LEAN MANUFACTURING IMPLEMENTATION USING VALUE STREAM MAPPING IN AN AUTOMOTIVE INDUSTRY. HARDIK B. PANDYA (Enrollment No: )

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1 LEAN MANUFACTURING IMPLEMENTATION USING VALUE STREAM MAPPING IN AN AUTOMOTIVE INDUSTRY By HARDIK B. PANDYA (Enrollment No: ) Guided by SAGAR I. SHAH ASSISTANT PROFESSOR M.Tech (Thermal Engineering) A Thesis is submitted to Gujarat Technological University in Partial Fulfilment of the Requirements for The Post Graduate Degree of Master of Engineering in Mechanical Engineering (Production) MAY 205 MECHANICAL ENGINEERING DEPARTMENT ATMIYA INSTITUTE OF TECHNOLOGY AND SCIENCE RAJKOT

2 CERTIFICATE This is to certify that research work embodied in this thesis entitled Lean Manufacturing Implementation Using Value Stream Mapping In An Automotive Industry was carried out by Mr. Hardik B. Pandya (Enrollment No: ) at Atmiya Institute of Technology and Science (003), Rajkot, Gujarat For partial fulfillment of Master of Engineering degree in Mechanical Engineering to be awarded by Gujarat Technological University. This Research work has been carried out under my supervision and is to the satisfaction of department. Date:- Place:- Signature and Name of Supervisor Signature and Name of H.O.D Mr. Sagar I. Shah Prof. P. S. Puranik Signature and Name of Principal Dr. G.D.Acharya Seal of Institute i

3 COMPLIANCE CERTIFICATE This is to certify that research work embodied in this thesis entitled Lean Manufacturing Implementation Using Value Stream Mapping In An Automotive Industry was carried out by Mr. Hardik B. Pandya (Enrollment No: ) at Atmiya Institute of Technology and Science, Rajkot, Gujarat (Institute code: 003) For partial fulfillment of Master of Engineering degree in Mechanical Engineering to be awarded by Gujarat Technological University. He has complied with the comments given by the Dissertation phase- as well as Mid Semester Thesis Reviewer to my satisfaction. Date:- Place:- Signature and Name of Student Signature and Name of Guide Mr. Hardik B. Pandya Mr. Sagar I. Shah ii

4 PAPER PUBLICATION CERTIFICATE This is to certify that research work embodied in this thesis entitled Lean Manufacturing Implementation Using Value Stream Mapping In An Automotive Industry carried out by Mr. Hardik B. Pandya (Enrollment No ) at Atmiya Institute of technology and science (003) for partial fulfillments of Master of Engineering degree to be awarded by Gujarat Technological University, has published/accepted article entitled Lean Manufacturing Implementation Using Value Stream Mapping In An Automotive Industry for publication by International Journal of Advance Engineering and Research Development in Volume 2, Issue 5 during May-205. Date: Place: Signature and Name of Student Signature and Name of Guide Mr. Hardik B. Pandya Mr. Sagar I. Shah Signature and Name of Principal Dr. G.D.Acharya Seal of Institute iii

5 THESIS APPROVAL CERTIFICATE This is to certify that research work embodied in this thesis entitled Lean Manufacturing Implementation Using Value Stream Mapping In An Automotive Industry was carried out by Mr. Hardik B. Pandya (Enrollment No: ) at Atmiya Institute of Technology and Science, Rajkot, Gujarat (Institute Code: 003) is approved for award of the degree of Master of Engineering in Mechanical Engineering by Gujarat Technological University (GTU). Date:- Place:- Examiners Sign and Name:... ( ) ( ) iv

6 DECLARATION OF ORIGINALITY We hereby certify that we are the sole author of this thesis and that neither any part of this thesis nor the whole of the thesis has been submitted for a degree to any other University or Institution. We certify that, to the best of our knowledge, our thesis neither infringes upon anyone neither s copyright nor violate any proprietary rights, any ideas, techniques, quotations, or any other material from the work of other people is included in my thesis, published or otherwise, are fully acknowledged in accordance with the standard referencing practices. Furthermore, to the extent that I have included copyrighted material that surpasses the bounds of fair dealing within the meaning of the Indian Copyright Act, We certify that we have obtained a written permission from the copyright owner(s) to include such material(s) in our thesis and have included copies of such copyright clearances to my appendix. We declare that this is a true copy of my thesis, including any final revisions, as approved by my thesis review committee. Date: Place: Signature of Student: - Name of Student: Hardik B. Pandya Signature of Guide:- Name of Guide: Mr. S. I. Shah Enrollment No: Institute Code: 003 v

7 ACKNOWLEDGEMENT This research work would not have been possible without the kind support of many people. I take this opportunity to acknowledge that who has been great sense of support and inspiration thought the research work successful. There are lots of people who inspired me and helped, worked for me in every possible way to provide the details about various related topics thus making research and report work success. My first gratitude goes to our Head of the Mechanical Department Prof. P. S. Puranik, for his guidance, encouragement and support during my semester. Despite his busy schedule, he is always available to give me advice, support and guidance during the entire period of my semester. His insight and creative ideas are always the inspiration for me during the research. I am very grateful to Mr. S. I. Shah for all their diligence, guidance, encouragement and help throughout the period of research, which have enabled me to complete the research work in time. Their constant inspiration and encouragement along with their valuable guidance has been instrumental in the successful completion of this project. They are always been willingly present whenever I needed the slightest support from them. I also thank him for the time that they spared for me, from their extreme busy schedule. I am very grateful to Mr. Jignesh Talsaniya for provide a good plat form in his industry for doing this kind of research work and allowed to use his industrial resource to perform the dissertation work. Last, but not the least my special thanks go to our institute, Atmiya Institute of Technology and Science, for giving me this opportunity to work in the great environment. Special thanks to my friends who are help me in work. Hardik B. Pandya ( ) vi

8 CONTENTS Certificate i Compliance certificate ii Paper publication Certificate iii Thesis Approval Certificate iv Declaration of Originality v Acknowledgement vi Contents vii List of Figures ix List of Tables x Abstract xi Chapter : Introduction -7.. Introduction.2. objectives of lean manufacturing.3. key principles of lean manufacturing 2.4. lean manufacturing concepts 3.4. Value Creation and Waste Main Kinds of Waste 4.5. strategies of implementation of lean manufacturing 5.6. outline of study 6.7 Organization of the thesis 6 Chapter : 2 Literature Review 8-29 Chapter : 3 Problem definition Brief description of the industrial unit Objective of work 32 Chapter : 4 Methodology Choosing product or product family study of manufacturing methods and sequence of operations Sequence of operation of crankshaft Data collection by time and motion study 35 vii

9 4.3. Flow process chart Procedure of flow process chart Process chart symbol Study of current layout of company Introduction to value stream mapping Terminologies used for Value stream map Symbol used for Value stream map Methodology used for value stream map Current Process value stream map Identification of wastes Waste reduction for future state map Continous improvement (KAIZEN) Future process value stream map 62 Chapter : 5 Results and Discussion 63 Chapter : 6 Conclusion 64 Future scope 65 References 66 Appendix A 68 Appendix B 74 Appendix C 75 Appendix D 76 viii

10 LIST OF FIGURES Figure No Figure Description Page No Fig. 2. Five Inter-reliant Principles of Lean Manufacturing Fig. 4. Methodology of Lean manufacturing Implementation 33 Fig. 4.2 Crank shaft 34 Fig. 4.3 Digital Stop watch 35 Fig. 4.4 Original plant lay out 4 Fig. 4.5 Flow of crank shaft in original lay out 42 Fig. 4.6 Value stream map symbol 46 `Fig. 4.7 Value stream map for current state 48 Fig. 4.8 Suggested lay out 52 Fig. 4.9 Flow of product in suggested lay out 53 Fig.4.0 Kaizen types 54 Fig4. Reduce Rework 57 Fig4.2 Clamping arrangement 58 Fig4.3 Floater valve 59 Fig4.4 Tail stock 60 Fig4.5 Interlock arrangement 6 Fig4.6 Value stream map with improvement 62 ix

11 LIST OF TABLES Table no. Table description Page number Table. Activity percentage 4 Table 3. Company profile 3 Table 4. Time study sheet 36 Table 4.2 Flow process chart for current layout 39 Table 4.3 Flow process chart for suggested layout 50 Table 4.4 Opportunities for improvement 53 Table 4.5 Optimize parameters 56 Table 5. Comparison table 63 x

12 Lean Manufacturing Implementation Using Value Stream Mapping In an Automotive Industry Submitted By Pandya Hardik B Supervised By Asst. Prof. S. I. Shah ABSTRACT Lean manufacturing is very wide concept. Lean manufacturing it means manufacturing without wastes. Lean manufacturing is very helpful concept for every type of industries. Lean manufacturing concept is highly responsive for customer demand. Lean manufacturing reduce all types of wastes occur in the company. Now a day there is cut throat competition in the market. Every company wants to survive its product in this cut throat market. So various companies are adopt concept of lean manufacturing for its organization. Lean manufacturing involve all employees start from higher level to lower level employees. Aim of the work is to implement lean manufacturing using tools of lean manufacturing. The study is for automobile industry which produces automobile parts. We choose crankshaft for our study. Data is collected by time study. Then we study current layout of company. We generate process value stream map for current state of company. By value stream map we easily find out wastes occur in the company. After identifying wastes we use continous improvement for wastes elimination. Because of wastes single piece flow is not possible. So we suggest U shape layout for the company. By using continous improvement wastes occur in the processes are reduce. Then we generated future level process value stream map with improvement and wastes elimination. After that comparison of current state with future state. Hence by apply lean with its tools transportation waste, breakdown, high cycle time, lead time etc are reduce and single piece flow of product established. xi

