International Journal of Engineering Trends and Technology (IJETT) – Volume 31 Number 3- January 2016
The Use of Lean Thinking in Managing Productivity; a Case
of Crystal Clear Filtered Drinking Water
Daniel KwekuGovi#1, Peter Nyanor*2, Anthony Deku#3
#1,3
Lecturer, Accra Polytechnic
P. O. Box GP 561, Accra, Ghana
Abstract - Globally, news of flooding or other natural
disasters have rendered thousands homeless and
destroyed homes. In Ghana, the June 3 2015 disaster
claimed over 150 lives which was thought to be the
result of bad environmental practices mainly from
plastic waste disposal.
Recently, the United States president Barack
Obama was reported to have been the first US sitting
president to visit the arctic where ice was seen melting
and falling off. The excess water from these melts goes
a long way to increase the volume of the sea leading
to flooding in low- lying areas, for example Indonesia.
It is in this light that, the study was carried out to
minimize the use of plastic in general and also its
ending up in drains causing the aforementioned
problems. The use of lean manufacturing will reduce
material and produce just what the customer desires,
but the end is to cut down on the plastic sheets since
collecting the used pouches is difficult and recycling is
at its infancy
Keywords: Millennium Development Goal, Lean
thinking, Waste Reduction, Environment, Affordability
I.
INTRODUCTION
The Macquarie Dictionary defines Manufacturing
as the making of wares or goods by machinery or
manual labour usually on a massive scale. The
manufacturing activity includes all activity that
encompass this definition irrespective of it being
privately owned, as opposed related to those in which
the main concern is not manufacturing (e.g. retailers),
or those in which main activity is manufacturing.
Excluded in this category are activities done by these
individuals and/or organizations which does not
qualify under this definition of industrial
manufacturing (e.g. delivery activities under
manufacturers orwholesaling/ retailing).
In Ghana, no clear industrial classification exists
except units/ sub-units of the Manufacturing subsector
normally described as mills or factories and plants,
and which characteristically utilize power-driven
machinery and some other forms of materialshandling equipment.
Similarly, units which transform substances,
materials, or components into new products using
man-power, may have their particular classification.
Very often, the substances, components or materials
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transformed by these units are mainly raw materials
from agriculture, fishing and mining, forestry, or those
semi- finished products from earlier manufacturing
units.
Manufacturing
embraces
a
myriad
of
products,inputs and processesinvolving the production
of several millions of goods. It may range even from
medicines to motor vehicles or from rockets to nanocircuits. However, the complexity of its processes and
the number of kind greatly vary from one situation to
the other.
The extent to which processes are involved in the
transformation determines the basis of viewing the
concern as standard industry or not. Simple primary
products such as flour, tanned hides and skins, pig iron
and cheese while others are moderately transformed
manufacture which include basic metal shapes (ingots,
billetscoils), inorganic and organic chemicals (for
example caustic soda). Another categorization are the
moderately transformed manufacture; such as metal
pipes and tubes, basic glass,wire rods and detergents,
tissue paper and textile fabrics, while the elaborately
transformed products may include glassware,perfumes
and medicines, prefabricated metal buildings, wire
products and ceramic products.
In Ghana, income levels are very low with only a
handful having access to potable water. Even in the
urban centers, water packaged in PET bottles is luxury
for people on the go (either in offices, at bus stations
or schools). All these group drink water packaged in
sachet pouches made from material which is nondegradable. This has led to indiscriminate disposal
resulting in choked drains and filth in the communities.
The use of lean manufacturing will reduce waste,
save those manufacturing concerns of huge sums lost
as wastes, and keep the environment clean and tidy.
Manufacturing based on lean production principles
has enabled enterprises to attain very high levels of
efficiency, competitiveness and flexibility in
production systems. Nowadays, a number of industrial
processes are managed in accordance with these
advanced management principles, although this is not
usually the case with service processes. This work
proposes a methodology for implementation of lean
management in a services production system, as
applied to the case of telecommunication services. In
addition, since services are subject to a much greater
degree of variability of features than industrial
production, this work includes an analysis of that
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International Journal of Engineering Trends and Technology (IJETT) – Volume 31 Number 3- January 2016
variability and a proposal for action to be taken when
it is excessive.
Manufacturing can play and continues to play
anenormous role in modern civilization, as everything
from clothing to space craft and crude oil production
fall under the sector of business. The concept of
manufacturing stems from the idea of transforming
into useable products by society raw materials which
were either organic or inorganic[1]
II.
LITERATURE REVIEW
Toyota Production Systems (TPS) are acclaimed
globally as the pacesetters of “lean” concepts as it
performed remarkably producing a record of 991 %
documented in productivity [2]. Lean management
philosophy of production is believed to be pioneered
by engineers in Japanese industries. [3]and its origins
traced to the shop-floors of Japanese automotive
manufacturers with particular reference to the Toyota
Motor Corporation [4] [5] [6].
Ref [7]defined lean as the planned and systematic
waste removal by all of an organizations member from
its segments in the value stream. Lean is also
considered as a mechanism for cost-reduction[8] [9].
