kitting trolley

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CHAPTER 2

LITERATURE REVIEW

2.1 INTRODUCTION

This chapter presents an overview of the various methods of

assembly processes, Lean manufacturing and multi criteria decision making

models attempted by researchers.

2.2 LITERATURE REVIEW ON LEAN MANUFACTURING,

KITTING ASSEMBLY AND MCDM MODELS

Tamaki and Nof (1991) described the design method of robotic

kitting system as an alternative parts entry process which contributes to

reduction of over all assembly costs. Utilizing robots rather than manual work

to perform the parts kitting operation, in certain cases, improve productivity,

flexibility and part flow control. The specific objective is i) to propose a

design method for kitting ii) to develop design factors and criteria for

planning robotic kitting system, iii) to describe the plan for robotic bin-

picking system and iv) to explore robot hardware components suitable for

automated kitting systems and v) to analyse the several configurations of

robotic kitting systems using simulation tools.

Bozer and McGinnis (1992) defined, a kit as “a specific collection

of components and/or sub assemblies together and combine with other kits to

support one or more assembly operations for a given product”. They

developed a descriptive model which can be used to quantify the trade off in


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material handling, space requirement and Work In Process between kitting

and line stocking for an assembly of stationary fitness cycle.

Jacobs and Meerkov (1993) analysed due time performance. This

performance index is analyzed for both lean and mass manufacturing

environments. In particular, it is shown that, to achieve a high due-time

performance in a lean environment, the production system should be

scheduled for a sufficiently small fraction of its average production rate. In

mass production, due-time performance, arbitrarily close to one, can be

achieved for any scheduling practice.

Barker (1994) described a time based value adding framework to

direct development and continuous improvement. This author assumes that

many UK manufacturing organizations are inherently wasteful, with complex

production systems divorced from the core task of adding value. This waste

can be regarded as untapped potential which exists throughout the total value

adding chain. The total conversion chain from raw materials purchase to final

goods assembly is examined using this approach. Examples taken from the

electrical switch gear industry, operating within a post MRP II environment

using kanban type pull system triggers to control materials input, illustrate the

use and effectiveness of the approach.

Fynes and Ennis (1994) focused on the issue quality in both a

manufacturing and logistics context, the latter labeled by Drucker as

“managements last frontier”. A case study of the journey to lean production at

Microsoft Ireland’s manufacturing plant and the implications of such changes

for the sales and service subsidiaries in Europe is included. Changes in

channel structure relationships, the management of the logistics from a

peripheral location and trust, are key elements of the case.


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Acaccia et al (1995) concluded that the attainment of a lean

engineering organization is the critical requirement for ensuring a return on

investment in intelligent manufacturing. Achieving this is based on measuring

the effects of flexibility and on the capability of exploiting the resources’

adaptability by combined control and management of the product and

production processes. This paper introduced the opportunities offered by the

availability of a prototypical implementation that joins a simple pilot plant to

a computer simulator.

Brynzer and Johansson (1995) focused on design of kitting system

in terms of location of the order picking activity, work organization, picking

method, information systems and equipment. Key design aspects and

performances from selected case studies are discussed like traveling time and

distance, picking information, Design of picking package, picking accuracy

and manual picking techniques. In the kitting system, results show that

picking efficiency and accuracy can be improved by making better use of the

product structure when dividing picking information.

Grajo (1995) developed LayOPT is an innovative facilities layout

analysis and optimization software package which can be used by layout

planners and engineers in the optimal solution of single and multiple floor

facility layout problems. LayOPT is ideal for the re-design of the overall

layout for an existing facility or the development of a block layout for a new

building. It can be applied to manufacturing, warehouse, office, and various

service facility layout problems. They described the LayOPT methodology

and presents an overview of the software’s features and capabilities.

Angelo et al (1996) focused on a typical job shop plant

configurations, for the semi automatic manufacturing of parts produced in

limited unitary quantities. The treatment consists of the quantitative

evaluation of the technological performance of a Flexible Manufacturing


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System (FMS) with particular reference to the printed circuit board assembly

sector. The use of multi criteria decision methods as a tool, for adequate

decision-making in FMS design is presented aiming at reorganizing the

existing plant.

Braiden and Morrison (1996) described some efforts that have been

taken in Oshawa's Plant (Canada) for reducing the bottlenecks due to

automated monorail system to increase the current uptime to over 90%,

creating a greater production capacity.

De Toni and Tonchia (1996) proved that the pursuit of excellence

and the organizational change required by lean production leads to a

management - by- process organization, and that management by process

influences the Performance Measurement System (PMS). Also they did a

detailed analysis of the organizational change and its effects on performance

measurement.

Gunther et al (1996) analyzed the component kitting problem in

semi automated printed circuit board assembly. The main objective is to

minimize total operator time. In this work Gunther et al described the

component kitting problem faced by an electronic component manufacture. A

heuristic solution procedure is developed, which is computationally very

efficient even for large scale problems encountered in industries.

Computational results demonstrate that the heuristic tends to produce

solutions that are close to the optimum.

