for Improving the Performance of SMEs
106(1)
6.6.2 Validation of Hypotheses Framed
107(4)
7 Conclusions, Limitations, and Scope for Future Work
111(4)
7.1 Conclusions
111(3)
7.1.1 Conclusions from the Survey
111(1)
7.1.2 Conclusions from the Case Studies
112(1)
7.1.3 Conclusions from Implementation Plan
113(1)
7.2 Limitations of the Study
114(1)
7.3 Scope for Future Work
114(1)
Appendix: KAIZEN Questionnaire 115(8)
Bibliography 123
Jagdeep Singh holds a Bachelor Degree in Mechanical Engineering, Masters Degree in Production Engineering, and PhD Degree in Mechanical Engineering. The author has published a good number of research papers in International and National Journals. The author is working as an Assistant Professor in Industrial and Production Engineering Department at Dr B R Ambedkar NIT Jalandhar, Punjab. The authors field of interest is management of production systems and operations management.





Harwinder Singh holds a Bachelor Degree in Mechanical Engineering, Masters Degree in Production Engineering, Masters Degree in Business Administration and PhD Degree in Mechanical Engineering. The author has published a good number of research papers in International and National Journals. The author is working as a Professor in Mechanical Engineering at Guru Nanak Dev Engineering College, Ludhiana, Punjab. The authors field of interest is management of production systems, operations management and Decision Making.
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