Nine variables according to[10]have been
identified of lean which are: continuous improvement,
zero defects, the elimination of wastes, pull of
materials, Just-in time deliveries, decentralization,
multi- functional teams, vertical information systems
and integration of functions.
Ref [11]assets that, because of the several lean
approach concepts, the real benefits for using the
philosophy becomes difficult.
However, the focus of the TPS on waste reduction
which included; the cellular production technique,
just-in-time, 5S, value stream mapping, Kanban (pull)
system, synchronous production techniques, pokayoke, kaizen[9][12] resulting in stock decrease, time
of execution; delivery performance increment; rational
use of available spaces; the optimum and efficient use
of resources and the overall improvement in quality
and productivity.
Some authors also argue that, to engage lean
concept and minimise inventory will require that
industries should control variability of supply, the
demand and the processing time[13] [14]
The method of thoroughly eliminating waste with
its resulting improvement in productivity is lean[5].
Anything that will increase the cost of a product
without adding to its value for the customer is termed
as waste[5]. Waste which is normally associated with
production may be grouped into seven categories[5].
Types of waste are: defective products, excess
inventory,
transportation,
overproduction,
unproductive movement, inadequate processes,
waiting. The unused human talent has recently been
added as the eighth type of waste[15]. A company
that engages in the effective use of human talent has
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the most potential of eliminating several other forms
of waste much easily [16].
Fig. 1 Waste Framework[17]
A. Defects
These results from in- process errors that may
require re-doing or declaring it as waste item.
B. Inventory
Unnecessary raw materials or excessive partly
finished goods can be taken as locking up capital.
C.Over-Production
Products which are not made for a particular
customer (or to order) or a product which is not
developed for a particular reason, or the entirety of the
process at the facility for which no value has been
added.
D. Motion
Unnecessary movement of people and data or
information on which the system operates can be
wasteful and hence must minimised since processing
cannot progress while products are in motion.
E. Over Processing
This occurs if the particular processing undertaken
on the product does not bring about value addition.
F. Waiting Time
Equipment, product, or people may wait because
an earlier process has to take place first; while this
happens value is not being added to the customer.
G. Movement
No value is added to a product which is in motion
but no processing is performed on it, hence several
movements to different locations should be avoided.
H. 5S Tool for Lean Production
The Toyota System is credited for the 5S program
and provides a number of benefits including; reducing
production and handling time, maintaining discipline
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International Journal of Engineering Trends and Technology (IJETT) – Volume 31 Number 3- January 2016
which will translate to costs which are lower and have
the following in- built structures.
Seiri (separate): being the first in the series of
eliminating all which are not needed in the completion
of the task.
Seiton (sort): this stage identifies the various elements
desired and processes involved so that there will be no
wasting of time.
Seiso (sweep): production scraps and everywhere
should be tidied while piles of refuse removed; that is
practice of good housekeeping must be upheld.
Seiketsu (standardize): maximum efficiency is
attained when processes are standardized through the
efficient organization of equipment and the working
environment.
Shisuke (sustain): this is the maintenance of good
hygiene and order on daily basis.
III.
PROGRESS ON DRINKING WATER AND
SANITATION 2012 UPDATE
According to MDG 7 “Ensuring environmental
sustainability”, over 2.3 billion more people have
gained access to an improved source of drinking water
since 1990, but 748 million people still draw their
water from an unimproved[2].
Further in the report is the accession that, the lack
of sanitation and improved water facilities is
predominantly a poverty- related and rural
phenomenon. In the rural areas, for every ten persons,
seven live without improved access to sanitation
facilities. Whilst in the urban areas, the rich have easy
access to pipe- borne water in their homes and toilets
connected to sewer systems. The poor very often
obtain water from vendors and share toilet facilities
(in the form of pit latrines or Kumasi Ventilated
Indirect Pit, KVIP).
In another development, it was discovered that
there has been a gradual and continuous increase in
piped drinking water with a significant number of
states in Africa, where it is predicted less than 75%
coverage of its inhabitants will have access to piped
water by 2020 [3].
According to the UN, the MDG goals and targets
come from the Millennium Declaration, signed by 189
countries, including 147 heads of State and
Governments, in September 2000. The goals and
targets are interrelated and should be seen as a whole.
They represent a partnership between the developed
countries and the developing countries “to create an
environment – at the national and global levels alike –
which is conducive to development and the
elimination of poverty”.
insanitary places like refuse dumps, gutters etc., and
the water is checked if the quality has been
compromised. Things normally looked for are;
turbidity, pH level, colour, general hardness, and
nitrate levels. This activity is carried out by the quality
control personnel and results compared with
WHO/FDB/GSB Permissible limits.
2. At the sand filtration stage, the water goes through
sand, stone and gravel arranged to entrap suspended
particles. After running for 8 hours, backwashing is
done to free the trapped particles.
3. Water then goes through the ultra violet (UV) filter
to kill all the bacterial or similar objects before going
to packaging machine which can take the form of form
filling machines 20 l bottle or 500 ml bottle.