Mabry and Morrison (1996) suggested that in order to accomplish

the development of a production system, global best practices had to be

benchmarked and implemented in a pilot manufacturing area. Delphi Chassis

Systems established a Manufacturing Systems Core Team to develop a

production system for automotive component applications. The production


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system will provide the foundation required for manufacturing to exceed any

customer requirement. The production system concepts of Project

Management, Process Flow, Layout, Material Flow, Ergonomics, Workplace

Organization, People-focused Practices, and Supporting Software

Development were all integrated as a whole system in sourcing project. The

new production system was 25% more productive than the original build cell

production method. The proposed modifications will allow a 50 % production

improvement to the current monorail system.

Rao et al (1997) examined and evaluated strategic and operational

level success factors, benefits and costs to develop strategies of implementing

Concurrent Engineering (CE). First, several success factors to implement CE

are identified based on literature review. Then, the AHP model is formulated

and used to assess the success factors, benefits and costs in order to develop

strategies to implement CE in Hong Kong electronics products manufacturing

companies. Also, the same model is used to determine the benefits/cost ratios

and to decide whether or not to implement CE in the Hong Kong electronics

industry.

Ahlstrom (1998) examined whether any sequence of manufacturing

improvement is initiated to improve manufacturing performance. This finding

grouped the principles of lean production into four different categories,

depending on whether the management devoted effort and resources to the

principles. They concluded that there are sequences in which lean production

principles are implemented, but in parallel, management also needs to devote

efforts and resources.

Bowen and Youngdahl (1998) discussed a case that manufacturing

logic has and, even should still, transfer to service operations. The argument

against the production line approach to service rests on an increasingly

out dated view of manufacturing operations. In many cases services are “re-


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industrializing” by applying new model based largely on progressive

manufacturing technologies – in both operations and human resource

management. Service business need not abandon production line thinking, but

they must shift their production line paradigm as has occurred in much of

manufacturing, itself.

Erridge and Murray (1998) examined the feasibility of the

introduction of lean supply within local government through three

experiments relating to live contracts, which demonstrate that lean supply is

compatible with local government purchasing as a value added strategy. The

paper concluded that most aspects of lean supply are applicable although

some adaptation of the model required to remove characteristics specific to

manufacturing and provide a better cultural fit with the legal and political

context of local government.

Panizzolo (1998) dealt with the challenges posed by lean

production principles for operation management. A multiple case study

approach was used to explore how the lean production model has been

adopted by 27 excellent firms operating in international markets and to

recognize the areas characterized by major problems and difficulties. A

research model able to accurately define and operationalize the lean

production concept was developed in order to carry out this empirical study.

Results from this study would suggest that for a full implementation of lean

production principles, the most critical factor appears to be the management

of external relationship rather than international operations.

Sawhney et al (1998) have developed training modules for small to

medium sized manufactures which typically have more difficult time

allocating resource to training. The methodology for developing the lean

manufacturing modules and the result of presenting these modules in pilot

sessions and in training sessions are presented.


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Spaccarotella (1998) analyzed the process changes required to

move from a mass manufacturing operation towards a lean manufacturing

operation while meeting the quantifiable metrics. The following areas of the

process were targeted for design improvement: i) Reduce work in process,

ii) Identify system bottlenecks, and iii) Increase product flexibility. The

simulation modeling and analysis conducted in this study were valuable in

determining the effects of applying lean manufacturing concepts. Converting

processes from mass to lean systems can reduce excessive work in process

and increase process flexibility. Simulation analysis determine the optimal

system characteristics needed to produce the desired output and at a

significant cost saving.

Adams et al (1999) summarized the principles of lean, and

illustrated its application in a training simulation of a setup and changeover

reduction. Finally, success stories show how the University of Alabama in

Huntsville is helping many small and medium size manufacturers for

improving production rapidly using lean techniques.

Azim (1999) has undertaken a simulation study to help the design

of a material delivery system to support lean manufacturing in an automotive

body shop. Since, this was a Greenfield facility, simulation analysis was

employed in the very early design phase of the system to determine and

quantify the limiting parameters of the proposed lean material delivery

system. The updated information from the simulation model helped the

designers to evaluate alternate concepts and to understand some parameters

such as, traffic congestion, man power, and storage area requirement.

Ben Naylor et al (1999) combined lean thinking and agile

manufacturing with total supply chain strategy particularly considering

market knowledge and positioning of the decoupling point as agile


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manufacturing is best suited to satisfying a fluctuating demand and lean

manufacturing requires a level schedule.

Black and Antani (1999) summarized that the next generation

factories, will be designed with manufacturing and assembly cells linked

together with a pull system for material and information control. In this linked

manufacturing system, down stream processes will dictate up stream

production rates. The linked manufacturing system strategies simplifies the

manufacturing system integrates the critical control functions before applying

technology avoid risks and makes automation easier to implement.

Katayama and Bennett (1999) dealt with three concepts that

concerns to manufacturing management like agile manufacturing, adaptable

production and lean production. These are described and compared within the

context of the modern competitive situation in Japan. A survey of Japanese

firms is described where the concepts are explored through a number of

questions concerned with strategy, action programmes and performance

measures. The result suggested that companies are trying to realize their cost

adaptability through agility enhancement activities.

Meara and Centers (1999) described middle management

participants is crucial for the success of lean manufacturing. Typically in

changing a manufacturing operation, efforts are focused on high level

management in regards to why the change is necessary and what benefits can

be expected. They also suggested that the middle manager has the

responsibility of supporting the management’s decision while accepting the

risk of failure and possible reprisal, and yet, is not regarded as a key player.

