implementation of lean manufacturing in automotive manufacturing plant [tel].
The challenge for managers to apply lean methods in product development is growing.
However, product development experts have found that many companies have misunderstood the huge differences in how these methods create value in different areas of manufacturing and product development.
These key misconceptions prevent companies from adopting lean methods in product development, and even lead some companies to completely ignore this important new opportunity to improve performance.
In this study, we discuss the successful lean production implementation experience of TEL located in central and western Chennai, Tamil Nadu, India.
Statement of questions the purpose of this study is to determine the senior business advisor for Turbo Energy Limited (TEL)
Lean production processes are being implemented based on a company based in Chennai.
Basic background of lean manufacturing process and consultant work execution process 
Will learn by collecting information from academic books, the internet and various academic journals.
The main purpose of this research project is to eliminate-value-
While increasing production and reducing costs, improve the profitability of the company.
Lean implementation always promotes changes in the organizational culture that exhibit the following features: * continuous improvement of the culture with a focus on identifying and eliminating waste throughout the production process;
* Employees involved in continuous improvement and issuessolving; * Operations-
Focus of activities and participation; * A metrics-
Driving operating environment with emphasis on fast performance feedback and leading indicators;
* Investment promotion enterprises in supply chain-
And * the whole system View and thinking of optimizing performance.
The lean approach is typically targeted at eight types of waste, which are listed in Table 1.
Interestingly, environmental management agencies often target \"waste\", such as non-
Product output and raw material waste are not explicitly included in the list of manufacturing waste that lean practitioners typically target.
Different ways to implement lean: organizations use many methods and tools to implement lean production systems.
Eight core lean tools are briefly presented below.
Rapid improvement process 2. 5S 3.
Total production and maintenance (TPM)4.
Part flow production system 5. Just-in-
Time production/Kanban 6. Six Sigma 7. Pre-
Production Plan (3P)8.
As a network of lean enterprise suppliers of all the above mentioned technologies, we have implemented 5S and honeycomb manufacturing in TEL.
Research procedure 5S is a system that reduces waste and optimizes productivity by maintaining an orderly workplace to achieve more consistent operational results .
It stems from the belief that in the daily work of the company, maintaining an organized and orderly daily work is essential to the smooth and efficient flow of activities.
The implementation of this method \"cleans up\" and basically organizes the workplace in its existing configuration, which is usually the starting point for shopping
Columns of 5S, sorting (Seiri), Set in order (Seiton), Shine (Seiso), Standardize (Seiketsu),and Sustain (Shitsuke)
Provide ways to organize, clean, develop and maintain a productive working environment.
5S encourage employees to improve the physical environment of their work and teach them to reduce waste, unplanned downtime and
Typical 5S implementation will result in a significant reduction in the space required for existing operations.
This will also result in the organization of tools and materials to the storage location of labels and color codes, as well as the \"suite\" that contains what is required to perform the task \".
5S provides the basis for other lean methods such as TPM, cellular manufacturing,in-
Time production and Six Sigma can be introduced effectively.
In the cellula manufacturing 
Production workstations and equipment are arranged in one product
Aligned sequences that support smooth flow of materials and components during production with minimal transport or delay.
The implementation of this lean approach typically represents the first major shift in production activities and Workshop configuration, and is a key enabler of increasing production speed and flexibility and reducing capital demand, in the form of inventory, facilities and large production equipment.
Figure a illustrates the production process in the traditional batch and queuing system where the process starts with a large number of units from the part supplier.
Parts pass through various functional departments in large \"batches\" until the assembled product is finally shipped to the customer.
Instead of processing multiple parts before sending them to the next machine or processing step (
Like a batch-and-queue, orlarge-lot production)
, Honeycomb manufacturing is designed to pass the product through the manufacturing process
One Piece at a rate determined according to customer needs (the pull). [
Figure A slightly]
Cellular manufacturing can also provide the company with flexibility to quickly \"convert\" different product types or functions on the production line according to specific customer needs.
This can eliminate the need for uncertain forecasts and the waste associated with unsuccessful forecasts.
Figure B shows the production of the productaligned, one-
Flow of pieces, pulling up the production mode. [
Figure B slightly]
Cell manufacturing methods include specific analytical techniques used to evaluate current operations and design new cells
Basic manufacturing layout for shortening cycle and conversion time.