4(a) the form-filling; the plastic sheet is prepared and
the temperature adequate for sealing the punches is
checked. The valve for regulating the flow is also
checked. Seat for the operator is adjusted and work
starts.
(b) If the process is that for bottle filling, the minor
conveyor is adjusted to allow the free flow of the
bottles. The rinsing is observed, filling and corking are
all monitored to ensure no waste develops. Then to
followed is the labelling and packing into cartons for
warehouse.
(c) If the setup concerns 20 L, then bottles are inserted
one after another, rinsing the interior is observed then
filling and corking .the labels are checked together
with the general outlook of the bottle and dispatched
to warehouse.
IV.
METHODOLOGY
The flow of water through the manufacturing plant
is as presented in Fig. 2.
1. Water is received from municipal source into the
withholding tank. But because of the longdistance it
has to travel through corroded pipes and along
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International Journal of Engineering Trends and Technology (IJETT) – Volume 31 Number 3- January 2016
Fig. 2 Flow of water through the bottling plant
In the sachet water business production peaks during
the months of October to April when the weather
becomes dry ad hot with city dwellers on foot needing
cool water to beat the heat. The lean season is from
May to August when the rains fall uncontrollably with
the weather becoming very wet and humid. The
season being considered is between the two extremes.
V.
TABLE 2
Plastic Material Usage for First and Second Quarter,
2015after application of lean management principles
Input
Output
Output
%
(kg)
after
before
change
LM
LM
(kg)
(kg)
First
Quarter
235,385
200,077
153,000
85
Second
Quarter
245,588
223,485
167,000
91
DATA COLLECTION
The plastic raw material is supplied in rolls of average
size up to 17 kilograms (kg). Every kilogram of the
plastic yields 420 pouches of 500 milliliters (ml),
implying that a standard 17 kg will produce 238 bags
of 30 pouches. This is the average rate per a form
filling machine. Normally, each machine will use 3
rolls of the 17 kg roll per shift per machine of eight (8)
hours. The company under review is an average size
one and has forty (40) machines running three (3)
shifts.
Below is a table of material usage: (first and second
quarter, 2015)
TABLE I
Plastic Material Usage for First and Second Quarter,
2014 before application of lean management
principles
Input (kg) Output (kg) Percentage
yield
First
235,385
153,000
65%
Quarter
Second
245,588
167,000
68%
Quarter
It is thought that productivity can be further increased
if prudent measures are taken to cut down on
unnecessary procedures that reduce waste drastically
calling for the introduction of the lean manufacturing
theory.
VI.
FINDINGS/ RESULTS
The table below shows the changes that have arisen as
a result of the implementation of prudent measures in
the manufacturing concern. The percentage increase
has shot up from 65% to 85% in the first quarter and
continues to improve in the second quarter. This
finding is also presented in a graphical format in
figure 3. There is huge reduction in waste even after
two quarters.
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Fig. 3Graph comparing input, output before and after
lean management application for both quarters.
VII.
CONCLUSIONS/
RECOMMENDATIONS
In Ghana, manufacturing constitutedalmost 6% of
its GDP in 2011while providing employment for
250,000 people and over in 2009[20].
This shows how the manufacturing sector is key to
Ghana’s growth economically given the immense
desireto diversify to other sectors from agriculture.
Even though, lately the contribution hasnot improved
significantly,the
believeis
to
implement
properinvestmentandpolicythat will energize the
manufacturingsector as the engine of economic
growth.
It will be realized that, Crystal Clear engaged in
only one form of the identified waste reduction, that is,
minimizing defects which resulted in the increase of
its output significantly to 91%, it stands to reason
therefore that, this philosophy either applied in
isolation or conjunction with other known quality
management techniques will go a long way decreasing
the wastes such as transport, motion, over- processing
etc. which will ultimately affect the overall
performance of the economy.
It is recommended that, manufacturing industries
will adopt the lean approach so that raw material
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International Journal of Engineering Trends and Technology (IJETT) – Volume 31 Number 3- January 2016
usage will reduce and improve profitability while
savings made can be used for expansion and make the
environment sustainable.
VIII.
REFERENCE
[1] Walter Johnson, "Types of manufacturing industries," Demand
Media Inc., 2015.
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[3] R.R. Inman, "Are you implementing a pull system by putting
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[4] S. Shingo, "Study of Toyota Production System from Industrial
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[6] Monden, Y. , Toyota Production System, 1st ed., , 1st ed.
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[7] J. and Jones, D. Womack, From lean production to the lean
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[8] Achanga, P., ""Critical success factors for lean implementation
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[11] S. K. Parker, "Longitudinal effects of lean production on
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[17] transformanceadvisors, Waste Framework.:
http://transformanceadvisors.com/portfolio-view/what-is-lean,
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[18] United Nations, "The Millenium Development Goals Report,"
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[19] WHO, 2009.
[20] Nexus Strategic Partnerships Limited, 2015 , Find Industry and
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http://www.commonwealthofnations.org/sectorsghana/business/industry_and_manufacturing/ , assessed on the
26th September, 2015.
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