Vaidyanathan et al (1999) discussed on the problem of supplying

JIT assembly work stations from a central source depot such as a warehouse

or work center. The specific problem addressed is how to determine the


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vehicle routes for a fleet of vehicles so that two primary goals are met:

i) minimum inventory at the work stations, and ii) minimum vehicle idle time.

The problem is modeled as a vehicle routing problem with a nonlinear

capacity constraint. A heuristic solution procedure is outlined and a relaxed

formulation is given to provide a lower bound on the number of vehicles

required.

Caridi and Sianesi (2000) dealt with production smoothing, one of

the keys of success of Just in Time and lean Production. By levelling the load

of the work station, production smoothing allows a regular material flow,

shorter manufacturing lead times and lower work in process. In this paper, a

Multi Agent system is presented, which solves this problem according to the

theory of autonomous agents. The experimental results show that this

innovative approach has a good performance when compared with the

traditional ones.

Orr (2000) concluded that in an ignition coil manufacturing plant

in Brazil, the savings realized by utilizing lean manufacturing techniques are

brought out by comparing the initial concept to the final process. Metrics

utilized include: Investment, floor space and labor. The metric of equipment

“value” (speed/cost) is also introduced as a method of measuring the impact

of lean manufacturing.

Woo Lee and Hie Kim (2000) presented a methodology using

Analytic Network Process and zero-one goal programming for information

System projects selection problems that have multiple criteria and

interdependence property.

Bicheno et al (2001) described a case situation to pinpoint wasteful

activities in the supply chain, and in later stage to develop solutions. They

found production scheduling approaches to be a main cause of distortion in


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the dynamics of the supply chain and the initial studies led to proposal for

scheduling improvements both within and between companies. The proposal

includes kanban, changeover reduction and TPM for changing the scheduling

frequency in accordance to the specific demand pattern. So, they developed a

new and holistic scheduling algorithm. The new algorithm is based on three

principles: 1) Runner and repeater are produced more often and in small

batches, but stranger will be less frequent in large batches, 2) The scheduling

pattern is set to be as repetitive and stable as possible, 3) The total amount of

time for changeover is set as a fixed properties of the total time available.

Nagi and Cheng (2001) discussed the potential of applying

knowledge based systems (KBS) in supporting performance management of

advanced manufacturing methodologies (AMT) and suggests a viable

research direction. It describes a research frame work using factor analysis to

identify factors relevant to measuring performance of AMT. The frame work

can be used as a first step in developing a KBS for performance measurement

of AMT project. Also they believed that well developed KBS is a powerful

and versatile tool for conducting and controlling performance measurement of

AMT projects in a manufacturing organization.

Nellore et al (2001) highlighted the interconnection between global

purchasing and lean supply. A strategic project “live or die” was chosen

within a major global auto Original Equipment Manufacturer (OEM) located

in North America. The analysis was done by screening data into some of the

conditions identified in lean supply which were observed to be the most

relevant in the case company. It was observed that lean supply is affected

negatively by global purchasing based on price and thus, price-based global

purchasing should not be used for sourcing complex components that requires

early supplier involvement and intensive engineering collaboration between


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OEMs and suppliers. Instead, it could be proactively used in the sourcing of

less complex modules and simple components.

Potts (2001) integrated the impregnation process into a lean

manufacturing environment which addresses batch sizes, process times,

equipment foot print, plant layout and mobility, environmental waste and

automated component handling. The case studies show that a new generation

of equipment and materials were developed. These advancements were the

result of a systematic approach combining process, equipment and chemicals

to enable a traditional batch process to be integrated onto the lean

manufacturing shop floor.

Amasaka (2002) proposed New JIT, a new management technology

principle for manufacturing in the 21st century. New JIT contains hardware

and software systems as next generation technical principles for transforming

management technology into management strategy. The hardware system

consists of the Toyota Marketing System (TMS), Toyota Development

System (TDS) and Toyota Production System (TPS). To improve work

process, quality of all divisions concerned with development, production and

sales, the author has proposed Toyota Total Quality Management utilizing

Science (TQM-S) as software system.

Chrisrmansson et al (2002) discussed a material kitting case study

using alternative methods like picker – to – material principle and material –

to – picker approach. The material kitting was video recorded and pickers

physical exposure were assessed. The material kitting shows improved

productivity as compared with other kitting methods.

Ertugrul Karsak et al (2002) employed a combined ANP and Zero-

One Goal Programming (ZOGP) approach to incorporate the customer needs

and the Product Technical Requirements (PTR) systematically into the


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product design phase in Quality Function Deployment (QFD). The

dependencies inherent in the QFD process are taken into account using the

ANP approach. Considering resource limitations and multi-objective nature of

the problem, a ZOGP model is constructed to determine the set of PTRs that

will be taken into account in the product design phase.

Joshi et al (2002) discussed the problems at kitting stage of a

Printed Circuit Board (PCB) assembly process and the use of simulation to

improve the process. It provides detailed information of the kitting process

followed at the manufacturing facility at which this research was conducted. It

was observed from historical data, that 10% of the kits at assembly setup had

discrepancies. The main objective of this research was to reduce these kitting

discrepancies by at least 50%. The sub-objectives were to implement a

continuous flow system, improve operational performance, ensure the on-time

delivery of kits, and implement a closed loop feedback system for better

kitting accuracy.

