Suitability and adaptability of Lean manufacturing in Indian pharmaceutical sector

3rd International Conference on Materials and Manufacturing Engineering 2018

Harikumar, Priya^1 ; Saleeshya, P.G.^2

Department of Electronics and Communication Engineering, Amrita School of Engineering, Amrita Vishwa Vidyapeetham, Coimbatore, India^1

Department of Mechanical Engineering, Amrita School of Engineering, Amrita Vishwa Vidyapeetham, Coimbatore, India^2

关键词: Analytic network process;    Discrete manufacturing;    Interpretive structural modelling (ISM);    Manufacturing companies;    Manufacturing concepts;    Manufacturing strategy;    Pharmaceutical sector;    Supplier qualification;   

Others  :  https://iopscience.iop.org/article/10.1088/1757-899X/390/1/012050/pdf
DOI  :  10.1088/1757-899X/390/1/012050

来源: IOP

【 摘 要 】

Today's manufacturing companies are measured by how fast they meet the customer and user requirements, how responsive they are to the changing market demands and how capable they are in producing good quality products and supply them at optimal cost. Lean manufacturing is a manufacturing concept which has demonstrated results of successful implementation especially in discrete manufacturing companies. This paper presents a case study of an Indian pharmaceutical firm to outline the scope of a successful lean based manufacturing strategy implementation in this sector. Analytic Network Process (ANP) is applied to measure and rate the present leanness of a pharmaceutical firm. A multi-level model along with the questionnaires developed by the authors was used for the initial assessment. The approach helped to assess the current leanness level. Since inhibitors for lean interventions were identified the authors studied them and established the correlation among different parameters using Interpretive structural modelling (ISM) approach. The model was also validated through MICMAC analysis. The results of ANP, ISM and MICMAC showed the root causes for the unsuccessful implementation of lean in the firm. They were the lack of a responsive supply chain and the excessive Quality regulations and enforcements by the Authorities. This study gives guidelines to companies planning for lean implementation to deploy methods to remove the inhibitors of lean at the initial stages. Identifying the barriers can guide managers in developing strategies to eliminate them at the inception. This paper recommends supplier qualification programmes which managers can use to get the suppliers be part of their extended lean family. Through this supplier's involvement can be improved with an aim of improving the product lead time.