Mukesh Singh Baghel Int. Journal of Engineering Research and Applications www.ijera.com ISSN : 2248-9622, Vol. 4, Issue 12( Part 6), December 2014, pp.163-171 www.ijera.com 163|Page Analysis The Leanness of The Supply Chain By Fuzzy QFD Mukesh Singh Baghel ,Pavan Agrawal Mechanical Engg.Deptt. Abstract The new systems of doing business in manufacturing have evolved in recent decades Lean production. Lean production can be traced to the 1960s in Japan, when Toyota Motors started innovating changes in mass production to deal with its domestic automotive market. The term “Lean production” was coined around 1989 with the popularity of the book, the machine that can change the world written by researchers at the Massachusetts Institute of Technology (MIT). The term itself was coined by researcher to describe the collection of efficiency improvements that Toyota motors undertook to service in Japanese automobile business after World War II. Because of its origins to Toyota Motors the same collection of improvements has also been called the “Toyota Production System”. I. Introduction Let us provide two definitions of lean production. Our first definition is a paraphrase of two of the authors of the machines that can change the world. Womack and Jones define Lean as doing “more and more with less and less - less human effort, less equipment, less time and less space while coming closer and closer to providing customers with exactly what they want”. The second definition is developed to introduce our discussion of the principles of Lean production. Lean production can be defined as an adaption of mass production in which workers and work cells are made more flexible and efficient by adopting methods that reduce wastes in all forms. The lean production is based on four principles:- 1. Minimise waste. 2. Perfect first time quality. 3. Flexible production line. 4. Continuous improvement. A lean supply chain can take reduce time by 10 to 40%, inventories by 10% to 30% and costs by 10% to 25%. Continuous improvements can take payback to the upper range-and beyond. II. Fuzzy Qfd In the present approach, QFD and HOQ principles are translated from the new product development field to that of the lean context.HOQ represents a practical tool that allows the direct assessment of the impact of LEs on LAs through relationships matrices. It also allows the identification of possible correlations between enablers. However, lean assessment is often dealt with through fuzzy logic because of the imprecise definition of lean indicators. Owing to the vagueness frequently represented in decision data, crisp values are inadequate for modelling real-life situations. As the functional relationships between LAs and LEs are typically imprecise or vague, it is difficult to identify them. Fuzzy logic permits consideration of the different meanings that may be given to the same linguistic expression . Thus, the major contribution of the fuzzy set theory is its ability to represent vague data. III. Methodology The framework for achieving a lean supply chain by Fuzzy- QFD comprises four main parts. It has a stepwise description as shown in Fig. 4.1 and below. The fuzzy HOQ whose specific structure is detailed in Fig. 4.2 is adopted here OBJECTIVE Identify CB Prioritize LAs by FQFD to obtain LAs priority weights (W i ) Determine the relationships between LAs and LEs and the correlation between LEs Calculate the relative importance (RI j ) and priority weights of LEs (W i ) by SFQFD Determine relationship and correlation ship between LAs and CB Identify LAs and LEs of the lean supply chain RESEARCH ARTICLE OPEN ACCESS