Sullivan et al (2002) illustrated a road map of how the Value

Stream Mapping can be an important tool to define, analyze, and quantify

waste such as excess WIP and defects. Visualizing sources of waste in the

current state as well as the potential benefits that can be realized in

implementing a future state for a product value stream can help the manager

to conduct equipment replacement analysis easily and objectively as they

consider and pursue the adoption of lean manufacturing.

Williams (2002) considered discrete event process simulation and

concluded it as a more proactive and important strategy for achieving

manufacturing efficiency. Also, concurrently lean manufacturing has become

a nearly essential corporate strategy to compete successfully in an

increasingly austere and global business environment.


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Crute et al (2003) discussed the key drivers for Lean in aerospace

and examine the assumption that cross-sector transfer may be difficult. A

Lean implementation case comparison examines how difficulties that arise

may have more to do with individual plant context and management than with

sector specific factors.

Jagtap et al (2003) chosen a product family among the large

product varieties. An aggregate current state map is developed for product

family highlighting the various wastes, bottlenecks in the product value

stream. A future state is designed using process kaizen and flow kaizen from

aggregate current state maps. An aggregate future state map serves as blue

print for lean implementation. It results into seven waste reduction and lead

time improvement for a given product family.

Medbo (2003) reported on materials kit functionality, usefulness of

the materials kit in respect of operator’s handling of materials and cognition

during assembly work. His analysis comprises video recordings of nine plants

of Volvo automobiles. By using signal component methodology, his results

showed that the assembly work proved to be almost identical when there were

no technical differences between the layouts.

Prince and Kay (2003) presented the background to why some

manufacturing organizations require a combination of agile and lean

characteristics in their manufacturing organizations. They also described the

development of the Virtual Group (VG) concept, which is the application of

virtual cells to functional layouts. VGs enable the appropriate application of

lean and agile concepts to different stages of production within a factory. The

identification of VGs is achieved through the use of a methodology called

Enhanced Production Flow Analysis (EPFA).


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Shah and Ward (2003) examined the effects of three contextual

factors like plant size, plant age and unionization status on the likelihood of

implementing 22 manufacturing practices that are key facets of lean

production system. Further, they postulate four bundles of inter-related and

internally consistent practices: these are Just In Time, Total Quality

management, Total Preventive Maintenance and Human Resource

Management. Then they empirically validate their bundles and investigate

their effects on operational performance.

Aase et al (2004) confirmed that U-shaped assembly lines improve

labor productivity. Results indicated that labor productivity will improve

significantly under certain conditions when switching from a straight-line

layout to a U-shaped layout but not in all cases. The research also reveals

some limitations of such a layout change when factors such as the number of

tasks and cycle times are varied.

Cagliano et al (2004) explored the supply strategies of European

manufacturing firms with the third edition of the international manufacturing

strategy survey. Four clusters are identified on the basis of the supplier

selection criteria and integration mechanisms adopted. Two clusters are

similar to the lean and agile models, while the other two are more traditional

supply strategies. The strategies are then described in terms of contingent, and

structural factors and manufacturing performance. Lean and agile strategies

outperform the other clusters on many dimensions, while no significant

difference emerges between the two in terms of performance.

Galantucci et al (2004) proposed the implementation of hybrid

Fuzzy Logic-Genetic Algorithm (GA) methodology to plan the automatic

assembly and disassembly sequence of products. The GA-Fuzzy logic

approach is implemented onto two levels. The first level of hybridization

consists of the development of a Fuzzy controller for the parameters of an


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assembly or disassembly planner based on GAs. The second level consists of

the identification of the optimal assembly or disassembly sequence by a fuzzy

function, in order to obtain a closer control of the technological knowledge of

the assembly/disassembly process. Two case studies were analysed in order to

test the efficiency of the Fuzzy-GA methodologies.

Grewal and Sarren (2004) developed a simple model to implement

the lean improvement initiative. Value Stream Mapping tool is considered as

the core of this model. Some factors such as lead time, waiting time, and

inventory are quantified to evaluate the effectiveness of implementation of

this model. Their work was an attempt to reduce and eliminate the non value

added time in a particular value stream.

Kodali and Sangwan (2004) made an attempt to demonstrate the

usefulness of Performance Value Analysis for the justification of World Class

Manufacturing Systems (WCMS) for Indian industries. From the result of the

model, it is evident that the WCMS is the best alternative for implementation

and to maintain competitive advantages.

Laosirihongthong and Dangayach (2005) presented findings of an

empirical survey on manufacturing strategies implementation in new

industrialized countries. Data were obtained from 68 and 54 automotive

manufacturing companies in India and Thailand with 21.7% and 21.8 %

response rates, respectively, and analyzed through the inferential statistics.

The results indicated that the focused competitive priorities of companies in

both countries are improving product and process related quality and on time

delivery. In addition, this study found that companies are trying to enhance

the competitive priorities by implementing one of two infrastructural

manufacturing strategies among Total Quality Management (TQM), Just In

Time (JIT) production, Statistical Process Control (SPC), and Material

Requirement Planning (MRP).


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Morein (2005) has discussed the causes for the failures in

information systems and technology industry and suggested alternative

development approaches. These are generally termed as “agile development

method”. This approach in managing software development project is seen to

have roots in the lean manufacturing thinking and practice.

