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International Journal of Lean Six SigmaLean manufacturing implementation using value stream mapping as a tool: A case study

from auto components industryNaga Vamsi Krishna Jasti Aditya Sharma

Article in format ion:To cite this document:Naga Vamsi Krishna Jasti Aditya Sharma , (2014),"Lean manufacturing implementation using value streammapping as a tool", International Journal of Lean Six Sigma, Vol. 5 Iss 1 pp. 89 - 116Permanent link to this document:http://dx.doi.org/10.1108/IJLSS-04-2012-0002

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Users who downloaded this article also downloaded:Bhim Singh, S.K. Sharma, (2009),"Value stream mapping as a versatile tool for lean implementation: anIndian case study of a manufacturing firm", Measuring Business Excellence, Vol. 13 Iss 3 pp. 58-68 http://dx.doi.org/10.1108/13683040910984338

S. Vinodh, M. Somanaathan, K.R. Arvind, (2013),"Development of value stream map for achievingleanness in a manufacturing organization", Journal of Engineering, Design and Technology, Vol. 11 Iss 2pp. 129-141 http://dx.doi.org/10.1108/JEDT-01-2010-0007

Jagdish R. Jadhav, Shankar S. Mantha, Santosh B. Rane, (2014),"Exploring barriers in leanimplementation", International Journal of Lean Six Sigma, Vol. 5 Iss 2 pp. 122-148 http://dx.doi.org/10.1108/IJLSS-12-2012-0014

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Lean manufacturingimplementation using value

stream mapping as a toolA case study from auto components industry

Naga Vamsi Krishna Jasti and Aditya Sharma Department of Mechanical Engineering,

Birla Institute of Technology and Science (BITS), Pilani, India

AbstractPurpose Value stream mapping (VSM) is a lean manufacturing (LM) tool used for analyzingmaterial and information ow on a specic product family. The purpose of this article is to address theimportance of VSM in LM environment in an Indian auto components industry.Design/methodology/approach The case study approach has been used to show theapplicability and importance of VSM in an Indian auto components company, in which the currentstate of manufacturing is mapped with the help of VSM symbols. According to the current statemapping, the study conducted analysis and identies the area of improvement needed in terms of work in process, lead time and cycle time. The study further implemented kaizen on the current statemap and developed future state map while including these kaizens.Findings The study clearly shows that the VSM brings out the positive impact on process ratio,TAKT time, process inventory level, line speed, total lead and process time and reduced man power. Itis helping the company in satisfying their customers with respect to quality, cost and delivery.Research limitations/implications The main limitation of the study is the conned focus on asingle industry. The case should be extended to other industries in order to support the ndings andfor the purpose of the wider generalization.Practical implications The results obtained from the study will help other industries and sectorsto implement VSM in LM environment.Originality/value The article deals with a real case study, which shows application of VSM forimplementing lean principles.Keywords Lean manufacturing, Case study, Kaizen, Auto components, Value stream mappingPaper type Case study

1. IntroductionIndia is becoming one of the major automotive vehicle manufacturing hubs in the world.The growth of automotive industry is around 14-17 percentage noticed in every year(Sharma and Kodali, 2008). Before the year 1990, Indian automotive organizations werecomfortable with a protectionist economy. In last decade of twentieth century, manyof the world class manufacturing organizations started to transform their locationpreference to India and China. Indian manufacturing originations are struggling toachieve better productivity in comparison with other developing country organizations.Indian manufacturing organizations productivity growth rate is around 5 percentthat was very low compared to 7.31 percent for China, 9.45 percent for Singaporeand 8.65 percent for Pakistan (Upadhye et al., 2010). In the current era of global

The current issue and full text archive of this journal is available atwww.emeraldinsight.com/2040-4166.htm

