Enhancing Productivity through Lean Manufacturing in the Automotive Components Industry: A Case Study in Line Balancing

This study explores the implementation of lean manufacturing principles, specifically focusing on line balancing, in an automotive components industry to address productivity challenges such as inventory management, scrap reduction, and lengthy die exchange times. By optimizing the assembly line, the study aimed to reduce manpower and improve efficiency. The methodology involved calculating process cycle times, identifying non-value-added activities, and using tools like the Standardized Work Combination Table (SWCT), Value Stream Mapping (VSM), and Single Minute Exchange of Die (SMED) to streamline operations. Key findings revealed that the number of operators required per part was significantly reduced, leading to a theoretical reduction of 18 operators per day. This optimization not only minimized cycle time variations and die changeover times but also enhanced overall production efficiency, resulting in annual cost savings of Rs 28,08,000. The analysis demonstrated substantial improvements in line efficiency by addressing bottlenecks, balancing workloads, and implementing lean tools such as 5S, Kaizen, and visual management. The introduction of a more balanced and efficient production process reduced non-value-added activities and idle times, with Line Efficiency (LBR) improving on balanced lines (e.g., CFT Outer U129: 73% to 93%) and Process Efficiency (PE) in the stores, line segment increasing from 37.89% to 65.45% (+72.7% relative), alongside a 60 minute reduction in stock staging time at the PC zone. The case study underscores the potential of lean methodologies to significantly enhance productivity, reduce costs, and improve resource utilization in medium-scale manufacturing industries. These findings provide a valuable framework for other industries facing similar challenges, highlighting the importance of continuous improvement and sustainability in maintaining a competitive edge. The novelty of this study lies in the empirical integration of lean tools to address specific constraints within a mid-scale automotive supply chain, resulting in quantifiable manpower savings and cost reduction.