Agarwal et al (2006) presented a framework which encapsulates the

market sensitiveness, process integration, information driver and flexibility

measures of supply chain performance. The paper explored the relationship

among lead-time, cost, quality, and service level and the leanness and agility

of a case supply chain in fast moving consumer goods business. It concluded

with the justification of the framework, which analyses the effect of market

winning criteria and market qualifying criteria on the three types of supply

chains: lean, agile and leagile.

Houshmand and Jamshidnezhad (2006) presented an axiomatic

modeling of lean production systems design, using Process Variables (PV).

Here an attempt is made to introduce PVs in production system design. In a

production system, the authors interpret PVs as the tools, methods and

resources required for implementing a lean production system.

Karthick (2006) has proposed an integrated multi criteria supplier

selection process and use of PVA in the actual selection process. He also

developed a program in MATLAB to calculate the aggregated performance

measure for each supplier. Category analysis is also performed for certain

significant criteria to see how the alternatives perform with respect to a

significant criterion.

Narasimhan et al (2006) made an attempt to determine whether lean

and agile forms occur with any degree of regularity in manufacturing plants.

The results confirmed that the existence of homogeneous groups that


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resemble lean and agile performing plants, and they identified important

differences pertaining to their constituent performance dimensions. The result

indicated that while the pursuit of agility might presume leanness, pursuit of

leanness might not presume agility.

Tseng et al (2006) investigated the effects of continuous

improvement and cleaner production on operational performance. A

conceptual model is developed and three research hypotheses are empirically

examined using structural equation modeling. The data were collected

through a survey of Taiwan electronic manufacturing firms. The result

indicated that cleaner production has a positive influence on operational

performance as well as on the continuous improvement.

Abdulmalek and Rajgopal (2007) described a case where lean

principles were adapted for the process sector for application at a large

integrated steel mill. Value Stream Mapping was the main tool used to

identify the opportunities for various lean techniques. They also described a

simulation model that was developed to contrast the “before” and “after”

scenarios in detail and in order to illustrate potential benefits such as

reduction in production lead time and work in process inventory.

Matsui (2007) focused on the requirements for Just In Time

production systems and the roles and consequences of JIT production for

manufacturing companies. The paper reported nine reliable and valid

measurement scales considering JIT production practices for 46 Japanese

manufacturing plants. Based on these measurement scales and a summarized

super scale, it is proved that JIT production system contribute to improving

competitive performance, and that efficient equipment layout has a strong

impact on the competitive position of the manufacturing plant.


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Salomon et al (2007) presented a Multiple-criteria decision-making

(MCDM) modeling for the selection of equipments supplier in an automotive

plant located in the Sao Paulo State, Brazil. There were two new assembly

lines for which equipments must be purchased by the factory. The AHP was

applied with the same set of criteria for both lines. There were four potential

suppliers involved, but only one competing, simultaneously, in the two

selection processes.

Amer et al (2008) presented design for six sigma, which focuses on

customer requirement from the onset, as an effective methodology for

monitoring and controlling supply chain variables, optimizing supply chain

processes and meeting customer requirements. They developed a theoretical

transfer function for predicting the performance of the perfect order

incorporating fuzzy set theory provides a way of monitoring supply chain

performance.

Chandra and Grabis (2008) studied a single-stage variable lead-

time inventory system with lead-time dependent procurement cost. Selection

of the lead-time value represents finding the trade-off between benefits of

lead-time reduction and increase in the procurement cost. A model for joint

optimization of inventory and procurement costs is developed. Numerical

studies are conducted to identify conditions under which lead-time reduction

is favorable compared to procuring at the lowest cost.

Cruz Machado and Tavares (2008) presented a methodology to

assess performance and to provide management decision support. A

“management by value stream” model was developed to access company

performance. It was implemented to support decision-making at an industrial

company. The idea behind the model is that products or services should

continually flow in the organization, as value streams. This work concluded

that the model helps in the implementation process of the organization


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strategy, and also it works as an invaluable tool to act and to promote

communication at the several organization levels.

Gurumurthy and Kodali (2008) made an attempt to demonstrate the

application of a Multi Attribute Decision Making model, namely Performance

Value Analysis (PVA) to analyze the alternatives production system like

Traditional manufacturing, Computer Integrated Manufacturing, and Lean

Manufacturing among various performance measures. A detailed algorithm of

the PVA model is demonstrated using a hypothetical case situation, which

shows that Lean Manufacturing System is the best as it results in overall

improvement in the performance of the organization.

Herron and Hicks (2008) considered the process in terms of

Lillrank’s model of innovation transfer. They disseminated selected lean

manufacturing tools and techniques into companies in the North East of

England aimed to help companies to improve productivity through applying

lean manufacturing management practices and knowledge. The results

obtained from 15 companies show that the savings are eight times greater than

total cost. It has been found that the commitment of management and the

ability of the change agents are the key determinants of success.

Kattan and Bin Adi (2008) found that the ways to reduce the total

inventory cost while maintaining the target level of technical readiness. The

research consists of two phases of multi-criteria decision making on total

inventory cost and technical readiness. First phase is, to apply two

dimensional material classification techniques to the selected data. The

second phase is, to apply a deterministic inventory model to the result of the

material classification. A detailed analysis of the technical readiness and total

inventory cost is covered for the deterministic inventory model. Finally, a

comparison between the current inventory system and the proposed one


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shows around 42% savings in the total inventory cost over a period of three

years.