Received 30 April 2012Revised 25 March 2013

1 September 2013Accepted 4 September 2013

International Journal of Lean SixSigma

Vol. 5 No. 1, 2014pp. 89-116

q Emerald Group Publishing Limited2040-4166

DOI 10.1108/IJLSS-04-2012-000

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competitiveness, Indian manufacturing organizations are facing enormous pressurefrom their customers to reduce cost and improve quality so as to win the market share(Dangayach and Deshmukh, 2001). The aforementioned factors are pushing thecompanies either to reduce or eliminate waste so as to increase their efciency, whichbrings out the products with less cost, better quality and less lead time (George, 2002).Hence, lean principles are not just an option for Indian manufacturing companies, but anecessity for their survival. Lean is a philosophy that aims at elimination of non-valueadded activities from the process and it treats the activities that do not add value to thecustomer requirement as waste (Bhasin and Burcher, 2006). The concept of leanmanufacturing (LM) is widelyknown to the companies globally. However, there is a lackof conceptual and practical knowledge about lean principles, lean tools and techniquesand the ways for its implementation among the Indian manufacturing industries. LM isgaining importance with the trend of cutting down cost and reducing waste to gaincompetitive advantage in Indian manufacturing sector. Due to implementation of LMprinciples many manufacturing industries across the world have cut down their cost of the product in manufacturing phase as well as rising their prots, which is a motivatingfactor for majority of the Indian manufacturing organizations and hence they startedto implement LM concepts in their organization (Anand and Kodali, 2008). It is just abeginning phase of lean principles in Indian manufacturing scenario. The presentstudy tries to identify the adoptability of LM tool and its implementation approach inIndian auto-component industry.

The study considered case study approach to show the signicance of value streammapping (VSM) tool in auto-component industry. The case study approach is generallyused to check any tool applicability and generate the complex relationships betweenvarious variables to propose new theories (Wacker, 1998). The present case study (autocomponent) organization is one of the suppliers to the automobile original equipmentmanufacturers (OEM). The growth of automobile sector has broadened that helps to

improve the scope of the auto component industries. The study has applied VSM in theIndian auto components company, so as to demonstrate how it can be perform better inoperational activities after implementing VSM. From this exercise, it emerges that LMcan help Indian auto component industry to eliminate wastes, improve processstability, maintain better inventory control, reduce associated costs and increaseproduction efciency.

The structure of the paper is as follows: Section 2 deals with literature review onVSM. Section 3 introduces the background of the company under the study. Section 4 isdevoted to research methodology adopted in the study. The subsequent Section 5contains information about the case study implementation, kaizen events and therelated calculations. Finally, in Section 6, the results and the conclusion of the presentresearch are presented.

2. Literature reviewIn thepresent scenario, automobile industry is considered one of theprime manufacturingindustries across globe. This industry plays vital role in terms of change our most basicideas and thoughts of manufacturing activities (Womack and Jones, 1996). In 1950s, Japanese manufacturing industries have struggled with shortage of nancial resources,man power resources, and less availability of space. In the same period, the customerdemand in terms of variety, quality and service were in its peak. To satisfy the customer

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requirements with minimum resources was a huge task in front of Japanesemanufacturing industries. To achieve the same object, Eiji Toyoda and Taiichi Ohnohave developed a new production system called Toyota Production System withcombination of the knowledge of master craftsmen and the concept of standardizationwith the help of teamwork thought. With that Japanese manufacturing industries havefullled and satised the customer requirements with minimum resources and attractedthe attention of the western manufacturing competitors. Krafcik (1988) has reviewedToyotaproductionsystemandintroduced the famousterm leanproduction(LP) system.The termLPinitially got the popularityin western world with thebook The machine thatchanged the World written by Womack et al. (1990). Initially LM have projected as set of principles, slowly converted as a manufacturing strategy and nally emerged asmanufacturing philosophy. The primary focus of LM philosophy is to reduce wasteactivities from industry to enhance customer value and thus become more competitive(Liker, 1998). Waste is an activity, which will not provide any value addition to the nalproductorcustomer aspects(Russell andTaylor,1999).According toOhnos,wastescouldbe classied into seven categories. The seven categories of wastes are: over production,waiting, transportation, inappropriate processing, unnecessary inventory, unnecessarymotions, and defects (Monden, 1993). The positive impact of LM principles inmanufacturing activities resulted that the principles have also applied across the productdevelopment, supply chain management, administration activities (Womack and Jones,1994). The benets received by manufacturing industries with the implementation of LMforced other sector industries like service, construction, health care and process industriesto implement LM principles in the respective organizations. In last two decades, manystudies like Jasti et al. (2012); Piercy and Rich (2009) have tried to use various tools,techniques and principles to achieve excellence in the implementation of LM in variousorganizations. Few researchers have proposed new elements of LM to implement in theorganization to get desired results (Anand and Kodali, 2010). Many researchers like

