VSM Case Study
VSM Case Study
VSM Case Study
ISSN: 2278-0181
Vol. 1 Issue 8, October - 2012
1. Introduction
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International Journal of Engineering Research & Technology (IJERT)
ISSN: 2278-0181
Lean Manufacturing: 2. Assembly Process Vol. 1 Issue 8, October - 2012
Lean Manufacturing is an operational strategy The assembly line has been categorized depending
oriented toward achieving the shortest possible cycle upon their operations they are performing. They are
time by eliminating waste. It is derived from the namely-
Toyota Production System and its key thrust is to 1. ADDC line
increase the value-added work by eliminating waste 2. Transmission line
and reducing incidental work. The technique often 3. Pre painting line
decreases the time between a customer order and 4. Paint shop
shipment, and it is designed to radically improve 5. Post painting shop
profitability, customer satisfaction, throughput time,
and employee morale. ADDC Line: ADDC stands for Automatic Depth and
Draft Control. This is used for the operation of the
Value Stream Mapping: agriculture implements like cultivator, MB plough,
disc harrow etc. ADDC system controls the depth of
A value stream is a collection of all actions value implement, depending upon the draft. Draft is
added as well as non-value added that are required to resistance of soil which acts against the implement.
bring a product or a group of products that use the ADDC is based on the principle of sensing the forces
same resources through the main flows, from raw on implement hence using the hydraulic pressure to
material to the arms of customers .These actions are lift or lower the 3-point linkage.
those in the overall supply chain including both
information and operation flow, which are the core of Transmission Line: In this line the gear box,
any successful lean operation. Value stream mapping differential assembly, final drive assembly and
is an enterprise improvement tool to assist in ADDC coupling is done. The gear box assembly is
visualizing the entire production process, called g1 and differential assembly is called g2. The
representing both material and information flow. various gear mechanisms used in tractor are:
Sliding gear mechanism
Value Stream Mapping symbols is shown below: Synchro-mesh mechanism
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International Journal of Engineering Research & Technology (IJERT)
ISSN: 2278-0181
3. Value Stream Mapping for Assembly improvements in order to reduce lead tioml.e1sIssauned8, October - 2012
V
The process analyses is carried out by collecting data 3. Creating Current state map-
from various enquiries with shop floor experts and
directly participates in measuring the time involved Mapping the value stream always starts with the
customer demand. To create Current Value stream
in various processes.
map these following step are followed-
1. Collecting Data:
Step I- Calculate takt time: Takt time for this
process is 4.83 min.
An essential part in creating the VSMs for the
process was to obtain existing data. There were a few
Step II- Understand Customer Demand: Customer
ways in which we gained information. The first, we
demand is monthly or daily demand of customer as
acquired data directly from the company. To do this
per need. Customer demand is 180 Units/ day or 90
we talked with the operation managers of each plant
units /shift for assembly process.
as well as the floor managers. We met with the
managers and remained in contact through e-mail.
Step III- Mapping the Process Flow: This step
involves various processes which are in sequence to
2. Time Studies:
complete product development and calculation of
While we received production and work instruction cycle time, changeover time and uptime for each. In
data from the company, as well as observed the this research five processes are given to complete
factories in motion, we had to conduct our own time products which are discussed earlier.
studies to get exact information on the cycle times
within factory. Step IV- Map the Material Flow: The flow of
material from raw to finished good is given by
Time Matrix for each Process: supplier to customer.
From the data and information retrieved from the Step VII- Detail Off-Line Activities: Activities like
above table and discussion from the leads of different placing of order, supply of material, daily schedule.
departments, current state map with communication Monthly forecast etc is involved in this section which
flow, information flow and material flow was drawn is well executed by transportation, supplier icons and
to show the process of assembly of tractor parts from information flow lines.
the point it was ordered until delivered to the end
customer. The next step is to analyses current state Step VIII: Identify Opportunities for
map and suggests lean techniques for further Improvement: Gathering of opportunities and also
to write a summary on these observations to further
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International Journal of Engineering Research & Technology (IJERT)
ISSN: 2278-0181
improve throughput rate and to draw a future state 5. Creating Future State Map: To creatV e oflu. t1uIrsesue 8, October - 2012
map which shows changes in process. state map these are following findings-
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International Journal of Engineering Research & Technology (IJERT)
ISSN: 2278-0181
variety of ways to accomplish this. The easiest way is 4. Result & Discussion Vol. 1 Issue 8, October - 2012
to use Kanban.
This research work has been intended to Value
Stream Mapping (VSM), which is becoming an
essential tool for realizing lean manufacturing in
actual production settings. Essential concepts have
been discussed, as have common symbols and
nomenclature, methodologies, and curriculum
infusion techniques.
The results are shown in the form of current and
future process Mapping and improvement is shown in
the reduction in inventory and Takt Time.