13 CHAPTER: - INTRODUCTION. INTRODUCTION Lean manufacturing is very useful manufacturing system for every industry. Lean manufacturing concept helps for waste reduction. Lean manufacturing concept is used in industry like processing, manufacturing, production, etc. Lean manufacturing is very important especially for automobile industry. Lean manufacturing is very helpful to reduce wastes like overproduction, over processing, defects, rework, and transportation. Lean works with fulfill customer requirements. Lean manufacturing include various tools like kaizen, kanban, value stream map, single point exchange die, 5s housekeeping, total productive maintenance, overall effective efficiency, etc. These tools are very helpful to reduce wastes. Thus lean produce product with minimum wastes..2 OBJECTIVES OF LEAN MANUFACTURING Lean manufacturing is bundle of various methodologies and various tools. Lean aim is to reduce all types of waste and construct process defect free and waste free. The main objectives of lean manufacturing are reduce cycle time, lead time, inventory, and transportation, defects etc. Defects and wastage Lean manufacturing is helps to reduce defects in product and generate defect free product. It also reduces extra use of raw materials, and hence reduces scrap. By lean we produce products which are requirements of all the customers. Lean concept is preferable for reducing defects and wastage. Cycle Times Lean have aim of reducing cycle time as well as process lead time. Lean reduces waiting at process level. It also reduces process setup time and reduces changeover time of product. Inventory levels More inventories is waste which occur in the every industry. Lean tools which are very helpful to reduce inventory level like KANBAN, Supermarket, etc. Page

14 Lean also reduces work in process at production stage. Labor productivity Lean also concern with the labor productivity. Lean reduces all types of wastes so it reduces needless task and needless motions, so worker focuses only that tasks which are helpful to increase productivity. Hence working productivity of labor is increase. Utilization of equipment and space Lean tool very helpful to utilize space by providing particular place for it. Aim of lean manufacturing is to more production with the help of current equipment and machine. Hence breakdowns are reducing. Flexibility Lean is flexible towards any type of production system like small, medium and large. Lean produce product in very wide variety with reduce changeover time of product Output Using lean company reduce inventory, transportation, defects, rework etc. So company increase output with its own equipments and machines Lean production is very helpful to reduce various costs like, cost of rework, cost of rejection, cost of breakdowns, etc. Aim of the lean manufacturing is to get more output with minimum input. By reducing time, reducing space, reducing labor effort, reducing machinery, and reducing costs. Hence lean produce defect free products which are requirement of the customer. When automobile company implemented lean manufacturing, they observed various improvements at various levels of company. In their medium sized production system they noticed following improvement Space utilization Defect free product Processing time or cycle time is reduced Production lead time is also reduced..3 KEY PRINCIPLES OF LEAN MANUFACTURING Important principles of lean manufacturing can derived as follows: a) Recognition of waste Recognition of waste is very important step of lean manufacturing. Process or wastes which are not adding value in the final product it known as non value added activity. By causes of these activities waste is increase so Page 2

15 identifying these types of wastes or activities and try to eliminate it. For e.g. transportation waste occur due to improper movement of product. b) Standard processes - Lean is very wide concept so it covered very deeply guide line of production process. Lean manufacturing prepare standard process which is followed by all the workers in industry. By using this standard process dissimilarities in worker s work are reduce and product produce with standard process. c) Continuous flow Aim of the every industry is continous flow of product without waste. By using lean concept they eliminate waiting time, rework, defects, etc. By eliminate these all obstacles cycle time of product mainly reduce so productivity improve and continous flow of product is established. d) Pull-production Pull production is important principle of the lean manufacturing. Pull production famous as Just in Time production. In this concept what is customer want, when customer want this type of phenomena is used. It helps to reduce inventory. Previous machine produce those products which are require to next machine. e) Quality at the Source Lean reduce defects and aim of the lean is to generate defect free product. Inspection done as a part of process not for quality related problems. f) Continuous improvement Continous improvement is tool of lean manufacturing. It tries to remove wastes at every level of company. It improve process by eliminate process waste. It requires involvement of every level people..4 LEAN MANUFACTURING CONCEPTS.4. Value Creation and Waste Lean manufacturing is very wide concept so lean manufacturing covered supplier as well as customer of the company. Product value it means requirements of the customer and for what customer pay to company. Lean divided operation in to main three categories helpful or value added activity, not helpful or non value added activity and necessary not helpful or non value added activity. Value added activities are there which add value in the final product. Non value added activities are there which not add value in the final product. Necessary non value added activities are not avoid by company. The things & activities which not add value to final product known as a waste. The activity which Page 3

16 increase needless time, cost and labor effort known as non value added activity. When inspection of product done for checking quality of product it also known as waste. But when it is done for part of production process is not considered as waste. When research done in lean enterprise for particular manufacturing company. They bring out results in form of activity percentage. Percentage of activities which are done in company as follow Table. Activity percentage Helpful or Value added activity 5% Not helpful or Non value added activity 60% Necessary not helpful or non value added activity 35% Total activity 00%.4.2 Main Kinds of Waste Main seven types of waste occur in the company are reduce by using concept of lean manufacturing. a) Over production Product produce too early or before time. So information flow is not good and more inventory b) Defects Defects in products generated because of improper process. So by these defects more scrap, rework, rejection are generated. Delivery to customer is late. c) Unnecessary inventory More inventories and high rates are generated due to more storage and waiting for information or work piece. d) Inappropriate processing Processing waste is occurring due to improper setup. Lack of knowledge about the process. Sometime easy way of process is more preferable e) Excessive transportation More movement of product or material, more movement of human causes waste of time and value. f) Waiting Because Laziness of people, improper information flow causes poor flow of product and more lead times. g) Unnecessary motion Because of a improper workplace layout more motion of product or unnecessary movement is generated. Page 4

17 .5 STRATEGIES OF IMPLEMENTATION OF LEAN MANUFACTURING a) Management commitment Lean manufacturing is related with the improvement at every level of a company. This improvement needs support of management. Sometime for waste reduction there is requirement of capital investment. This thing is not possible without involvement of management. So lean contribute towards the waste reduction and every people of company start from higher level to lower level employee should take part in it. b) Beginning with a Fractional Implementation of Lean Lean manufacturing is very wide concept so implementation of lean manufacturing in first time is not possible. So we first implement partial lean manufacturing implementation. Then we go through whole implement of lean manufacturing. Company not implement whole lean manufacturing concept. Some companies only use lean programs for waste reduction. Some companies use aspects of lean manufacturing and some company use more aspects of lean manufacturing. Mapping and visualize machine capacity and output. More summarized production processes. Apply 5s for production system. Study production layout. c) Beginning with little Lean is very wide concept so fully implementation of lean is not possible. So company apply to lean with its operation and some processes. Company select pull system for reduce inventories from push system. For example company reduce cutting time by optimize machining parameters. Various operating speed and various feed selecting by trial and error method. Hence cutting time of process is reduce and cycle time is reduce so productivity per piece is improve d) Use of lean coordinate Lean manufacturing is implement manufacturing system. Lean manufacturing expert or lean coordinate help to implement using expert opinion lean manufacturing in the company. Take benefits of lean coordinator who have experience in this field. By using expert opinion we have done improvement in various processes. And finally wastes are reduced. e) Develop a map Every company who want to implement lean manufacturing prepare Page 5

18 plan before implementation of lean. List out problems which are obstacles for lean implementation. By this plan we show problems and find processes that require improvements and waste reduction..6 OUT LINE OF STUDY This study is related to manufacturer of automobile parts like crankshaft, camshaft, connecting rod etc. We selected crankshaft section for implementation of lean manufacturing concept. Readymade castings from supplier are received and various machining operation done on it. First we select crankshaft section for lean implementation. Study of manufacturing methods and sequence of operation. Data collection by time study and motion study and study of current layout of company. Construction of current level process value stream map for company. After draw value stream map and identifying wastes from it. Then looking out methods to reducing wastes. And after find methods apply to process for reducing wastes. Now construction of future level process value stream map and compare current state and future state..7 ORGANIZATION OF THE THESIS The thesis has covered six chapters. Detailed information of these six chapter are described as follows. Chapter gives introduction of lean and purpose of lean. Chapter focuses on main principles of lean manufacturing, and concept of lean. Chapter also includes the strategies of implementation of lean. Chapter 2 covers literature for related study. Literature review is divided into following Class.. Five inter-reliant principles of Lean. 2. Position of lean implementation in different program of industry and benefits of lean 3. Approaches adopted for realization of lean. 4. Position of various utensils and techniques of lean. Chapter 3 covers problem definition and description of Industrial unit Page 6

19 Chapter 4 covers main part of project, with whole methodology. Data collected by time and motion study. Study of current layout of company. Construction of process value stream map and identify waste. Wastes reduction in some processes. Generate Future process value stream map with improvement and waste reduction. Chapter 5 covers results and discussion. Chapter 6 Covers Conclusion and future scope. Page 7

20 CHAPTER: - 2 LITERATURE REVIEW 2. INTRODUCTION Lean manufacturing is very wide concept, so lean covered various aspects. So this literature is based on various aspects of lean. Literature covered how lean beneficial to Indian industry and benefits of lean for industry. It also covers information about various lean tools, approaches which are very helpful to implement lean. This all things are covered in this literature. 2.2 CLASSIFICATION OF LITERATURE The literature has been classified as follow: Five inter-reliant principles of lean. Position of lean implementation in different program of industry and benefits of lean. 2.2 Approaches adopted for realization of lean. Position of various utensils and techniques of lean. LEAN MANUFACTURING PRINCIPLE AND TECHNIQUES The five inter-reliant principles of Lean are as follow:. Value Definition: Lean manufacturing is concern with the value of product. Every customer needs product value because every customer pays for it. Value always specify with customer point of view like cost, variety, dispatch, time, quality, etc. Quality function deployment is important tool to define value with customer point of view. Hence value is important. Page 8