Pettersen (2009), Papadopoulou andOzbayrak(2005)haveperformed review conceptuallyon various aspects of LM.Many researchers like Brown and Bessant (2003), Prince and Kay (2003),

Sharifi and Zhang (2001) started to argue agile manufacturing can provide betterresults than LM due to its characteristics to respond promptly and efciently asper requirements of dynamic market place. Agile manufacturing is one of themanufacturing strategies that rapidly entering the organizations and providesolutions to the individual customer requirements. Where, LM provides high qualityproducts with low cost by elimination of waste to the customer in the manufacturingprocesses (Maskell, 2001). Narasimhan et al. (2006) discussed agile manufacturing ismore useful manufacturing strategy in highly dynamic environments. But variousconditions of dynamic markets did not well-dened in the literature. However, thesame study also revealed that the performance perspective of agile organizations isinferior to LM organizations. Hence, LM principles have strong base in literature andhave so many articles published in operations research journals as well asimplemented in many organizations to achieve excellence in manufacturing. LM usesseveral tools and techniques like VSM, 5S, kaizen, total quality management (TQM),kanbans, total preventive maintenance (TPM), poka yoke, etc. to identify andremove the waste from any procedures (Shah and Ward, 2003, 2007; Singh andSharma, 2009).

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Van Landeghem (2007) have analyzed the effects of LM using a VSM-based simulationgenerator. Lasa et al. (2008) have implemented VSM tool successfully in plastic industryandimproved productivity, leadtime, processinventory,etc.SoldingandGullander (2009)have presented a simulation-based dynamic VSM to analyze more complex systems.

Only a few case studies have been reported from Indian manufacturing industry onVSM application. Seth and Gupta (2005) describes VSM as the complete process of mapping the raw material and information ows of all the processes in a value streamthat starts from suppliers to production process and distribution to the end customer.Sahoo et al. (2008) have implemented VSM tool in forging industry and improvedin all aspects of production system. Seth et al. (2008) have presented a case study onVSM application in cottonseed oil industry and reduced their inventory as well asincreased the productivity of the organization. Vinodh et al. (2010) have reported a casestudy on implementation of VSM in Indian automobile industry. The same studyreported that the effective implementation of VSM resulted in drastic reduction of idletime, total cycle time, work-in-process inventory and defects of the products. Singh et al.(2010) have implemented the VSM tool in one of the Indian manufacturing industries,which clearly substantiates that lead time, process time, and work-in-processinventory can be reduced drastically and productivity of the operator can be increasedmore than 40 percent. Anand and Kodali (2011) have reported a case study usingsimulator to overcome the shortcomings of the VSM physical method. However, thereare only few research case study articles published in the area of Indian autocomponent industry. So, the present research tries to attempt how the VSM can be putinto practice in the auto components industry to improve the performance in all aspectsof production line.