In order to improve the productivity of cellular design, an organization must often use a small, mobile, flexible \"right\"
The size \"machine is well installed in cells.
When a loop is completed or a problem occurs, technical automatic control is usually required (or jidoka).
This shift typically shifts job duties from monitoring one machine to managing multiple machines in a production unit. While plant-
Floor workers may need to material or unload parts at the beginning or end of the process sequence, and they are often free to focus on implementing TPM and process improvements.
Using this technology, production capacity can be increased or decreased incrementally by adding or removing production units.
Data analysis the data collected during the research process is analyzed to determine the scale of potential profits by increasing production scale or at the same time reducing operating costs.
The data can be clearly displayed with the appropriate headings, which may be improved.
Qualitative data is analyzed by identifying and organizing qualitative responses that introduce unique concepts.
Results this chapter reports the data analysis results obtained by implementing 5S and cellular manufacturing.
Benefits gained by 5S * the movement of workers is reduced by maintaining [order]seiton]
* In order to avoid unnecessary parts such as other work items, waste materials, bolts and nuts being sorted out [seiri]
* In order to keep the workplace clean and tidy, avoid unnecessary accident cleaning on the [line]seiso]
* If a worker retreats from the dilemma when doing the job.
This must be avoided by standardizing the process.
So that he can motivate [effectively [Standardized]
* \"Prevention is better than treatment\" so that every worker can avoid the effects of danger.
Through discipline in the work area.
Every worker must be disciplined and punctual at work. [shitsuke]
From the data analysis, we find some defects in the existing process, suchpassing etc.
Back: When the part skips some machines, a bypass occurs when it moves towards the end of the line arrangement. BY-
Delivery: backtrack is the sequence of machines in which parts move from one machine to another in the flow
Line arrangement. [
Summary, problem recap and recommendation Introduction This chapter contains conclusions and suggestions drawn from all the information collected in the above sections.
Based on the findings, some conclusions were drawn and specific suggestions were made for each conclusion.
This chapter is divided into three sections :
Summary of learning situation; 
Conclusions based on the results of the study; and 
Suggestions for further study.
This section discusses several elements related to this study.
This section will restate the problem and review the methods and procedures used to collect all the information in this study.
Reaffirming that the purpose of the problem study is to determine how business consultants can develop an efficient organizational culture that can \"implement lean manufacturing\" for a long time.
This paper also focuses on how business consultants can implement organizational changes in the real business world, such as the \"lean manufacturing implementation process\", from the perspective of enterprise training \".
The purpose of this study is: 1.
Identify the benefits of learning how manufacturing should learn more about lean manufacturing processes that are not related to the size of the company. 2.
Method to determine redirect non
In order to improve production efficiency, value-added activities are transformed into value-added activities. 3.
Provide solutions for production processes, reduce costs, save working capital, and shorten customer lead times.
Based on a review of the literature and the findings of this study, the following suggestions were made for further investigation: * This study only deals with a small portion of the telephone.
As found in this study, lean manufacturing is feasible to improve the productivity and efficiency of the operational process, and it is recommended that lean manufacturing can be applied to every operational link in the organization.
* Research has shown that there are a number of successful approaches when management implements the lean manufacturing process into the organization.
* For future research and increasing data, researchers can distribute a survey to all future telecom customers.
Therefore, theresearcher and TEL will have a clear understanding of the benefits of hiring consultants to implement the lean manufacturing process.
* In the future, TEL can also introduce some other lean tools such as improvement, Kanban, Six Sigma to achieve higher efficiency. References 
Shahram Taj, lean manufacturing performance in China: Evaluation of 65 manufacturing plants, Journal of Manufacturing Technology Management19 No. 2, 2008, pp. 217-234. 
Lean metrics and manufacturing strategy, Journal of international operations and production management, Volume 2001, No. 1433, page-145. Clare L.
Comm, \"exploratory analysis of applying lean manufacturing to labor force --
Intensive industry in China, Asia Pacific Journal of Marketing and Logistics, Volume 2005, page 6380. 
Michael Robertson, Carol Jones, \"application of lean production and agile manufacturing concepts in a telecom environment\", s1/1, International Journal of agile management systems 14[+ or -]16. M. M. Ravikumar (1), K. Marimuthu (2)and D. Chandramohan (3)(1,3)Ph.
Research Scholar D, University of Coimbatore Anna (2)
Professor, Indian Institute of Technologyco.