21 2. Value Stream Analysis: Value stream analysis is most important tool of lean manufacturing. In value stream map more paper pencil work is require. Value stream map give all information about all processes of industry. Value stream map give information about process flow. Value stream map also give information about material flow. Value stream map give information about information flow. This information is in form of electronic or manually. Value stream map having various variety. So value stream map have main three types ) Process value stream map 2) Factory door to door value stream map 3) Extended value stream map. Process value stream map concern with the process in industry. This type is related with only specific industrial process. Factory door to door value stream map is concern with all industrial process as well as customer and supplier. IT gives information about supplier and customer. Extended value stream map is very wide so it related with one company to another company including all suppliers and all customers. Value stream mapping start from first process to last process. It gives all information about process. Value stream map included various terminologies like Takt time, cycle time, changeover time, uptime, down time etc. By value stream map noticed wastes occur in various processes. So value stream map is a tool which is helpful to identify waste and reduce waste. Then apply tool by which wastes like more lead times, high cycle time, transportation time are reduced. After reducing waste generate future level value stream map with improvement and waste elimination. 3. Flow: Flow of product is very important while we implement lean manufacturing. By using single piece flow we reduce non value added activities. By using this concept product flow generated from current operation to next operation. By using single piece flow we increase more use of source, Reduced lead times and information sharing between two workstation. Single minute exchange die (SMED) is very helpful tool for this concept. It generates single piece flow by reducing wastes. Single minute exchange die is related with changeover times. It helps to reduce changeover times. Aim of the single minute exchange die is to generate product without slowing output. It related and concern with reduced changeover times. Page 9

22 4. JIT/Pull: JIT means Just-In-Time. Just in time is very helpful and important tool of lean manufacturing. Just in time reduce or eliminate source of waste. Just in time produce right product, right part, in right place and right time. These wastes are mainly work in process, defects, low level arrangement of parts etc. By using just in time we reduce lead time because it produce right product at right time. Just in time helps to keep all processes with each other. Inventory of the system is categorized by pull and push. Aim of the pull and push system is to produce product related to customer requirements. Difference pull and push is how it handled customer requirements. Just in time system also allows some changes in process and produce right product, in right quantities and in right time. Just in time also contribute in important activities like purchasing shelling etc. Just in time having three main approaches like Just in purchasing, Just in delivery and Just in production. Pull system is concern with the kanban system. Only produce product which are requirements of customer. It also shows when it is require and by which quantities it require. Just in time is a tool which flexible for all types of manufacturing system like batch size, medium sized and large size manufacturing system. Just in time is highly responsiveness with customer requirements. Pull system kanban having various types like production kanban, withdrawal kanban etc. When product is go from current process to next process kanban card is require. Kanban card included various parameters which are very helpful to control inventories. Just in time controls inventories levels as well as work in process. So work in process is reduced between two processes. Just in time mainly concern only high inventory levels and work in process. In short we say that produce product which are requirement of the entire customer. 5. Perfection: Perfection is requirement in all process while implement lean manufacturing. Above all principle having need of perfection while it in action. Various quality tools are available like quality circles, six sigma, total productive maintenance, etc. By perfection reduce all types of waste and production is increase. Page 0

23 Value definition Just in time Perfection Value stream analysis Flow Fig. 2. Five Inter-reliant Principles of Lean 2.4 POSITION OF LEAN IMPLEMENTATION IN DIFFERENT PROGRAM OF INDUSTRY AND BENEFITS OF LEAN Manufacturing system is changed if industry is changed. Different Different industry having various manufacturing system. Mainly manufacturing industry has two main types ) separate manufacturing system 2) Continous manufacturing system. In separate manufacturing system different parts are generated like crank shaft, engine, tea maker refrigerator etc. Continous manufacturing has continous flow of product. Continous manufacturing system produce that is not count in number. Examples of continous manufacturing systems are cement industry, textile industry, ceramic industry, glass industry, etc. There are mainly three types of manufacturing system based on production. ) Small sized production system 2) Medium sized production 3) Large sized production system. In small sized industry variety is more and volume of the product is less. Different Different machines are used to produce various parts. For this type of production system skilled worker is required. Variety of product is large so experienced workers are required for this system. Number of products is no more so volume of product is low Page

24 compare to another system. In batch sized production system volume and variety of product is mainly same. For this type of production general purpose machines are required for production system. There are requirement of skilled and experience worker. Requirement is less than small sized production system. In large sized production variety of product is very less and volume of product is high. In the mass production system there is produced product in very large scale. Special purpose machines are required for generate mass production in company 2.4. Application of Lean in Discrete Industry Lean manufacturing is very wide concept and it used in every type of industry like separate system and continous system. Toyota Company of Japan first implements lean in its company. So we show that lean is very beneficial to automotive industry. Every automotive industry wants to apply lean manufacturing in its own company. Automobile industry that produce cars, bikes, etc. They requirement of more number of parts. So lean is applicable to different levels of company like assembly level, production level, dispatch level etc. car production included large numbers of small and big parts. When Toyota gets success in implement of lean that many separate industries where try to implement lean manufacturing in its own industry. Lean very helpful at various level of company like manufacturing level, assembly level, dispatch level etc. Lean have various tools and techniques which are helpful to implement lean in separate industry. Lean also included furniture, Appearance, communication device etc. Lean also implement in scooters manufacturing company, ceramic industry, cement industry, glass industry etc. In past time there is survey done on lean implementation that how tools and techniques of lean manufacturing are works. Telephonic communication is requiring for lean implementation. From survey of mails of various companies we know about information of lean implementation. Some companies say that use of maintenance and get easy and fast output as a product. Another company says that we use continous improvement to implement lean Page 2

25 manufacturing. Other companies say that we make cell for operation and increase in output of product. Different Different Company use various tools and techniques as per requirements. Company used various tools like kaizen, 5s, kanban, total productive maintenance, overall equipment efficiency, single minute exchange die, etc. Just in time is very helpful and important to separate industry like automobile industry. Just in time is a tool which helpful to customer level as well as supplier level. Just in time produce product at right time, right place, and right numbers. Continous improvement is also very helpful and important tool of lean manufacturing. In continous improvement, improvement possible at every level and for every process. First find that why continous flow of product is not possible. These obstacles are known as wastes. These all wastes are reducing by providing wastes reduction techniques. Hence wastes are occur in processes reduce and continous flow of product is generated. Value stream map is very useful tool for implement lean in separate industry. Value stream map gives information process flow. It also gives information about material flow. In value stream map information flow is very important. Information is in form of electronic or manually. Value stream map identify wastes which are occur in the company Continuous Process Industry and Lean Lean manufacturing get success in the separate industry like automobile industry. Lean manufacturing is very helpful to implement at assembly level in automobile industry, electronic industry, etc are implement lean successful. Now we implement lean manufacturing in continous process industry. In continous process industry volume of product is high and variety of product is less. So special purpose machine is used for continous process industry. Highly skilled worker is not requiring for produce high volume product. Machine used which produce number of products in less time. Process of continous process industry is critical so improvement in process level is difficult. Managers not information how lean implements in continous process industry. By improper process lot size is difficult to reduce. Page 3

26 Continous process run continuously so time required to perform the process is high. Shut down of the machine is very high rated process. Just in time is tool which is very helpful to separate industry as well as continous process industry. The continous process produce product which not counts in numbers but feasible in lot size. Difference between separate industry and continous process industry is that continous operation in process. Shut down in continous process industry is more difficult and produce different parts in separate industry is more difficult. For separate industry tools like kaizen, kanban, value stream mapping, etc are very useful. For continous process industry quality tools like quality circles, six sigma, Preventive maintenance etc are very helpful. Quality circle is a group of members which are work together for improvement in quality. Quality circle only focuses that how quality of product is increase. Six sigma is also quality tool of lean manufacturing. There are various method provided in six sigma like Taguchi method. Six sigma also work related to quality. Maintenance tool TPM is very helpful and important of continous process industry. Machines are used in this type of industry are very large. So maintenance of these machines are required to reduce breakdowns. Effectiveness of machines is also important for continous process industry. Efficiency of machine is high so productivity of machine is high. Overall equipment efficiency is most important tool related to machines and equipments. Availability, performance, quality are require for OEE. 2.5 APPROACHES ADOPTED FOR RELIZATION OF LEAN Fruitful implementation of lean is dependent on characteristics of the company. Not every industry using same tools and techniques for lean implementation. There are mainly three approaches using for lean implementation. ) Union of worker 2) Age of plant 3) Size of plant. These three phenomena are very helpful to lean manufacturing implementation. Implementation of lean in every industry is dependent on different characteristics of company. Every industry has different-different characteristics. Through these characteristics organization converts in to lean organization. Page 4

27 2.5. Union of workers Lean implementation is not easy task. Using lean concept we avoid changes in organization, worker s facilities etc. Union of worker is very important for lean implementation. Coordination of all workers and employees is requiring for lean implementation. Every process is related with the worker because process mainly performs by the workers. Union of workers play important role in lean implementation. So support of union is must be require for lean Plant age Age of plant is affect to implementation. Because plant age is more important approach to implement lean manufacturing. If plant is older than it use older method, older equipment, older machines, older employee, etc. So implementation of lean manufacturing in this type of plant is difficult. So older plant requires some change to implementation of lean manufacturing. Older plant is not preferable for implementation of lean manufacturing. New plant using new method, new machines, new equipment, etc. So lean implementation is preferable in new plant Plant size Size of plant is also very important approach to implementation of lean manufacturing. In large scale industry management work, process work, production work is more complex. In large scale production system lean sometime focused negatively. Changes are require in large scale production system for implementation of lean manufacturing. Changes in the large scale production system are very difficult. Any changes in large scale production system affect the final product. Page 5

