MET 305-INDUSTRIAL AND SYSTEMS ENGINEERING MODULE 4.pptx

MET 305 -KTU-2019 SCHEME-INDUSTRIAL AND SYSTEMS ENGINEERING

1. MET 305 MODULE 4 LEAN MANUFACTURING-AGILE MANUFACTURING INTRODUCTION-SESSION 1 1

2. “From Craft to Cars: Why This Story Matters” “Imagine a time when every product was made start-to-finish by one craftsman. Slow, expensive, unique.” 1913: Henry Ford’s moving assembly line slashed car build time from 12 hours to 90 minutes. But mass production created waste : excess inventory, rework, bored workers. The search for speed without waste sets the stage for Lean, and later, Agile.” 2

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4. “Lean: Born in Post-War Japan” After WWII Japan faced material shortages & cash constraints . Toyota Production System (TPS) founders Taiichi Ohno & Eiji Toyoda turned limits into an advantage: Just-in-Time (JIT): parts arrive only when needed. Jidoka : stop the line when a defect appears. Result: cars with half the defects of US competitors by the 1970s. “Where else today do you see ‘just in time’—outside factories?” (food delivery, fast fashion). 4

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7. “Agile: The Software World Joins the Game” 1990s software projects kept failing—slow, rigid “waterfall” methods. 2001: Agile Manifesto —small cross-functional teams, quick iterations, customer feedback. Industries saw Agile principles fit physical products too: Rapid prototyping, 3-D printing, flexible supply chains. “Agile is not just for apps—think of how SpaceX reuses rockets through fast learning cycles.” 7

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9. “Lean + Agile = The Modern Factory” Lean cuts waste and perfects flow. Agile embraces change and speeds learning. Together they power today’s: Smart factories & Industry 4.0 Customizable products (Nike By You shoes, modular smartphones) Global supply chains that adapt overnight . “Which product have you ordered recently that felt customized or fast-tracked?” 9

10. “Why You Should Care” Lean & Agile principles are now demanded in every sector : automotive, healthcare, e-commerce, even food service. Skills you’ll gain in this module: Mapping & eliminating waste Designing flexible, people-centered systems Leading continuous improvement projects 10

11. GROUP DISCUSSION-LEAN MANUFACTURING Intro & Team Setup (5 min) Briefly state the four topics (Principles & Tools, Wastes, 5S, Conventional vs. Lean). Divided class into four groups , one topic each. Given each group a printed handout (or slide snapshot) with a short text or a couple of guiding questions 11

12. Group Investigation -15mts Each group quietly studies their handout and discusses among themselves. Group A – Principles & Tools : List the 5 principles and 3 common Lean tools-Value stream mapping Group B – Wastes : Identify and define the 7 wastes with 1 example each. Group C – 5S : Write the 5 stages and 1 action for each. Group D – Conventional vs. Lean : Make a table of at least 3 differences and note why Lean is needed. Please use your own words and add any examples from your labs or daily life . 12

13. Sharing & Cross-Question Each group presents just 3 minutes of key points. After every presentation, the other groups ask one or two clarifying questions . Teacher adds or corrects only if something essential is missing. 13

14. Quick Comparison & Wrap-Up (10 min) As a class, create a single summary chart on the board 5 Principles 7 Wastes 5S steps 3 main Conventional vs. Lean differences 14

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16. AGILE MANUFACTURING Definition: Agile Manufacturing is a modern manufacturing strategy that focuses on being flexible, adaptive, and customer-driven . It enables companies to respond rapidly to changing market demands, customization needs, and technological disruptions without sacrificing quality or cost efficiency. FEATURES Flexibility in processes and workforce Rapid product innovation & shorter life cycles Customer-centric production Integration of advanced technologies 16

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18. AGILE MANUFACTURING IN THE MODERN WORLD Modern Aspects: Digital Manufacturing: Use of IoT, AI, robotics, and cloud computing for real-time adaptability. Mass Customization: Producing tailored products at scale (e.g., customized sneakers, cars, or electronics). Collaborative Supply Chains: Global partnerships with quick information flow to handle disruptions. Sustainability: Agile systems also focus on green manufacturing and circular economy. Resilience: Ability to bounce back quickly from crises (pandemics, supply shocks). Agile Manufacturing isn’t just about speed — it’s about turning uncertainty into opportunity in today’s volatile global markets. 18

19. BUSINESS NEED OF AGILE MANUFACTURING Why Businesses Need Agile Manufacturing: Rapid Market Changes – Customer preferences and technologies change faster than traditional systems can handle. Shorter Product Life Cycles – Products become obsolete quickly, requiring frequent innovation. Global Competition – Survival depends on speed, flexibility, and continuous improvement. Demand for Customization – Customers expect tailored products without paying premium costs. 19

