The concept of lean manufacturing was developed for maximizing the resource utilization through minimization of waste, afterward lean was formulated in response to the fluctuating and competitive business environment. Due to rapidly changing business environment the organizations are forced to face challenges and complexities. Any organization whether manufacturing or service oriented to survive may ultimately depend upon its ability to systematically and continuously answer these changes for enhancing the merchandise value. Therefore value adding process is necessary to achieve this perfection; hence implementing a lean manufacturing system is becoming a core competency for any type of organizations to sustain. The majority of the study focuses on single aspect of lean element, only only a few focuses on quite one aspect of lean elements, except for the successful implementation of lean the organisation had to focuses on all the aspects like Value Stream Mapping (VSM),Cellular Manufacturing (CM), U-line system, Line Balancing, internal control , Single Minute Exchange of Dies (SMED), Pull System, Kanban, Production Levelling etc., during this paper, an effort has been made to develop a lean route map for the organization to implement the lean manufacturing system. Analyses of the scouting results are summarized during this paper for instance the implementation sequence of lean elements in volatile business environment and therefore the finding of this review was synthesized to develop a unified theory for implementation of lean elements.


VSM, Cellular manufacturing, SMED, Pull system

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