28 2.6 STATUS OF VARIOUS TOOLS AND TECHNIQUES OF LEAN MANUFACTURING 2.6. Cellular Manufacturing (CM) Cellular manufacturing is a phenomenon of the lean manufacturing. By using cellular manufacturing system we reduce various wastes occur in the company. There are number of machines and equipments are used in company. That all machines and equipments arrange by way that reduce wastes. By using cellular manufacturing we generate continous flow of product. Products go through one machine to another machine easily. By cellular manufacturing cell is generated to perform particular operation. Various company implement cellular manufacturing in its company and it find that increase in productivity, improvement in quality, reduce lead time etc. Cellular manufacturing is producing various cells. Same operation of company is covered in one cell. By using cellular manufacturing we utilize the space of the company. In cellular manufacturing multiple operations covered together. So effort given by worker is also reduced. Cellular manufacturing works with aim of all type of wastes reduction. Cellular manufacturing get benefits of space, similar process, workers effort etc. With the help of cellular manufacturing easily wastes are reduced with high quality and reduced defects. Layout is generally in U shape Continuous Improvements Continuous improvement is another fundamental principle of lean manufacturing. Kaizen, which is the Japanese word for a continuous endeavor for perfection, has become popular in the west as a paramount concept behind good management. Kaizen is a systematic approach to gradual, orderly, continuous improvement. In manufacturing settings improvements can take place in many forms such as reduction of inventory, and reduction of defective parts. One of the most effective tools of continuous improvement is 5S, which is the basis for an effective lean company. 5S is a first, modular step towards Page 6

29 serious waste reduction. 5S consists of the Japanese words Seiri (Straighten), Seiso (Sweep and Clean), (Sort), Seiton Seiketsu (Systemize), and Shitsuke (Standardize). The underlying concept behind 5S is to look for waste and then to try to eliminate it. Waste could be in the form of scrap defects, excess raw material unneeded items, old brokendefects, excess raw material unneeded items, old broken tools, and obsolete jigs The first S, Seiri, deals with moving those items that are not currently being used on a continuous basis (e.g., items that will not be used for the next month or so) away from those that are. Moving those items and tossing away needless items will make material flow smoothly, and workers move and work easily [Feld, (2000)]. Seiton has to do with having the right items in the right area. Items that do not belong to a given area must not be in that area. For a given workplace area tools must be marked and arranged as belonging in that area. This will make it easier to move those items that are not labeled from that area. Arranging items in the right place will make tools, jigs, fixtures, and resources noticeable, detectable, and easy to use [Feld, (2000)]. Seiso deals with cleaning and sweeping the work place methodically. The workplace should look neat and clean and ready to use for the next shift. The work place should be maintained on a regular basis (e.g., daily). All tools and items should be in the right place and nothing should be missing. A well-maintained workplace creates a healthy environment to work with [Feld, (2000)]. Seiketsu is maintaining a high standard of housekeeping and workplace arrangement. A regular audit should be run and scores should be assigned for areas of responsibilities. If every area has people assigned to it then everyone has responsibility to maintain a high standard of housekeeping and cleaning [Feld, (2000)]. Shitsuke is management's accountability to train people to follow housekeeping rules. Management should implement the housekeeping rules in a practiced fashion so that their people can buy into it. Management should walk the shop floor, explain what they want from people, reward those who follow and instruct those who do not [Feld, (2000)].Taken together, 5S means good housekeeping and better workplace organization. Kaizen tools such as 5S are not only a means to increase profitability of a firm but also allow companies to reveal potential strengths. Page 7

30 2.6.3 Just - In-Time Closely associated with lean manufacturing is the principle of just-in-time, since it is a management idea that attempts to eliminate sources of manufacturing waste by producing the right part in the right place at the right time. This addresses waste such as work-inprocess material, defects, and poor scheduling of parts delivered (Nahmias, 997). JIT can be considered as a method whereby the production lead time is shortened by having all the processes produce the necessary parts at the needed time and have on hand only the minimum stock necessary to hold the processes together [Aytac, (2003)]. Inventory and material flow systems are typically classified as either push (traditional) or pull systems. Customer demand is the driving force behind both systems; the major difference is in how each system handles customer demand. Just-in-time is a tool that enables the internal process of a company to adapt to sudden changes in the demand pattern by producing the right product at the right time, and in the right quantities [Monden, (998)]. Moreover, just-in-time is a critical tool to manage the external activities of a company such as purchasing and distribution. It can be thought of as consisting of three Elements: JIT production, JIT distribution, and JIT purchasing. More details are given for each in the following SECTION: - Just-In-Time Production Lean manufacturing is about eliminating waste wherever it is. One of the most important steps in the implementation of lean manufacturing is JIT. [Monden, (998)] and [Levy, (997)] both agree that JIT production is the backbone of lean manufacturing. Just-intime production is about not having more raw materials, Working process or products than what are required for smooth operation. JIT production is accomplished by a pull system instead of a push system, which is used in traditional production system. In traditional manufacturing system; the production schedule of the final product is exploded to determine the requirement of all subassemblies and parts that make up the final product. [Aytac, (2003)].The process goes on as each process pulls the needed parts Page 8

31 from the preceding process further up stream. The whole process is coordinated through the use of a Kanban system. Shipments under JIT are in small, frequent lots. A Kanban is used to manage these shipments. Kanban is an information system that is used to control the number of parts to be produced in every process [Monden, (998)]. The most common types of Kanban are the withdrawal Kanban, which specify the quantity that the succeeding process should pull from the preceding process, and the production kanban, which specifies the quantity to be produced by the preceding process [Monden, (998)]. The withdrawal Kanban shows the parts, the subsequent machining process requests from the preceding process. A supplier kanban is another type of kanban that is used between the supplier and the manufacturer under JIT. Lean manufacturing requires quick deliveries and in order to achieve this, many manufacturers require their suppliers to deliver items just in time. In order to achieve JlT delivery, suppliers have to adjust from the traditional run sizes to smaller lot sizes. The supplier kanbans circulate between the manufacturer and the supplier. The kanban is delivered at predefined times from the manufacturer to the supplier. For example, if parts were conveyed twice a day (8 a.m. and 0 p.m.), the truck driver would deliver the kanban at the supplier's store at 8 a.m. which is a signal to the supplier to produce the required quantity. At the same time the driver picks up the parts that are completed at 8 a.m. that morning along with the kanban attached to the boxes containing these parts. These are the Kanban that would have arrived the previous night at 0 p.m. signaling the production of the parts [Monden, (998)]. By utilizing a kanban system under JIT, smaller lot sizes and huge inventory reductions can be achieved. Under JIT production, raw material, subassemblies and finished product inventory are kept to a minimum and the lean manufacturing principles are followed to eliminate inventory as a source of waste. Another type of waste that is eliminated under JIT production is overproduction. Since every process is producing at a pace no higher than that of the subsequent process's requirements, the need to produce more than what is needed is diminished. Page 9

32 Just-In-Time Distribution JIT effectiveness depends heavily on having a strategic alliance between buyers and suppliers. By having a third-party logistics distributor, companies can focus on their core Competencies and areas of expertise leaving the logistics capability to logistics companies [Simchi, et al., (2000)], [Quinn and Hilmer, (994)]. Third-party logistics (3PL) refers to the use of an outside company to perform all or part of the firm's materials management and product distribution functions [Simchi, et al, (2000)]. 3PL can support just-in-time distribution (JITD) by providing on time delivery to customers or distributors, technological flexibility such as EDI and flexibility in geographical locations. [Simchi, et al., (2000)], [Raia, (992)]. JITD requires the exchange of frequent, small lots of items between suppliers and customers, and must have an effective transportation management system because the transportation of inbound and outbound material can have a great effect on production when there is no buffer inventory [Spencer, et. al. (994)]. Under HTD having a full truckload sometimes is difficult due to the frequent delivery of smaller lots, which in turn will increase the transportation cost. However, to get over the problem [Monden (998)] states that instead of having one part loading, using a mixed loading strategy makes it possible to have full truckloads and increase the number of deliveries. Another important factor that is essential to JITD is EDI. In order to have effective product deliveries between suppliers and their distributors or customers, an EDI system must be in place. In traditional product delivery system suppliers always have to keep finished goods inventory or have to alter their production schedules to respond to demand surges. Under EDI, suppliers can look at all the shipment and inventory data and adjust their production schedule accordingly [Simichi, et. al., (2000)].To stay competitive under JITD, it is very important to share information in the whole supply chain because suppliers can adjust their production schedule and narrow their delivery windows as more product data becomes available to them. Other benefits of EDI include cost reduction, cycle time reduction, stock out reduction, and inventory reduction. Page 20

33 Just-In-Time Purchasing. [Ansari and Mondarress (986)] and [Gunasekaran, (999)] define just-in-time purchasing (JITP) as the purchase of goods such that their delivery immediately precedes their demand, or as they are required for use. The idea of JITP runs counter to the Traditional purchasing practices where materials are brought well in advance before their use. Under JITP activities such as supplier selection, product development and production lot sizing become very critical. Customer-supplier relationships are a very important part of JITP. Under JITP it is Necessary to have a small number of qualified suppliers. Having quality-certified suppliers shifts the inspection function of quality and piece-by-piece count of parts to the supplier's site where the supplier must make sure that parts are defect free before they are transported to the manufacturer's plant. Another important factor of JITP is product development. Buyers must have a "Black Box" relationship with the suppliers where suppliers participate heavily in design and development. The benefits of sharing new product development and, design innovation include a decrease in purchased material cost, increase in purchased material quality, a decrease in development time and cost and in manufacturing cost, and an increase in final product Technology levels [Simchi, et al., (2000)]. EDI is very important under JITP. The ultimate goal of JITP is to guarantee that production is as close as possible to a continuous process from the raw material reception until the distribution of the finished goods [Gunasekaran, (999)]. EDI can support JITP by reducing the transaction processing time and meeting the specialized needs of buyers by helping them to synchronize their material movement with their suppliers. Although under JITP the carrying cost of materials is increased due to frequent small lots, this cost is offset by a decrease in the cost of processing a purchase order and by the decreased inventory holding cost. Some of the benefits of JIT [Nahmias, 997)]: Eliminating unnecessary work-in-process, which results in reduction of inventory costs? Since units are produced only when they are needed, quality problem can be detected early. Page 2