Kaur and Mahanti (2008) determined a suitable decision making

method for selecting the best vendor. Essentially the vendor selection problem

is a multi criteria decision making problem involving tangible as well as

intangible criterion. Analytical Hierarchy Process can best handle these

criterions. ANP provides a holistic framework for selection of best Enterprise

Resource Planning (ERP) vendor alternative by using a dynamic multi

directional relationship among the decision attributes. The method adopted

here uses triangular fuzzy numbers for pair-wise comparison of attributes and

weights are calculated using entropy concept.

Khorramshahgol and Djavanshir (2008) proposed a new

methodology for calculating the proportionality constant of Taguchi's quality

loss function (QLF). To this end, the analytical hierarchy process is used to

estimate the value of the proportionality constant in QLF. It is argued that the

proposed methodology takes into account, the relative importance of various

quality characteristics and captures different levels of sensitivity along the

loss function.

Kull and Talluri (2008) proposed a combination of Analytic

Hierarchy Process and goal programming as a decision tool for supplier

selection in the presence of risk measures and product life cycle

considerations. The efficiency of the model is tested at a mid-sized, second-

tier automotive supplier. They found that, the model provide a feasible and

meaningful method for determining strategic supplier allocations while

considering multiple dimensional issues.

Saaty (2008) described the Analytical Hierarchy Process (AHP) as

a theory of measurement through pairwise comparisons and relies on the


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judgments of experts to derive priority scales. The comparisons are made

using a scale of absolute judgement that represents, how much one element

dominates another with respect to a given attributes. The judgment may be

consistent, and how to measure the inconsistency and improve the judgments,

when possible to obtain better consistency is a concern of AHP. The derived

priority scale is synthesized by multiplying them by the priority vector of their

parent nodes and adding for all such nodes. In this paper AHP is used to take

judgments to estimate the dominance of the consumption of drinks in the

USA.

Saurin and Ferreira (2008) presented an assessment of the impact of

lean production on working condition in a harvester assembly line of an

American plant in Brazil. As a frame work for analysis the data collected

were grouped into four constructs: i) work content, ii) work organization,

iii) continuous improvement and iv) health and safety. The result indicated

that workers considered their working conditions were fairly good and had

improved after the introduction of lean production. To some extent, this

positive view was due to the fact that there were many gaps between

standardized work and real work.

Senanayake and Veera Ragavan ( 2008) discussed an Automated

Storage and Retrieval system, which was designed such that the best storage

location for the products is determined by utilizing a fuzzy control system.

The design maintains the records of the products to be/already in store and the

storage/retrieval times along with the availability status of the storage

locations. They also discussed the maintenance of the above mentioned

records and the utilization of the concept of fuzzy logic in order to determine

the optimum storage location for the products.

Askin and Krishnan (2009) considered a multi product pull setting

where part types compete with each other for common production resources.


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Here, it is important to consider factors such as lead time variability and to

include the corresponding queuing aspects into the model. Each workstation

is modeled as a GI/G/1 queue. Waiting times spent by parts at workstations

are approximated using a decomposition/recomposition algorithm. Conditions

under which multiple control points are optimal are investigated along with

the impact of product mix and utilization parameters on the number of control

points. Analytical model results are validated by simulation.

Rathje et al (2009) identified the major criteria and conditions that

led to either lean success or failure. They found the sources for failure, like

the lack of senior management commitment, lack of interest and low

acceptability of workers for changes. The sources of successes are employee

autonomy to make decisions, information transparency, etc.

Yakup et al (2009) applied a binary fuzzy goal programming

approach to an assembly line balancing problem. They proposed models for

balancing straight and U-shaped assembly lines with fuzzy goals.

Anthony Inman et al(2010) developed a structural model

incorporating agile manufacturing as the focal construct is theorized and

tested. The model included the primary components of JIT like JIT-

purchasing and JIT-production as antecedents and operational performance

and firm performance as consequences to agile manufacturing. Using data

collected from production and operations managers working for large U.S.

manufacturers, the model is assessed following a structural equation modeling

methodology. The results indicate that JIT-purchasing has a direct positive

relationship with agile manufacturing while the positive relationship between

JIT production and agile manufacturing is mediated by JIT purchasing.

Bashiri and Ramezani (2010) analysed multiple response problems

encompassing three stages: data gathering, model building and optimization.


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They propose least significant difference criterion as agent of modeling stage

to trade off between responses, which guides the decision makers how to

change membership function, and the criteria of modeling fitness function.

Demeter and Matyusz (2010) focused on how companies can

improve their inventory turnover performance through the use of lean

practices. According to their main proposition, firms that widely apply lean

practices have higher inventory turnover than those that do not rely on LM.

However, there may be significant differences in inventory turnover even

among lean manufacturers depending on their contingencies. Therefore, they

also investigated how various contingency factors like production systems,

order types, and product types influence the inventory turnover of lean

manufacturers.

Eroglu and Hofer (2010) concluded that while firms increasingly

adopt lean inventory practices, there is limited evidence that inventory

leanness leads to improved firm performance. This study re-examined this

relationship with an attempt to overcome some shortcomings of previous

research. To that end, a theory-based measure of inventory leanness, which

takes into account industry specific inventory management characteristics, is

proposed. The analysis of a large panel data set of U.S. manufacturing

companies reveals that the significance and shape of the inventory

performance relationship varies substantially across industries.