2.1 VSM symbolsIn any manufacturing industry, the operations can be classied into three main genres(Hines and Rich, 1997). These are non-value-adding (NVA) activities, necessary butnon-value-adding (NNVA) activities and value adding (VA) activities. NVA arenon-valuable activity for both customer as well as organization. These are utter wasteand hence the unnecessary processes need to be eradicated. NVA includesunnecessary material handling, backtracking, waiting time, etc. NNVA is consideredas waste by the customer but these are necessary for the organization to complete theoperational routines. It is difcult to eliminate these types of activities in the short runas it may require major alterations to the existing operational procedures.Examples include walking long distances to pick up under-processed parts,unpacking inventories, etc. On the other hand, VA activities include the operationlike conversion of input into useful end product. The customers recognize theseactivities as valuable and thus, they are ready to pay for it. Examples includemachining of materials, forging of sub-parts, joining of sub-assemblies, etc. To plot theproduction processes on maps, the study has used the standard symbols to typifyproducts, operations and information ows. Rother and Shook (1998) have proposedvarious process, material, information symbols to draw VSM. The same symbols havebeen used in the study to draw current state VSM and improved the current state calledas future state VSM. Table I shows VSM process symbols. Table II shows VSMmaterial symbols. Table III shows VSM information symbols. Whereas, Table IVshows VSM general symbols.

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3. Brief description of the companyThe study has been conducted in one of the auto components company in India, which iscalled XYZ Ltd It is the manufacturer of various types of ancillary components forautomotive sector. XYZ Limited provides the complete solution for the specic partstarting from conceptualization to product designing to manufacturing and nallytesting and validation. At present several thousand employees are working in XYZ

Limited in multiple locations. Its major customers are VOLVO, General Motors,Tata Motors, Mahindra andMahindra, Bosch,etc. Themajor product of theorganizationis crank shaft manufacturing and supplying to the customers across the world. Thecompetitors in the business are rising every instance due to many of the majorautomobiles industries started their own auto-ancillary industry in India as well asabroad. The company is keen to know and implement the emerging technologies in itsoperation to get the competitive advantage over their market competitors. All thenew and upcoming units in multiple locations are designed keeping in mind the

Symbol Title Symbol Title

Supplier or customer Dedicated process

Shared process Data box

Work cellTable I.VSM process symbols

Symbol Title Symbol TitleShipments Inventory

Material pull Push arrow

Supermarket Safety stock

FIFO lane External shipment (receiving or shipping)Table II.VSM material symbols

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LM philosophy and environment conscious processes. The organization is also keen toredesign andmodernize the existing manufacturing lines using LM principles to achieveexcellence in the eld of manufacturing operations. To fulll the objectives and improvethe operational performance of the organization, the organization top managementappointed lean experts, who have theoretical and practical experience in the eld of implement of LM principles in the existing manufacturing lines.

4. Research methodologyThe research methodology is based on case study strategy (Eisenhardt, 1989; Yin, 1994).The importance of case research strategy discussed, carried out and published byVoss et al. (2002). The same study revealed that case study strategy not only providesanswers to how and why questions, but it is also helpful to build up new concepts andthoughts, and it can be useful to test the theory and renement (Meredith, 1998;


Verbal information MRP/ERP

Sequenced pull Production control

Electronic information Go see scheduling

Manual information Load leveling

Signal Kanban Kanban post

Production Kanban Withdrawal KanbanTable III.

VSM informationsymbols


Kaizen burst Human operator

Other information TimelineTable IV.

VSM general symbols

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Snow and Thomas, 1994). The breakthrough concepts and theories in the eld of operational managementhave been developedfrom theeld research.Many researchershave discussed that the case study research helps not only enhance the theory and alsouseful to the researchers to improve themselves (Dangayach and Deshmukh, 2001;Voss et al., 2002). The main objective of study is to verify the application of VSM toimprove the production system performance. The research has been performed inseveral stages. In the rst stage, the study conducted literature review on LM and VSM.In the second stage, performed study on existing production lines in the manufacturingorganization. The study has identied a particular crank shaft production line.Currently, the organization has four similar production lines with the capacity of producing around 20,000 crankshafts per annum. The production line has beenmanufacturing crankshafts to a particular major customer. The demand from thecustomer was very high but the organization was not able to deliver their customerrequirements. The main reason to select the machining production line was producingless than planned capacity production. Hence the study concentrated on the particularmachining production line to improve overall productivity, quality and performance of the manufacturing line.