34 Since inventory is reduced, the waste of storage space will be reduced. Preventing excess production can uncover hidden problems Value Stream Mapping Value stream mapping is more useful and important in lean manufacturing. Value stream map give all information about the whole company. Value stream map starts from first process and mapping all activities to customer and supplier also. Value stream mapping has mainly three types Process value stream map, Factory door to door value stream map, and Extend value stream map. Process value stream map is concern with only company process. Factory door to door value stream map concern with customer and supplier also. Extend value stream map concern with another factory also. Value stream map follow standard methodology. Various terminologies are requiring for value stream map like Takt time, cycle time, uptime, changeover time etc. Future level value stream map is generated with wastes elimination and improvement Standardization of Work Standardization of work is very helpful and important tool of lean manufacturing. Standardization is a tool which concern with the worker effort. In standardization concept there is use of Pareto chart, scatter diagram, histogram, etc. Aim of the standardization is to achieve high quality in product. Some industries have phenomena that worker change quality is change. Standardization reduces this type of phenomena. In standardization Takt time is very useful and more important. Produce product is should be less than or equal to Takt time. Standardization follows PDCA cycle. PDCA is very important to help in standardization. PDCA it means Product, Design, Comparison and Analysis. Thus standardization is very helpful tool for lean implementation. Standardization should give best results through the using quality concept. Page 22

35 2.6.6 Total Productive Maintenance Machine breakdown is one of the most important issues that concern the people on the shop floor. The reliability of the equipment on the shop floor is very important since if one machine breaks down the entire production line could go down. An important tool that is necessary to account for sudden machine breakdowns is total productive maintenance. In almost any lean environment setting a total productive maintenance program is very important. There are three main components of a total productive maintenance program: preventive maintenance, corrective maintenance, and maintenance prevention. Preventive maintenance has to do with regular planned maintenance on all equipment rather than random checkups. Workers have to carry out regular equipment maintenance to detect any anomalies as they occur. By doing so sudden machines breakdown can be prevented, which leads to improvement in the throughput of each machine [Feld,( 2000)]. Corrective maintenance deals with decisions such as whether to fix or buy new equipment. If a machine is always down and its components are always breaking down then it is better to replace those parts with newer ones. As a result the machine will last longer and its uptime will be higher. Maintenance prevention has to do with buying the right machine. If a machine is hard to maintain (e.g., hard to lubricate or bolts are hard to tighten) then workers will be reluctant to maintain the machine on a regular basis, which will result in a huge amount of lost money invested in that machine. Researchers including [Nicholls (994)], [Taylor (996)], [Suehiro (992)], [Ljungberg (998)], [Nakajima (989)] and others have reported good results implementing TPM. 2.7 Lucas Simmons et.all Lean Implementation in a Low Volume Manufacturing Environment: Case Study Proceeding of the 200 industrial engineering research conference By this paper we know that lean is very helpful to reduce all types of wastes like overproduction, over processing, defects, rework, transportation, etc. Lean is very Page 23

36 suitable for mass production system. Medium sized or batch sized and small sized industries not take benefits of lean manufacturing properly. Paper focused on implementation of lean manufacturing in small size manufacturing system. Goal of this paper is increase productivity, reduced lead time, improve quality and reduce cost. By using various tools of lean manufacturing like 5s, operator balancing, standardization, mistake proofing etc. Using these tools we reduce defects, reworks, rejection etc. By observation we show breakers which apply break to lean implementation in organization. By this paper we find particular breakers which apply break to implement lean manufacturing. Thus how lean manufacturing is work with small system and batch sized system show in this paper Norani Nordin et.all A Survey on Lean Manufacturing Implementation in Malaysian Automotive Industry International journal of innovation Management and technology vol., No.4, Oct-200 Paper focuses on study of lean concept implementation in automotive companies. There are lots of survey are require to implementation of lean manufacturing. By this paper we know about questionnaires survey of lean manufacturing. We find the breakers which are apply break to implementation of lean manufacturing. Survey is done on various companies of automobiles. These all companies give response to questionnaires. We choose response which is directly joint with the lean implementation. By this paper we know that first find area in which improvement is require or waste reduction is require. After identify area lean tools and techniques are applying that area for waste reduction and for improvement. By paper we know that for lean implementation internal support is more require rather than external support. So management commitment is more important than supplier and customer. Factors which are require for lean implementation is directly focused on customer point of view and obtain good workplace or organization. This survey done on various automotive companies. By understand this survey we know about breakers which are apply break to implementation of lean manufacturing. Some barriers which find from survey are less knowledge about lean manufacturing, less understanding power which not understands lean phenomena properly. Behavior or attitude of worker generates breakers to implement lean manufacturing. Page 24

37 2.9. Madhubala Rauniyar et.all Value Stream Mapping at XYZ Company American psychological association 5th edition By this paper we know about value stream map which is important tool of lean manufacturing implementation. We develop value stream map for the every company. By using value stream mapping we identifying wastes occurs in the company. Reduce not helpful activities which not add value in the final product. First know about company and show all the processes which are done in organization. So we know about all activities of industry and familiar with the all activities of industry. Then collect information about product or product family. Then started from first process to last process dispatch. By knowing information flow, material flow and process flow we generate value stream map easily. This value stream map is for current state of company. By this map we easily identifying wastes occur in different level of company. Then find out area in which improvement is required and go through method use for improvement and elimination of wastes. Then get result for wastes reduction. After that future value stream map is generated with improvement and elimination of wastes. Then compare the both state current state of company and future state of company. Hence value stream map is very effective tool of lean manufacturing. 2.0 Nor K. M. Khalid et.all On Value Stream Mapping and Its Industrial Significance Journal of Industrial and Intelligent information Vol. 2, No. 2, June 204 By this paper we know that now in day s competition in market is very tough. So survive in this market most of the company used concept of lean manufacturing. So value stream map is most important tool for lean implementation. Value stream map is useful to identifying wastes occurs in the company and eliminate it using appropriate methods. By value stream map we show wastes which are not identifying properly. Value stream map is use to identifying source of wastes occurring in the Company. In now a day s strong software is used for draw value stream map. After drawing value stream map we validate value stream map in simulation software because now value stream map simulated by simulation software. Page 25

38 2. Gleison Hidalgo Martins et.all Value Stream Mapping and Earned Value Analysis: A Case Study in the Paper Packaging Industry in Brazil 22nd International conference on production research By this paper we show that concept of lean manufacturing and one new concept of earned value stream map or analysis. Earned value stream map is new concept. By value stream map and earned value stream map we reduce wastes generated in organization. By joint application of value stream map and earned value stream map better examine is provided to all processes. Wastes at different levels of company are also reducing. By earned value stream map we identify key factors which are affecting to process. If wastes are generated then eliminated wastes by using appropriate methods. So value stream map and new concept of earned value stream map is very helpful to all manufacturing system. Earned value stream map is detailed mapping of all process. 2.2 William M. Goriwondo et.all Use of the Value Stream Mapping Tool for Waste Reduction in Manufacturing Case Study for Bread Manufacturing in Zimbabwe. Proceedings of the 20 international conference of industrial engineering and operation management January By this paper Lean manufacturing has various tools. Value stream map is one of the tools of lean manufacturing. Value stream map is very helpful to identifying wastes and try to eliminate wastes. In this cut throat competition every company want to survive its product in market for that purpose change in its process is require. Improvement is requiring in all processes. Value stream map is very helpful to reduce wastes like transportation, more inventories, defects etc. For every improvement in company there are requirement of management support and contribution of all the workers is require to establish lean in the organization. 2.3 Bhim Singh et.all Value stream mapping as a versatile tool for lean implementation: an Indian case study of a manufacturing firm Emerald Group publishing limited ISSN Vol.3 No By this paper we know that lean is very wide concept and aim of the lean manufacturing is related with customer demand. Produce product as per customer requirement. Produce product at low cost by eliminating wastes like inventory, over processing, breakdowns Page 26

39 etc. Lean also reduces human effort by providing accurate method for process. Lean is very helpful to reduce all kind of wastes in the industry. Wastes in the industry are showing anytime and anywhere. Wastes are finding in various forms. Wastes have its particular source. Wastes are found in process level, assembly level, dispatch level etc. Some wastes which are found in industry not show, so these types of wastes known as hidden wastes. Because of wastes there are more human effort, more machine use, and more equipment use. When lean implement in large production system it concern with quality and cost. Value stream map is more effective tool of lean manufacturing. Value stream map is a tool which related with internal factors as well as external factors. Value stream map is very helpful to identify wastes occur in the industry. Then we find area in which wastes are more. After identify the wastes choose appropriate method by which wastes are reduce. Then generate future level value stream map. 2.4 K. Venkataraman et.all Application of Value Stream Mapping for Reduction of Cycle Time in a Machining Process 3rd international conference of on materials processing characterization By this paper we show that lean implementation is requirement of every industry. Because in the market there are cut throat completion between various company. To survive in this market every industry requires lean manufacturing. By using lean manufacturing we increase efficiency, effectiveness, and productivity. By this paper we know that how value stream map is helpful to reducing wastes. By this paper we know that how cellular manufacturing helpful to reduce transportation time and various other wastes. We know about cellular manufacturing system. How value stream map is work and how we generate value stream map of the company there are various software are available to draw value stream map. After generate value stream map we identify wastes which are occur in the company. So value stream map is tool of lean manufacturing which is very useful to company. After wastes area identify looking out methods to reduce wastes. There are various tools available for reducing wastes. By this paper we get information about kaizen tool of lean manufacturing. Continous improvement it means kaizen and improvement done in every level of a industry. Page 27