When a production facility is designed, there are various

parameters affecting the number of machines such as production capacity and

reliability. Gharakhani et al (2010) presented a new mathematical model with

two objectives. The primary objective function is considered to be the

production capacity and the secondary objective function is total reliability.

The resultant model is formulated using recent advances in robust


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optimization and the solution procedure is analyzed with some numerical

examples.

Kisperska-Moron and De Haan (2010) analysed that mass, lean and

agile production philosophies, although widely discussed, still cause

considerable confusion both among academics and in practice. The

characterizations of lean (what, when needed but perfect) and agile (first, fast

and best) show the paradigmatic differences between the two.

Mackelprang and Nair (2010) examined the relationship between

JIT manufacturing practices and performance outcomes by means of meta-

analysis of correlations approach. They highlighted the JIT practices that have

the greatest impact on individual performance outcomes and emphasizes the

role of moderating factors in the relationship between JIT practices and

performance.

Makui et al (2010) presented a new methodology for identifyingand analysing risks of projects concurrently by applying fuzzy multi-attribute

group decision making approach. Multi-attribute group decision making, the

essence of identification and analysis of project risks, lets one considers

multi-attribute problems for the Decision Maker, sets priorities for each

decision factor, and analysis ranking for all alternatives. The paper included a

new procedure for classifying potential risks which it is named Potential Risk

Breakdown Structure based on project Work Breakdown Structure.

Mukesh Kumar and Hari Sharan (2010) has used AHP as a tool for

selecting career in a manufacturing environment at a Indian industry.

Najmi and Makui (2010) used a new methodology which is a

combination of AHP and DEMATEL to rank various parameters affecting the

performance of the supply chain. The DEMATEL is used for understanding


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the relationship between comparison metrics and AHP is used for the

integration to provide a value for the overall performance.

Neumann and Medbo (2010) presented a design stage comparison

of an existing ‘big box’ material supply strategy common in Swedish

manufacturing to a proposed ‘narrow bin’ approach. Performance times,

walking distances, layout space requirements were evaluated for six

workstations using ‘big boxes’ of parts along the line. Biomechanical loading

on spine and shoulder was estimated for one of the workstations.

Comparisons were made to simulated layouts with the ‘narrow bin’ approach

which consumes reductions in rack lengths (81%), Material Areas (61%),

Walking Distances (61%), Indirect Work (24%), and Cycle times (8%). It is

concluded that the narrow bin supply strategy has potential to both improve

productivity and reduce risk characteristics of the system.

Petersen and Wohlin (2010) proposed a novel approach to bring

together the quality improvement paradigm and lean software development

practices, the approach being called Software Process Improvement through

the Lean Measurement (SPI-LEAM) Method. The method allows to assess

the performance of the development process and take continuous actions to

arrive at a more lean software process over time. The method is under

implementation in industry and an initial evaluation of the method has been

performed.

Pool et al (2010) considered how the principles of ‘flow’ and ‘pull’

production suggesting a regular, demand-driven product flow may be

implemented for the semi- process industry by introducing cyclic schedule.

The case study is extensively described to be able to judge how the context of

the changes and the intervention process contribute to the results of the

intervention.


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Pun et al (2010) worked towards the development of generic self-

assessment model for small and medium sized enterprises to determine their

performance in new product development (NPD) practices. It reviews a list of

sixteen elements under five decision areas as advocated in literature that

affect NPD practices. Incorporated the findings of focus group interviews

with industry practitioners and experts, a self-assessment model of NPD

performance is devised using the Analytical Hierarchy Process (AHP)

approach. The conduct of the exploratory study is presented to illustrate how

the decision/performance criteria be prioritized and the scoring guidelines be

established.

Raut et al (2010) integrated Analytic Hierarchy Process (AHP),

Fuzzy AHP and Quality Function Deployment (QFD)-Fuzzy to determine the

best casting industry supplier for automobile spare-parts. AHP is used to

obtain the relative importance of the evaluation criteria. The QFD approach

— typical to supplier selection in the house of quality (HOQ) — is used in

determining the importance of weights for the customer requirements. The

proposed method is used in the selection of suppliers using relative

benchmarking as well as absolute bench marking which offers a tangible

means by which to evaluate suppliers

Ravanshadnia et al (2010) made an attempt to develop a step by

step decision making model for engineering partner selection process. The

problem of selecting appropriate engineering company is a multi-criteria

decision that has many uncertainties in its nature. The model takes into

account consultant’s relationships with project stakeholders, its proposed

commission fee, and its managerial and technical capabilities. The paper

describes a fuzzy analytical hierarchy process (FAHP) model which

constitutes a quantitative estimation methodology that can be used to select

engineering partner for construction companies. A numerical case with a


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sensitivity analysis is presented to demonstrate the application of the model

in real cases.

Roy and Debdip (2010) suggested a generic approach for linking

the balancing of the line of production in the conversion area with the

customers’ rate of demand in the market and for configuring the related stock

chambers. They mainly aimed to translate the underlying problem in the form

of a mixed nonlinear programming problem and design the optimum supply

chain. A numerical example has been added to demonstrate the suitability of

the approach.

