WELCOME TO ICME

Indian Centre for Manufacturing Excellence uses Lean principles which are derived from the Japanese manufacturing industry. The term was first coined by John Krafcik in his 1988 article, “Triumph of the Lean Production System,” based on his master’s thesis at the MIT Sloan School of Management. Krafcik had been a quality engineer in the Toyota-GM NUMMI joint venture in California before coming to MIT for MBA studies. Krafcik’s research was continued by the International Motor Vehicle Program (IMVP) at MIT, which produced the international best-seller book co-authored by Jim Womack, Daniel Jones, and Daniel Roos called The Machine That Changed the World A complete historical account of the IMVP and how the term “lean” was coined is given by Holweg (2007).

For many, lean is the set of “tools” that assist in the identification and steady elimination of waste (muda). As waste is eliminated quality improves while production time and cost are reduced. A non exhaustive list of such tools would include: SMED, Value Stream Mapping, Five S, Kanban (pull systems), poka-yoke (error-proofing), Total Productive Maintenance, elimination of time batching, mixed model processing, Rank Order Clustering, single point scheduling, see through Layouts, Total Employee Involvement , QCC using 7 QC Tools.

There is a second approach to lean Manufacturing, which is promoted by Toyota, called The Toyota Way, in which the focus is upon improving the “flow” or smoothness of work, thereby steadily eliminating mura unevenness”) through the system and not upon ‘waste reduction’ per se. Techniques to improve flow include production leveling, “pull” production (by means of kanban) and the Heijunka box. This is a fundamentally different approach from most improvement methodologies.

The difference between these two approaches is not the goal itself, but rather the prime approach to achieving it. The implementation of smooth flow exposes quality problems that already existed, and thus waste reduction naturally happens as a consequence. The advantage claimed for this approach is that it naturally takes a system-wide perspective, whereas a waste focus sometimes wrongly assumes this perspective.

ICME view is that the main method of lean is not the tools, but the reduction of three types of waste: muda (“non-value-adding work”), muri (“overburden”), and mura (“unevenness”), to expose problems systematically & Scientifically and to use the tools where the ideal cannot be achieved. From this perspective, ICME works to improve Bottom Line and Top Line of Organization and making manufacturing more Competitive & profitable.

UP COMING EVENTS


SERVED COMPANIES

Promed Exports

S K Bikes

ICI Paints

Chandigarh Distillaries

Freeman

Bhogal Cycles

Shakunt Enterprises

Ganga Acrowools

Coatec India

Cheema Boilers

Ambika Forgings

Sona Group

Victor Forgings

Luminous Power Tech.

HR International

Ajay Industries

Minda

Proxima Steels

Gripwell Tools

G B Tools

GNA

Omax Auto Ltd

Yerik International

Micro-Turners

Ind-Spx

Forge India

Bector Foods

Tricolite Electrical Industries Ltd

Century Metal

Aditgarh Industries

Gita Industrial Corpn

Surindera Cycles Pvt. Ltd

Amber Industrial Exports

Bigben

Hindustan Tyres Co

Steel Crafts

Hindustan Tyres Co

K R Engg Works

AMA INDIA

Bhogal Pvt. Ltd

AKS Bearings

Kads Enterprises

T Storm

Ekson

Basant wires

Bajrang Wires

Madhav Group

Emgee Cables

Oswal Cables

Coventry Metals

Wires & Fabrics

Oriental Engg Works

SIEL Chemical

Mitaso

Steel Rolling Mills Cluster

Jagraon Cycle Industries

ARK Engineering Pvt. Ltd

The Bharat Industrial Corporation

TRB Engineers

HB Group

R S Industries

Eurodec Paints

Godrej Appliances Division

Cummins Generator Technolgies

Cromton Greaves

Demag Cranes & Components Ltd

Bata India Ltd

Ranbaxy

Hero Ecotech

Avon Cycles

Ralson

Eastman Industries

Yerik International.

Winsome Yarns Ltd