40 2.5 B.Vijaya Ramnath et.all Application of Kanban System for Implementing Lean Manufacturing Journal of engineering research studies By this paper we show that how implement lean manufacturing in automobile industry. First select product or product family. Select product which are preferable for lean implementation. After selecting product do study of its manufacturing methods and sequence of operation. Then data collection for current level of company. After collecting data with using appropriate method, study of current layout of company. Construction of value stream map for current level of company. By using value stream map easily identify wastes occur in the company. After identifying various wastes looking out methods for reducing wastes from process. By using methods we reduce or eliminate wastes from wastes. After that future value stream map is generate with waste elimination and improvement. 2.6 R.M. Belokar et. all An Application of Value Stream Mapping In Automotive Industry: A Case Study International Journal of Innovative Technology and Exploring Engineering (IJITEE) ISSN: , Volume-, Issue-2, July 202 By this paper we show that lean manufacturing is very important to all type of industry. Lean works with the separate industry as well as continous process industry. There are various tools are available for implementation of lean manufacturing. But value stream map is very important tool of lean manufacturing. Value stream map is very helpful to automotive industry. Value stream map is start with first process and end at dispatch. Value stream map is using various terminologies. From current level value stream identify wastes occur in the various process. Then After generate future value stream map with improvement and waste elimination. 2.7 K. P. Paranitharan et.all Redesigning an Automotive Assembly Line through Lean Strategy International Journal of Lean Thinking Volume 2, Issue 2 (December 20) By this paper we know that lean manufacturing is focused to reducing various wastes. Knowing about current level of company and improve level of company. Then after comparison of both level of the company. By this paper we show that how lean manufacturing is helped to redesign assembly line of the automobile industry. Lean not helps only automobile industry but it now open for every type of industry. By this paper Page 28

41 we know that how lean manufacturing is implemented in automobile industry. Lean helps to convert organization in to lean enterprise. 2.8 Silva et.all Applicability of value stream mapping in the apparel industry in srilanka International journal of lean thinking Volume 3 Issue (June 202) By this paper we know that Lean manufacturing concept first develop in the Japan. Lean manufacturing helps to reduce wastes in the company. So cycle time, lead time, transportation time, changeover time, etc are reduced. Productivity of company is increase without affecting quality. In this paper we show chance of value stream map for implementation of lean manufacturing. Find value stream map which are preferable for large industry. 2.9 Dharmender Strategy Development for lean manufacturing implementation in production shop Thaper institute of engineering and technology By this paper we know that Lean is concern with the wastes. So wastes are identified at various levels of company. Wastes identify in the company are transportation, defects, rework, rejection, over processing, inventory etc. Then after draw root and causes diagram or fishbone diagram for every type of wastes. By root causes diagram we find source of wastes. Problem related to wastes are finding and then after do work for them with proper lean concept. Page 29

42 CHAPTER: - 3 PROBLEM DEFINATION In Amul industries there is problem of o o o More transportation time due to improper layout causes transportation waste is occur. Cycle time in some process is high. Single piece flow of product is not possible in current state because of rejection and rework. 3. Brief description of Industrial Unit Amul group of industries Pvt. Ltd. Manufacture of automobile parts like connecting rod, crankshaft, camshaft etc. Amul industries supply these automobile parts to Maruti Suzuki, Ashok Leyland, Tellico, Mahindra etc. Industrial unit is have following different sections in unit CNC (turning): In this section CNC turning machines have been installed. Camshaft section: The section undertakes manufacturing of camshaft. Connecting rod section: This section undertakes manufacturing of connecting rod. Machining section: Machining process carried various process by which particular dimension of product is achieved. Light section: In light section small operation like grinding, tapping etc are performed by workers. Page 30

43 Checking: - In this parts do checking of the product and find factors which are helpful to lean manufacturing implementation. If defects are generated we know about defects from checking or inspection room. Table3. Company Profile Name & Address Amul Group Of Industries Plot-25/2,26/A 2,Aji Industrial Estate Phone No Fax No info@amulind.com Website Type of company Private Limited Higher Authority Mr. Sureshbhai Santoki Contact Person )Mr. Manhar Parekh 2)Mr. Jignesh Talsaniya Nature Of Business Manufacture of automotive parts like; Connecting Rod, Crankshaft, Camshaft Standard Follow ISO TS:900 Bankers SBI, Corporation Bank Company s Act Reg. No Weekly Off Wednesday Number of Employee 60 Best selling product Connecting Rod, Crankshaft, Camshaft Dealing with Maruti, Tellico, Ashok Leyland, Mahindra Production Line Escort Crankshaft line Page 3

44 3.2 Objective of Work To study current level process value stream map. To identify area in which wastes is more To establish single piece flow by continous improvement To create future level process value stream map with improvement Page 32

45 CHAPTER: - 4 METHODOLGY Lean implementation is requiring for every industry to reduce waste in any stage or any level of company. There are various tool available for lean implementation like Just in time, kaizen, kanban, value stream map, 5s, TPM, six sigma etc. From these all tools we use value stream mapping and kaizen with following methodology. Fig-4. Methodology Page 33

46 4. Choose the product or product family Amul Industries Pvt. Ltd. is an automotive industry. They produce various automobile components like Connecting rod, Crankshaft, Camshaft, etc. Crankshaft is complex component and more problem face with crankshaft production line. So we choose crankshaft as a product. There are various machining operation done on crankshaft in Amul industries. Fig 4.2 Crankshaft 4.2 Study of manufacturing method and sequence of operation Amul Industries receive readymade casting from supplier. The casting of crankshaft made in Germany. This crankshaft is complex part. These crankshafts are used in trucks and tractors. They supply these crankshafts to Ashok Leyland, Maruti Suzuki etc. In Amul Industries various machining processes are done on crankshaft. Crankshaft is complex part so there is no. of machining operation done on crankshaft Sequence of operation for crankshaft Facing and Centering Flange Outside Diameter Turning Pin Turning Pin Balance Hole Cross Hole Gear Edge Hole Tapping VMC Boring 2/3 Main Bearing Grinding Page 34

47 /4 Main Bearing Grinding Gear Edge Angular Grinding Pin Grinding Balancing Keyway Flange Outside Diameter Angular Grinding Super Finishing Washing After these all machining processes, crankshaft ready to deliver to the customer. 4.3 Data collection by time and motion study Time and motion study is very helpful technique for every industry. Frederick Winslow First gives idea about time study. At that time Frank Lillian gives idea about motion study. By time study we show standard time of process in which process performs. By time study we easily know about operation time, standard time, loading time, unloading time etc. By help of this study we prepare time study sheet and preparation for further remaining processes. Time Study is a direct and continuous observation of a task, using a timekeeping device (e.g., decimal minute stopwatch, computer-assisted electronic stopwatch, and videotape camera) to record the time taken to accomplish a task and it is often used when: there are repetitive work cycles of short to long duration, wide variety of dissimilar work is performed, or Process control elements constitute a part of the cycle. Fig 4.3 Digital Stop Watch Page 35

48 This is a digital stop watch which is use for time study and motion study. There are various equipment like mechanical stop watch, electronic stop watch, computer assisted stop watch etc used in these days. Table 4. Time Study Sheet Time Study Top Sheet Department: Mechanical Production Plant/Machine: Amul industry Unit-6 Customer :Ashok Leyland, Maruti Suzuki Product/Part : crank shaft DWG No.: Material: Cast iron W.R Sr. no Element Description L.T O.T U.T T.W.R Facing and Centering FOD Turning Crank Pin Turning Pin Balance Hole Create Cross Hole Create Gear Edge Hole Tapping VMC Boring /3 Grinding /4Grinding Gear Edge Angular Grinding Page 36

49 3 Pin Grinding Balancing Keyway Operation FOD Angular Grinding Super Finishing Washing Inspection Note: L.T = Loading Time O.P = Operation time U.T = Unloading time T.W.R = Total watch reading Unit: All Time Digit are in Second Flow process chart Flow process charts are very useful when it comes to the improvement of a previously followed process or sequence of steps. At the same time the flow process chart exhibiting the 5 distinct symbols and their relation to the process, is of extreme use when it comes to re-arranging, bettering or making a process more efficient. A clear analysis of every step and the right assigning of the symbol are of utmost importance. There might be some amount ambiguity in certain process methods when it comes to the assigning of the appropriate symbol, however a proper and detail study combined with some of the guidelines provided in this report for every component of the process will be very helpful in the improvement of a process. A flow process chart is a graphical or symbolic representation of a process Procedure for Flow Process Chart. First find activities or processes which are use for flow chart and purpose of it. 2. Find the symbols which are used in flow chart 3. Start flow process chart with first process. Supplier supply product in storage so first procedure put in storage box. After storage product run some distance and reach in require station. So now put point in transportation box. If operation done on work piece then process show in operation box. There are numbers of inspection do on the product so Page 37

50 this process shows in the inspection box. In some processes delay is occurring. The delay is mainly two types avoidable delay and unavoidable delay. In the flow process chart delay box is also show. When delay is occurs process showing in the delay box. Hence flow process chart is generated. We put time require to perform the process is in left side of symbol used. 4. If you are watching the process as it happens, you may want to repeat the analysis several times to ensure you have captured the normal chain of events. 5. Analysis the final chart, for example total times taken in non-value-adding activities such as storage, movement and inspection Process Chart Symbol The American Society of Mechanical Engineers (ASME) has found five standard and particular symbols for process chart Operation This symbol is mainly used when operation is done on the product. Operation change characteristics of the product. At every process characteristic of the product is changed. Round symbol is used for operation. Transportation Continous flow of product is not possible so product movement is showing in the organization. For transportation this symbol is used. Inspection Inspection is very important process in every industry. For quality point of view, defects point of view inspection is done. Rectangle symbol used for inspection Delay Delay is occurring in the every company in more or less quantities. Delay is occur when next process not take place Page 38