Sarkar et al (2010) described a production policy (resumption and

non-resumption) in order to find out an optimal safety stock, production lot

size and reliability parameters. A production-inventory model with stochastic

machine breakdown and its corrective and regular repairs with safety stock

has been developed incorporating variable reliability parameters. The Kuhn-

Tucker method is used to obtain an optimal solution for reliability parameters,

production lot size and safety stock. Numerical examples with sensitivity

analysis of key parameters are given to illustrate the proposed model.

Song et al (2010) developed an integrated production inventory

model assuming the replenishment lead time is dependent on both lot size of

the buyer and production rate of the vendor. The decision-making interaction

of lead time between a buyer and a vendor in the integrated inventory model

is analyzed. In terms of the model, a solution procedure has been developed

to obtain the efficient ordering strategy for a manufacturing company. The

numerical examples are employed to validate the solution procedure.

Tuzkaya et al (2010) proposed an integrated fuzzy multi-criteria

decision making methodology for material handling equipment selection

problem (MHESP). The proposed approach is utilized from fuzzy sets,


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Analytic Network Process (ANP) and Preference Ranking Organization

Method for Enrichment Evaluations approaches. The methodology is applied

for a manufacturing company to prove its effectiveness.

Venkatachalapathi and Ramakrishna Rao (2010) made an attempt

to establish a quantitative relationship between output indicators such as

Automated Guided Vehicle (AGV) utilization and input variables like part

arrival rate, processing times at machining centers and various decision rules

employed at AGV and Resources in a dynamic dedicated Flexible

Manufacturing System (FMS). The objective is to determine the nature of the

functional relationship and the variables affecting the output performance

measures of the FMS model and decision variables.

Vijaya Kumar et al (2010) applied the analytical hierarchy

process (AHP) to Factors affecting ERP implementation. The model is based

on the analysis of quality issues that affect a implementation process. To

understand some criticalities of the model, a survey based on Analytic

Hierarchy Process was carried out.

Vliegen et al (2010) described an exploratory study of aspects that

should be taken into consideration when optimizing tool kits, i.e. cases

containing sets of tools that are used by service engineers for corrective

maintenance. The study was carried out among service engineers of an

Original Equipment Manufacturer (OEM) that produces lithography

equipment that is critical in the production process. The results show a

preference for tool kits, both in general and for all phases of the maintenance

process. Many aspects appear to play a significant role in this preference, such

as packing, convenience, characteristics of the repair action, uncertainty, and

time.


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2.3 CONCLUSIONS BASED ON THE LITERATURE SURVEY

The following conclusions have been drawn based on the studies

available in the open literature on kitting assembly system.

1. Some literature deals with kitting for a parallel flow long

cycle time assembly system (Brynzor and Johansson 1995,

Medbo 2003)

2. Some literature focuses kitting in light guided semi automated

assembly system (Gunther et al 1996)

3. Literature dealing with automation of kitting using robot to

perform the parts kitting operation (Tamaki et al 1991) and

4. Literature dealing on kitting for a fitness cycle assembly line

(Bozer and McGinnis 1992).

2.4 MOTIVATION

Based on the available literature, it is seen that works related to

multi product single conveyor assembly environment are few. A majority of

the studies on kitting focuses on electronics industries. The information

available is not adequate for designing a lean kitting system for an automotive

assembly line with multi product single conveyor assembly environment.

Hence, the present work focuses on developing and evaluating a lean kittingassembly model for a multi product single conveyor assembly line of a two

wheeler engine assembly line.

2.5 OBJECTIVES AND SCOPE

The objectives of the present study are as follows:

1. To select a suitable assembly method among Line Side (LS),


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Lean Kitting (LK) and Kanban Assembly (KA) employing

Multi Criteria Decision Making (MCDM) models like

Performance Value Analysis (PVA) and Analytical HierarchyProcess (AHP) for an automotive industry.

2. To develop a Fuzzy based model for analyzing the suitability

of LK.

3. To develop a mathematical model for demonstrating the

application of LK in an automotive industry.

4. To quantify the advantages of LK over LS assembly.

5. To develop a model and demonstrate its application for

finding an optimal batch size with a fixed changeover time.

2.6 PROBLEM FORMULATION

The problems associated with the final engine assembly line which

uses lineside assembly method of the case industry are given below.

2.6.1 Problems Associated with Line Side Assembly Method

In this work, the case industry produces two different types of

engines on a single conveyor assembly line. This line is a Multi Product

Single Conveyor (MPSC) assembly line which is a special type of assembly

line in which different products are assembled in a single assembly line. Thefollowing are the problems associated with the line side assembly method of a

MPSC assembly line.

i) More floor space is consumed.

ii) More operator walking time for retrieving components from

the storage area is required.


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iii) Changeover from one product to other product is very difficult

since changeover requires some of the components to be

replaced completely with components of new specifications.This poses difficulty to perform repeatedly.

iv) Skilled and experienced labour is required for assembly work

v) Work in process inventory is very high and

vi) Shop floor control is difficult.

2.7 SUMMARY

In this chapter, the various literature related to lean manufacturing,

kitting assembly, MCDM models like PVA, AHP and fuzzy logic are

discussed. Conclusions based on the literature survey have been done.

Motivation, objectives and scope of the present study have been developed. The

problems associated with the line side assembly method are also discussed.

kitting trolley

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