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International Journal of Engineering Research & Technology (IJERT)
ISSN: 2278-0181
4. Value stream map can also draw fV orol. s1eIrsvsuicee8, October - 2012
Current Takt time of the company which is decided sector organization in order to understand their
by customer is 272 seconds. Work station of each process more clearly.
station should be balanced by 4.53 min.
7. References
5. Conclusion
[1] Ohno, Taiichi, “Toyota Production System:
The purpose of this study was to develop a value Beyond Large-Scale Production, Productivity
stream map for assembly process of tractor parts. The Press” (1988) ISBN 0-915299-14-3.
goal was to identify and eliminate waste which is any
activity that does not add value to the final product in [2] Womack, Jones and Roos, “The Machine That
the assembly process. It also aimed to reducing lead Changed the World: The Story of Lean
time and increasing throughput rate of parts. Production-- Toyota's Secret Weapon in the
Global Car Wars That Is Now Revolutionizing
These following are some of the salient conclusions World Industry” (1990), Book.
that drawn based on the studies:
[3] Thomas McDonald, Eileen M. Van Aken &
1. It was observed from the current state map that Antonio F. Rentes, “Utilizing Simulation to
the lead processing time for the product is 4.30 Enhance Value Stream Mapping: A
days and value added time is 24 min and PEC is Manufacturing Case Application” International
0.388% Journal of Logistics Research and Applications:
2. The difference b/w lead time and processing time A Leading Journal of Supply Chain
shows that there are lots of non value activities Management, (2002) Volume 5, Issue 2.
in the process flow which is in the form of
[4] Hugh L. McManus and Richard L. Millard,
waiting for part, moving parts from one to
“Value Stream Analysis and Mapping for
another, setting up time and inventories.
product development” 23rd ICAS Congress, 8-
3. The finished goods before supply wait in the
13 September, 2002, Toronto Canada.
warehouses so market demand of customer meet
reduces wastage of time during inventory [5] Soundararajan Kannan, Yanzhen Li, Naveed
storage. Ahmed, Zeid El-Akkad “Developing
4. The process turns from push to pull. maintenance value stream map” (2006).
5. Process lead time reduces to 3.50 days and
Product Cycle Efficiency increase to 0.476% [6] Rhonda R. Lummus, Robert J. Vokurka & Brad
Rodeghiero, “Improving Quality through Value
6. Future Work Stream Mapping: A Case Study of a Physician‟s
Clinic” Journal of Total Quality Management,
The following research points maybe suggested for October 2006, Vol. 17, No. 8, 1063–1075.
future work:
[7] Wolfgang Apel, “Value Stream Mapping for
1. This research work focused on the exploration of Lean Manufacturing Implementation” August
VSM at a broad base of observation and in one 31, 2007.
industry only. Further analysis of this topic may
find benefit in the more in-depth study of VSM [8] Madhubala Rauniyar “Value Stream Mapping at
examples, using this research as background. XYZ Company” May, 2007, (Thesis)
2. Verification studies of the proposed VSM
method are necessary to determine the efficacy [9] V. Ramesh, K.V. Sreenivasa Prasad, T.R.
Srinivas, “Implementation of a Lean Model for
of the method, and how it may be advanced.
Carrying out Value Stream Mapping in a
3. In order to avoid unplanned machinery
Manufacturing Industry” Journal of Industrial
downtime, Total Productive Maintenance (TPM)
techniques can me implement because it and Systems Engineering, 2008, Vol. 2, No. 3,
increases the efficiency and useful life of the pp 180-196.
equipment. [10] Ibon Serrano Lasa, Carlos Ochoa Laburu,
Rodolfo de Castro Vila “An evaluation of the
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International Journal of Engineering Research & Technology (IJERT)
ISSN: 2278-0181
value stream mapping tool” Business Process Soniya Parihar reVceoli.v1eIdsshueer8, October - 2012
Management Journal, 2008, Vol. 14 No. 1, pp. B.E. degree in Mechanical
39-52 Engineering from Samrat
Ashok Technological
[11] Lars Skjelstad, Gaute Knutstad, Torbjörn H. Institute Vidisha, M.P. India,
Netland, Johan Ravn, Marte Buvik, “Including in 2010. She is pursuing her
socio-technical aspects in value stream mapping” M.tech degree in Computer
2009, POMS 20th Annual Conference Orlando, Integrated Manufacturing
Florida U.S.A. May 1 to May 4. from Samrat Ashok
Technological Institute Vidisha, M.P. India for year
[12] Florin Buruiana, Mihaela Banu, A.M. Goncalves
2010-12. Her research interests include Total Quality
Coelho, Alexandru Epureanu, Alice Buruiana,
Management, Lean Manufacturing Technologies,
“Value stream map and Kaizen concept
Reconfigurable Mfg System (RMS) and Operations
implemented in a shaft manufacturing chain”
Research.
(2009)
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