51 Storage Storage is require for every company. Supplier supply products are store in storage. Then products go further for remaining operation. Table 4.2 Flow process chart of Original Plant Layout Sr. No. Description Distance Qty. In (m) Time in Min. Casting from Supplier Move to machine Shop Facing and Centering Inspection F.O.D. Turning Marking Operation Pin Turning Inspection Pin balance hole Cross Hole Gear Edge hole Tapping Wait For Trolley Move to VMC Boring Move to 2/3 Grinding Move to /4 Grinding Page 39

52 Gear edge Angular Grinding Pin Grinding Move To balancing Key Way Wait for trolley Move to F.O.D Angular Total Grinding Super finish Washing Inspection Wait for Trolley Move to storage Product in store Study of Current Layout of company Layout of company is very important. We show flow process chart of original layout of company. Layout of company is not proper because smooth flow of product is not occurring. So transportation waste is occurring and more time requires finishing of all operation. Sequences of machines are not proper as per machining processes sequence. In layout waiting process is unavoidable delay like wait for trolley. But transportation of product is due to improper layout of company. In current situation min time spend for unnecessary movement of product. By suggesting modified layout this waste is reduce Page 40 2

53 Fig 4.4 Original Plant Layout This is a 3D view of the company layout. This layout is prepared with the help of the AutoCAD. Here sequence of machines is not proper so transportation of product is more and transportation waste occurs. Page 4

54 Fig 4.5 Flow of Crankshaft in Original layout By showing this block diagram we know about flow of product. Flow in current layout is not proper. Transportation time of product is more because of improper layout. More time is required to finish all machining process. Product flow is zigzag type. This type of product flow not suitable for lean implementation. Page 42

55 4.4 Introduction to Value Stream Mapping Lean manufacturing programme is being followed by various industries in the recent year which mainly focuses on improving the efficiency of operations by reducing wastes. Value stream mapping is one of the tool of lean manufacturing. By value stream mapping we identify wastes occur in present production line. Industries which are wants to become lean for those types of industries value stream mapping is best way to implement lean manufacturing. Value stream mapping is powerful tool which highlights process inefficiencies as well as improvement guidance. Value stream mapping is combination of all actions value added as well as non value added. Value stream mapping shows material flow, information flow etc. Lean having various tools and techniques in that value stream map are very important. Value stream map also create map to improvements in that area. It reduces wastes between current state and future state. In now a day s every industry want to redefine its company to fulfill customer requirements. Value stream map covers all the process which is done in the company. Value stream map starts with first process to customer of company. Value stream map is also very helpful to find helpful activities and not helpful activities. Value stream map help to reduce both activities. Value stream map is helpful at both level at helpful activity level and not helpful activity level. Value stream map follow standard methodology for using. Value stream map also has some terminologies like Takt time, cycle time, uptime, changeover time, shifts of workers etc. Value stream map is using lots of symbol. Various symbols are used for VSM are known as VSM symbols. There are various software s are available for value stream map Page 43

56 Value stream map is giving various information about the company. Value stream map is requiring more paper pencil work. Value stream map following some standard methodology for work. Value stream map give information about process flow information flow, and material flow Helpful activities:-machining, Processing, Assembling, Painting Not Helpful activities:-documentation, Sorting, Storing, Counting, Moving, Scraping, etc. Stream mapping visually mapping material flow and information flow of current state. Then prepare future state with improvement and modification. Value stream mapping is help to map station cycle time, inventory, manpower requirement, distance to travelled etc. Value stream mapping analyze and map the process in order to reduce waste. Purpose of Value stream mapping is used to identify wastes and highlight source of wastes. The aim of value stream mapping is eliminate these wastes and prepare future state value stream map which is more realistic view of company. In value stream mapping many different terminologies are used Terminologies used for value stream mapping Takt Time: - Takt time is defined by total working time per day or month (minutes or seconds) to customer demand per day or month (in relevant units) = Page 44

57 Lead Time: - Lead time it means total time requires from raw material arrivals to finish goods deliver to customer. Value Adding Time: - It is a time to require to perform some value adding activity like machining, Processing, assembling, painting. Current State Mapping: - It shows the current position of production activity. Future State Mapping: - It shows future position of production activity with improvement and modification. Kaizen: - Kaizen is tool of lean manufacturing. Kaizen is used for continous improvement in every process and every stage of industry. Page 45

58 4.4.2 Symbols used in value stream mapping Fig4.6 VSM Symbols Page 46

59 4.4.3 Methodology used for Value Stream Mapping Step: - Calculate the Takt time Takt Time = Available time/ customer demand = 26*200*60/2700 =693.3 second Shift per day=2 Working days=26 Working time per day=200min Demand for month=2700 Step2: - Knowing customer demand In step2 we understand customer demand. Customer demand is 2700 pieces per month. Demand is also in weekly or daily. Step3: - Process flow By using this step we know about process flow. So value stream map is very helpful to map the process flow. It starts with first process to last dispatch to customer. Give information about all processes. Step4: - Material flow By this step we know about material flow in the company starts from first process to dispatch to customer. Step5: - Information flow By this step we know about information flow. This information is very helpful to understand process. Information is in form of electronic or manually. Step6: - Generate time line Page 47

60 Last step is to draw time line. Processing time and inventories are shown in Figture by this calculate processing time and lead time Current state Process Value Stream Map Fig4.7 Value stream map Page 48

61 4.4.5 Identification of wastes After map the current state of company by process value stream mapping we identifying wastes. In Current state position there are various wastes occur. In present state layout is not proper so non value adding activity like moving is more so transportation waste is occur. By value stream mapping we find that there are high cycle times in some processes. Also we find that rework and rejection is more in some machines Waste reduction for future state map After identifying transportation waste in current layout position we suggest U shape layout for the company. For this layout new flow process chart prepare and then after U shape layout created. More distance is travelled in original layout; distance travelled in original layout is 69m and transportation time is 48.87min. Page 49

62 Table 4.3 Flow Process Chart for Suggested Layout Sr. No Description Distance Qty. In (m) Casting from Supplier Move to machine Shop Facing and Centering Inspection F.O.D. Turning Marking Operation Pin Turning Inspection Pin balance hole Cross Hole Gear Edge hole Tapping Wait For Trolley VMC Boring 2/3 Grinding 5 Time in Min /4 Grinding Gear edge Angular Grinding Pin Grinding Balancing Page 50

63 Key Way 20 2 Wait for trolley F.O.D Angular Grinding 22 Super finish 23 Washing 24 Inspection 25 Wait for Trolley 26 Move to storage 27 Product in store 28 Total In U shaped layout we show that distance travelled is 30m and transportation time require for that distance is 7.03 min. Page 5 2

64 Fig 4.8 Suggested Layout of Company Page 52

65 Fig4.9 Flow of product in suggested layout After Reduce transportation waste by suggest U shape layout there are establish single piece flow by continous improvement. We use continous improvement to create and establish single piece flow in the future state. After identify wastes process in which more wastes are occur in those processes we suggest continous improvement Table-4.4 Opportunities for improvement Sr. No Waste High cycle time High cycle time Rework Breakdown Operation name FOD Turning VMC Boring Milling Machine 2/3grinding Suggested Method for improvement Optimize process parameters New generation tooling Use spring loaded block with brass pads Lubrication supply connected to lubrication motor Page 53

66 4.5 Continous Improvement (KAIZEN) By the value stream map we find various wastes in various processes. To reduce these wastes we use continous improvement (KAIZEN). Kaizen is important tool of lean manufacturing. By kaizen we do small improvements in processes which are very helpful to final results. Using kaizen we reduce wastes and established single piece flow of product in production line. KAI it means CHANGE and ZEN it means GOOD thus kaizen it means good change. Kaizen is Japanese word and it is effective tool of lean manufacturing. Kaizen require employee involvement, team approach and good communication among all employees. Kaizen it means continous improvement which involve all the staff member start from the top management to workers. Kaizen use customer driven strategy for continous improvement. It uses common sense, scientific method using statistical quality control and frame work of industrial values and beliefs which keep on workers focused on zero defects. There are mainly two types of kaizen ) Flow kaizen 2) Process kaizen. Flow kaizen is used for value stream mapping improvement. Process kaizen is used for waste elimination at shop floor level. Flow kaizen focuses on material flow and information flow. Process kaizen focuses people and process flow. Senior Mangt. Flow Kaizen (value stream mapping improvement) Process Kaizen (waste elimination) Front lines Focuses Fig 4.0 Kaizen types Page 54

67 Kaizen is a process that eliminate hard works, and teaches people to how rapid experiments done through scientific method and how to learn to see eliminate wastes in processes. Various improvements find everyday somewhere in the company. Thinking in the kaizen is process oriented so produce strategies that assure continous improvement at all levels of industrial structure. Kaizen means improvement involving all the staff members. Kaizen maintain some specific standards. Kaizen also supporting industry for improvements which are identify in value stream mapping. Kaizen is better than traditional lengthy projects which consume more time for achieving improvements. Kaizen is very helpful to improve customer responsiveness, process flexibility, lead time etc. Kaizen is action focused tool of lean manufacturing. Page 55