In the third stage, the study collected the data related to the machining productionline, based on which, the study prepared current state of VSM. In the fourth stage, thestudy performed analysis on current state of VSM and proposed various improvementsto the organization. Before making nal improvements, the researchers of the studyalso communicated production line leaders and managers to nd out hurdles toimplement proposed improvements and work plan to implement future state of VSM inthe production line. Finally, the future state of VSM has been drawn-based uponfeedback given by organization executives. The future state of VSM contains allpossible improvements and suggestions proposed by the present study. The futurestate of VSM has been implemented in the production line and performed data

collection for next six months to nalize the future state of VSM, which was latersuccessfully incorporated in the production line. Figure 1 shows the complete set of VSM steps in ow chart. Once the current state mapping has been plotted, the analysisof the production process had to be carried out for the scope of improvement. One of thegoals of LM is to achieve more value-added activities by cutting down the number of wastes in the whole operation cycle. The study has suggested eliminating the wastes inprocesses with the help of kaizen events to look for the opportunities where it can beapplied to cut down or check wasted time, lead time and thus making the completeprocess streamlined. These ndings of the study are supported by the ndings of Rosentrater and Balamuralikrishna (2006).

5. Case studyIn order to perform the study, a team was formed with two members. The two membershave academic as well as consultancy experience in the organizations. To assist thesetwo team members, the organization provided one employee act as facilitator from themanufacturing line under study (Rother and Shook, 1998). The main objective of the facilitators is to provide required information as well as support to the teammembers to conduct meetings with employees of the organization. The team memberspent one and a half month in the manufacturing line (crankshaft) to understand thecomplete process. The study helped the team to understand the system followed by the

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crankshaft production line completely. The operations division of the auto industryis the major department that generally focuses on machining of crankshafts.The supplier unit supplies the un-machined crankshafts to the operations division.The operations division performs the primary inspection on few specicationsand performs necessary machining operations on crank shaft to make nal product.Table V shows the sequence of all the operations in operations division. The sequentialprocess ow diagram executed in the operations division is shown in Figure 2.The study performed the earlier mentioned ve steps as guidelines to implement VSMtools and thus, carried out the following activities:

. dened the current situation;

. carry through the process ow;

. current state mapping;

. identied the wastes in the production cycle and NVA activities;

. categorized them in seven kinds of wastes and kaizen;

. challenged the necessity of each operation/activity;

Figure 1.Flowchart showing ve

steps of VSM

Selection of product family

Analyze thewaste &possible

kaizen events

Current statemapping

Future statemapping

Make thework plan &

achieve itacheive

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O p e r a t i o n N o .