20. Business Need of Agile Manufacturing Supply Chain Volatility – Geopolitical shifts, pandemics, and raw material shortages require agile responses. Technological Disruptions – Integration of AI, robotics, and digital platforms demands adaptive production. Sustainability Pressure – Businesses must balance speed with eco-friendly practices and resource efficiency. 20

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22. Conceptual Framework of Agile Manufacturing Agile Manufacturing is built on an integrated framework that connects flexibility, technology, people, and partnerships . Key Pillars: Modular Design Products and processes structured in modules. Easier customization, quick upgrades, and efficient production. Example: Smartphone models sharing common core but differing in features . 22

23. Conceptual Framework of Agile Manufacturing Customer-Focused Design Designs driven by real-time customer preferences. Enables mass customization and shorter response times. Voice of the customer” embedded in every stage. Information Technology (IT) Backbone for agility: IoT, AI, Cloud, Big Data. Provides real-time data flow, virtual prototyping, and quick decision making. Corporate Partnerships Collaboration with suppliers, logistics, and technology partners. Shared risks and faster market entry. Example: Auto manufacturers co-developing EV tech with battery firms. Knowledge Centers Continuous learning hubs within organizations. Capture and spread best practices, innovations, and employee expertise. Keeps workforce adaptive and future-ready. 23

24. CHARACTERISTICS & GENERIC FEATURES OF AGILE MANUFACTURING Customer-Centric Approach – Rapid response to changing customer needs. Flexibility & Adaptability – Ability to switch products/processes quickly. Integration of Technology & People – Using advanced IT with skilled employees. Speed & Responsiveness – Fast innovation and product development. Collaboration – Strong supply chain & partner networks. 24

25. Organizational Structure & Workforce Dynamics Organization Structure Flat & flexible hierarchies. Cross-functional teams instead of rigid departments. Devolution of Authority Decision-making pushed down to lower levels. Managers act as facilitators, not controllers. Employee Status & Involvement Employees as knowledge workers & key assets. Encourages empowerment, creativity, and multi-skilling. Team ownership of results. 25

26. Strategic Management & Process Changes Strategic Management Market-driven strategies (shorter product life cycles). Focus on core competencies & alliances. Business & Technical Processes IT-enabled integration (ERP, CAD/CAM, flexible automation). Lean + Agile methods for efficiency & speed. Time Management Emphasis on time-to-market reduction . Parallel/concurrent engineering to shorten cycle times. Eliminating non-value-adding steps. 26

27. Approaches to Enhance Agility in Manufacturing Use flexible manufacturing systems and automation to quickly adapt production to changing demands. Apply concurrent engineering to reduce product development time and speed up time-to-market. Build cross-functional, empowered teams that can make fast decisions and solve problems. Strengthen collaborative supply chains through partnerships and real-time information sharing. Focus on mass customisation , delivering tailored products with efficiency of mass production. Promote continuous learning and innovation to keep employees and processes adaptable. 27

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29. Managing People in an Agile Organization Encourage employee empowerment by giving individuals authority to take decisions. Promote teamwork and collaboration through cross-functional and self-managed teams. Support continuous skill development with training, mentoring, and multi-skilling. Maintain open communication channels to ensure transparency and quick feedback Recognize and reward innovation and adaptability to motivate employees. Foster a culture of trust and flexibility , balancing autonomy with accountability. 29

30. ADVANTAGES 30 PROVIDES RAPID RESPONSE TO CHANGING CUSTOMER REQUIREMENTS. SUPPORTS MASS CUSTOMISATION WITH EFFICIENCY SIMILAR TO MASS PRODUCTION. ENHANCES PRODUCT QUALITY AND INNOVATION THROUGH CONTINUOUS IMPROVEMENT. IMPROVES TIME-TO-MARKET , REDUCING PRODUCT DEVELOPMENT CYCLES. BUILDS FLEXIBILITY AND ADAPTABILITY IN BOTH PROCESSES AND WORKFORCE. STRENGTHENS COMPETITIVENESS BY ALIGNING CLOSELY WITH MARKET DEMANDS

31. DISADVANTAGES 31 INVOLVES HIGH INITIAL INVESTMENT IN IT, AUTOMATION, AND TRAINING. REQUIRES SKILLED AND MULTI-TALENTED EMPLOYEES , WHICH MAY BE SCARCE. CAN LEAD TO EMPLOYEE STRESS DUE TO CONSTANT CHANGE AND PRESSURE. DEMANDS STRONG COORDINATION ACROSS SUPPLY CHAINS AND PARTNERS. RISK OF SYSTEM COMPLEXITY , MAKING MANAGEMENT AND INTEGRATION DIFFICULT. MAY FACE RESISTANCE TO CHANGE FROM TRADITIONAL EMPLOYEES OR MANAGERS.