68 KAIZEN :- Implement the modified process by optimizing process parameters. In the exiting process cutting speed and feed are studied. By optimizing these machining parameters we improve process and cycle time of the process is reduced. Here we use trial and error method to optimizing machining parameters. In existing process machine cutting speed is 80mm/min. By trial and error method we choose various cutting speed and show that which speed is maximum and not affect product quality. After this trial and error method we find speed 240mm/min. If machine running at this speed that time require for turning is less. If now we increase speed that it affect on product quality. Feed of existing process is 0.35mm/rev. Feed also increases when cutting speed is increase. Table 4.5 Optimizing parameters Operation:- Flange outside diameter turning (FOD Turning) Modified process by optimizing machining parameters Before After Cutting time is 6.56min Cutting time is 5.06min Cutting speed 80mm/min Cutting speed 240mm/min Feed-0.20mm/rev Feed mm/rev Benefits Cutting time reduce.5 min FOD No side effects on quality of product Page 56

69 KAIZEN 2:- Reduced rework because of dent marks on journal & journal 4 diameter Keyway milling process is requiring on crank shaft. During the keyway milling process there are dent marks are found in jounal and journal4 because of improper clamping device. By these dent marks crankshaft go to rework during inspection. About 50% of crankshaft is reworked due to dent marks. So to reduce or overcome this problem spring loaded receiving block with brass pad is arrange so when crank shaft is loaded it first contact with receiver which keeps crank shaft away from fixture pads due to high tension spring. After that operator slowly load crank shaft to fixture using handle. By providing this type of arrangement rework cost is reduced also reduce. Dent marks on journal & jounal4 is reduced. Hence work in process or lead time is reduce. Fig 4. Reduce rework Page 57

70 KAIZEN 3:- Quick clamping arrangement on VMC boring machine VMC machine is used to boring operation. In VMC boring machine clamping of the crankshaft is more important. Before arrange quick clamping simple clamping is used. Operator used spanner to clamp the crank shaft as well as unload the crank shaft. Sometime when operator used spanner at that time nut or stud of the fixture is broken down. And time require is more to clamp the crank shaft. So we used quick clamping arrangement done on VMC boring machine. We use toggle clamp for clamp the crank shaft. It is easy to use and no chance of damage nut and stud of fixture. Cycle time is also reducing 5 seconds. Before improvement After improvement Fig 4.2 Clamping arrangement Page 58

71 KAIZEN 4:- Reduce waste of coolant in pin grinding machine In every machine coolant is require. Cost of coolant is high so waste of coolant not avoid by industry. In pin grinding machine there are problem of coolant waste. Before improvement manual valve is provided to coolant tank. So sometime coolant overflow and spoil out on shop floor, so waste of coolant and shop floor become dirty when operator forget to turn off valve. Now floater valve arrange instead of floater valve so when coolant level reduces valve opens and water is added to coolant tank. When coolant level reaches at maximum level it automatically closed. No waste of coolant is observed after fitting floater valve, hence use of cutting oil and distilled water is reduce. Open floater valve Close floater valve Fig 4.3 Floater valve Page 59

72 KAIZEN 5:- Reduce tail stock jam problem in CNC turning machine In CNC turning machine there are problem of breakdown. Breakdown occurs due to tail stock is jam. Lubrication is not provided to tail stock so tail stock of turning centre is jam. This problem is happen one or two times per month. So production of crank shaft is stopped until machine is not repaired. By overcome this problem arrange lubrication supply to tail stock by making way in cylinder to both end and lubrication supply connected to lubrication motor. So now we overcome this problem by providing lubrication supply to tail stock. Breakdown is reduced due to this problem. Fig 4.4 Tail stock Page 60

73 KAIZEN 6:- Interlock arrangement done on VMC machine Boring operation is requiring for crank shaft. But sometime there are accident happens due to wrong or reverse side mounting of crank shaft. Because of this accident crank shaft got rejected. So we arrange interlock arrangement with providing proxy sensor. Now crank shaft mounted properly that auto cycle easily run. But when by operators make mistake and mounting crank shaft in reverse position machine will not run in auto cycle. By this arrangement accident reduces and rejection due to wrong position mounting is also reducing. Before improvement After improvement Fig 4.5 Interlock arrangement Page 6

74 4.6 Future level process value stream map Here we show future level value stream map with improvement. Fig 4.6 Future process value stream map with improvement Page 62

75 CHAPTER:-5 RESULT & DISCUSSION Lean manufacturing is a very wide concept but it is now requiring for all the industries because of waste elimination is goal of every industries. Lean manufacturing is very important for automobile industries. Here we choose lean manufacturing concept for crank shaft making industry. Lean Manufacturing having various tools like JIT, Kaizen, Kanban, 5s housekeeping, TPM, TQM, Value stream map etc. Here we use value stream map for identifying waste at different process. Then we use kaizen for improvement in process and reducing waste. Hence by reducing waste single piece flow of product establish. First draw current level process value stream map and identify wastes. After identify wastes do work for eliminating waste. After reducing waste construct future level process value stream map with improvement. Here reduce transportation time by suggesting layout. Cycle time, Lead time, rework etc reduce by continous improvement. Table 5. Comparison table Activity Before After Processing Time 5289 sec 584 sec Lead Time 3.22 days 2.62 days Loading & Unloading Automatic Automatic Zigzag shape U shape min 7.03 min Productivity 2000 Piece/month 2500 Piece/month Breakdowns 2-3 breakdowns 0 breakdowns Layout Transportation Time Page 63

76 CHAPTER:-6 CONCLUSION Conclusion Lean manufacturing implementation in crank shaft manufacturing industry to reduce waste like more transportation time, rework, break down, high cycle time etc. By reducing these wastes and establish single piece flow of product. We use value stream map for identifying wastes. Some kaizen were implemented to process to reduce wastes. Future state process value stream map construct with improvement. Processing time reduced 5289 second to 584 second. Lead time is reduced 3.22 days to 2.62 days. Transportation time will be reduced min to 7.03 min. Breakdowns reduced 2-3 per month to 0 per month. Productivity improve 2000 piece/month to 2500 piece/month Page 64

77 FUTURE SCOPE Future Scope This work is related to crankshaft manufacturing industry with lean concept. Here we use value stream map and kaizen for waste reduction. Lean manufacturing is very wide concept so wastes reduction or optimize wastes using various tool like KANBAN, Single minute exchange die (SMED), 5S (house keeping), Total Productive Maintenance (TPM), Overall equipment efficiency (OEE), etc. Page 65

78 REFERENCES. Lucas Simmons, Robbie Holt, Glenn Dennis Lean Implementation in a Low Volume Manufacturing Environment: a Case Study, Proceeding of the 200 industrial engineering research conference 2. Nordin, Baba Md Deros and Dzuraidah Abd Wahab A Survey on Lean Manufacturing Implementation in Malaysian Automotive industry International Journal of Innovation, Management and Technology, Vol., No. 4, October Madhubala Rauniyar Value Stream Mapping at XYZ Company American psychological association 5th edition May, Nor K. M. Khalid, Ahmad Y. B. Hashim, and Mohd R. Salleh On Value Stream Mapping and Its Industrial Significance Journal of Industrial and Intelligent information Vol. 2, No. 2, June Gleison Hidalgo Martins, Marcelo Gechele Cleto Value Stream Mapping and Earned Value Analysis: A Case Study in the Paper Packaging Industry in Brazil 22nd International conference on production research 6. William M. Goriwondo, Samson Mhlanga, Alphonce Marecha, Use of the Value Stream Mapping Tool for Waste Reduction in Manufacturing. Case Study for Bread Manufacturing in Zimbabwe Proceedings of the 20 international conference of industrial engineering and operation management January Bhim Singh and S.K. Sharma Value stream mapping as a versatile tool for lean implementation: an Indian case study of a manufacturing firm Emerald Group publishing limited ISSN Vol.3 No K. Venkataraman, B.Vijaya Ramnath, V.Muthu Kumar, C.Elanchezhian Application Page 66

79 of Value Stream Mapping for Reduction of Cycle Time in a Machining Process 3rd international conference of on materials processing characterization 9. B.Vijaya Ramnath, C. Elanchezhian, R. KesavanResearch Scholar Application of kanban system for implementing lean manufacturing Journal of engineering research studies. 0. R.M. Belokar, Vikas Kumar, Sandeep Singh Kharb An Application of Value Stream Mapping In Automotive Industry: A Case Study International Journal of Innovative Technology and Exploring Engineering Volume-, Issue-2, July 202. K. P. Paranitharan, M. Shabeena Begam, S. Syath Abuthakeer, M. V. Subha Redesigning an Automotive Assembly Line through Lean Strategy International Journal of Lean Thinking Volume 2, Issue 2 (December 20) 2. Silva, S.K.P.N Applicability of value stream mapping in the apparel industry in srilanka International journal of lean thinking Volume 3 Issue (June 202) 3 Dharmender Strategy Development for lean manufacturing implementation in production shop Thaper institute of engineering and technology. Page 67

80 APPENDIX A: Review Card Page 68

81 Page 69

82 Page 70

83 Page 7

84 Page 72

85 Page 73

86 APPENDIX B: Compliance Report During the study and preparation of dissertation, following two stages are being previewed by the reviewed by the reviewer and they will give their comment how it will resolve at each stage is being summarized in given table Sr. No 2 Phase Comments for Literature Review Dissertation Phase - Comments Given By External Examiners Modification required in title Add literature review Define methodology to implementation & specified exact objective and methodology Modification Done Based On Comments Title is modified Added literature review Methodology objective and problem specified properly 3 Mid Semester Review Refer appropriate research paper Methodology for present work must be appropriate Objective is not clear Title should reframed Report writing must be checked and written with proper format Lean manufacturing is not included so try to include properly References are insufficient and of inferior quality Work need to be linked with the title, especially the term lean manufacturing Specific parameters for improvement must be explained The way of optimizing parameters be included Comparative analysis with improved parameter & non improved parameters must be included The use of present work must be described Proper papers are referred Proper methodology is used Clarify objective Title is reframed Done Included Done Done Describe parameters Optimized parameter described with method Done Describe Page 74

87 APPENDIX C: Paper Publication Certificate Page 75