O p e r a t i o n d e s c r i p t i o n

W o r k c e n t e r

M a c h i n e t y p e

1

I n i t i a l i n s p e c t i o n

M a n u a l

M a n u a l

2

B o t h e n d r o u g h b o r i n g a n d r e - c e n t e r i n g

O - 2

C N C m a c h i n e

3

S e m i - n i s h t u r n i n g o f a n g e o u t e r d i a m e t e r

O - 3

L a t h e m a c h i n e

4

O t h e r j o u r n a l n i s h g r i n d i n g

O - 4

G r i n d i n g m a c h i n e

5

T h r u s t j o u r n a l n i s h g r i n d i n g

O - 5


6

P i n n i s h g r i n d i n g

O - 6


7

G e a r e n d a n d a n g e e n d t a p p i n g

a n d d r i l l i n g

O - 7

D r i l l i n g m a c h i n e

8

F l a n g e e n d n i s h b o r i n g

O - 8


9

L e v e l i n s p e c t i o n

M a n u a l

M a n u a l

1 0

F l a n g e e n d n i s h g r i n d i n g

O - 1 0


1 1

G e a r e n d n i s h g r i n d i n g

O - 1 1


1 2

M a g n e t i c ( n o n - d e s t r u c t i v e ) i n s p e c t i o n

O - 1 2

M a g n e t i c e l d

1 3

K e y w a y m i l l i n g

O - 1 3

M i l l i n g m a c h i n e

1 4

D y n a m i c b a l a n c i n g

O - 1 4

B a l a n c i n g m

a c h i n e

1 5

O i l h o l e s p o l i s h a n d w e b s d e b u r r

M a n u a l

M a n u a l

1 6

S u p e r - n i s h i n g o f j o u r n a l s

, p i n a n d t h r u s t f a c e

O - 1 6

S u p e r n i s h i n g m a c h i n e

1 7

E n d i n s p e c t i o n

M a n u a l

R o l l e r b l o c k

1 8

G e a r e n d a n d a n g e o u t e r d i a m e t e r l a p p i n g a n d

p o l i s h

O - 1 8


1 9

O i l h o l e w a s h i n g a n d s e r i a l p u n c h i n g

M a n u a l

M a n u a l

2 0

F i n a l w a s h i n g

O - 2 0

W a s h i n g m a c h i n e

2 1

A u d i t i n s p e c t i o n

M a n u a l

R o l l e r b l o c k

Table V.The sequence of operations executed inoperations division

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. looked for opportunities to merge or split the operations wherever possible;

. completed the time study of operations according to activity;

. implementation and prediction of kaizen; and

.

nally, prepared the layout based on work combination.

5.1 Development of current state mapThe initial step of create a value-stream map is to gather data that reects the currentstatus in the system. The manufacturing orders are received from their customer on amonthly basis. The organization is anticipating that the demand of the customeris steady without any uctuations. The customer releases the orders to the salesdepartment. The sales department transforms the information to the productionplanning control department. Finally the production planning control departmentreleases the instructions to production manager of the machining production line.The production managers communicate information to all the team members of the machining production line. All the activities performed in the production line wereclassied in ve categories as operation, transport, delay, inspection and storage. Thestudy has identied altogether 68 operational activities in the machining productionline in the initial stage. The study found both the time and distance covered to thecorresponding activity as reported in Figure 3. Figure 3 shows process ow chart of thecurrent state. Process ow chart is one-of-the-seven VSM tools proposed by Hines andRich (1997). All the information and data were gathered according to the approachproposed by Rother and Shook (1998). Using this information, the study has identiedthe critical operation and calculated NVA time, total process time, total lead time,process ratio and the TAKT time.

Figure 4 shows the current state map of the production process. The map shown,lists the information of real time that may vary from shift to shift. Other appropriateinformation in the map includes number of operators needed, process inventory,cycle time, and changeover time. The current state of map is also useful to identify theexisting problem at each and every work station in the manufacturing line.The timeline listed in the map has the following two components:

(1) the lead time denoted on the top bar of the timeline; and(2) the processing time given on the bottom.

Figure 2.The sequential

process ow diagramof operations executed

in machiningoperations division

InitialInspection

Both end roughboring & re-

centering

Semi-finishTurning of flange

outer diameter

Other journalFinish grinding

Thrust journalfinish grinding

Pin finishgrinding

Gear end & flangeend tapping and

drilling

Flange end

Finish boring

Level

Inspection

Gear end

Finish grinding

Flange end

Finish grinding

Magnetic (non-destructive)inspection

Keyway milling DynamicbalancingOil holes polish &

webs deburr

Gear end & flangeend lapping and

polishing

Super-finishing of journals, pin &

Thrust face

EndInspection

Oil hole washing &serial punching

FinalWashing

AuditInspection

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Figure 3.Process ow chart of thecurrent state

Process Flow Chart 1: Present StateActivity Present Future Savings

Work: Manufacturing of the crankshaftOperation 15

Transport 36

Method: Present/Future Delay 1

Inspection 11

Storage 5

Distance (m) 275.69

Time (min.) 147.94

OperationDistance

Time(min.)

Material input 75Loading the crank on inspection table 1.5Gauge inspection 2.55Both end rough boring and re-centering on M/c O-2 20.47Crank movement to M/c O-3 2.4Semi-finish turning of flange outer diameter on M/cO-3

Manual

Loading the crank on track 1Crank travel on track 10Crank movement to M/c O-4 2.7

Other journal finish grinding on M/c O-4 13Crank movement to inspection table 1Gauge inspection ---Loading the crank on track 1Crank travel on track 3Crank movement to M/c O-5 1Thrust journal finish grinding on M/c O-5 8.5Crank movement to inspection table 1Gauge inspection ---Storage on pallet for next operation ---Pallet movement to M/c O-6 10Pin finish grinding on M/c O-6 21.7

(continued )

Crank movement to inspection table 2Gauge inspection ---Loading the crank on track 1Crank travel on track 5

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5.1.1 Calculations from the current state map . Theory of constraint concept highlightsthat every system has at least one constraint. Otherwise the organization willmake unlimited prots (Goldratt, 1990). In the present section of study, the bottleneckoperation in the production line is pin nish grinding on a machine M/c O-6,which takes the maximum time of 21.7 min. The study identied the time spentfor non-value-added activities, which was 1,584.1 min per day. The reason for

Figure 3.

Crank movement to M/c O-7 2.4Gear and flange end tapping and drilling on M/c O-7 14.2Crank movement to inspection table 2Gauge inspection 2.5

Loading the crank on track 1.5Crank travel on track 1Crank movement to M/c O-8 1.5Flange end finish boring on M/c O-8 ManualGauge inspection ---Storage on pallet for next operation ---Pallet movement to M/c O-10 34.5Flange end finish grinding on M/c O-10 6.52Gauge inspection ---Storage on pallet for next operation ---Pallet movement to M/c O-11 32.69Gear end finish grinding on M/c O-11 6.1Crank movement to M/c O-12 1Magnetic (non-destructive) testing on M/c O-12 3.9

Crank movement to M/c O-13 1Keyway milling on M/c O-13 7.6Gauge inspection ---Loading the crank on track 1Crank travel on track 7Crank movement to M/c O-14 2Dynamic balancing on M/c O-14 9.6Loading the crank on deburr table 1Oil holes polish and webs deburr 4Loading the crank on track 1Crank travel on track 2Crank movement to M/c O-16 1Super-finishing of Jr. pin and thrust face on M/c O-16

19.3

Loading the crank on inspection table 1End inspection ---Lapping and Polish on lathe machine 3.5Loading the crank on track 1Crank travel on track 3.5Crank movement to M/c O-20 1Final washing on M/c O-20 4.5Crank movement to inspection table 1Audit inspection ---Storage on pallet for next operation ManualForklifts required for crank movement ManualLoading the crank on track for final packaging 58

TOTAL 275.6

9

147.94

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non-value-added time was maintenance of excess inventory on the line, which was73 units (as can be observed in the current state map given in Figure 4). Similarly forthe current production line, the total process time was coming around 147.94 min. Fromthe study of the complete process, it came out that the time available per day was1,305 min and the productivity index of the line was 0.85 or 85 percent. Thus, TAKTtime was 36.975 min , 37min.

5.2 Analysis of the current state of mapThe next step after plotting the current state map is to identify the wastes and tocontinuously improve the process by applying kaizen activities and other LM tools.The study has identied 68 operational activities in the current state of map. The studyhas tried to nd the problems and wastes in the production process. The study hasapplied the kaizen events to reduce waste or eliminate the problems. The decreasingamount of work-in-progress lead to reduction in defects, the cost of process inventory,amount of stocks and shortening of setup time (O zkan et al., 2005). One of the major

observations of the study is the movement of material in the production line. The studynd out lot of unnecessary movement of material and transportation between gaugeinspection to machine o/p 10 and another gauge inspection to machine o/p 11.The material is moving in terms of batches by using pallets instead of continuous owor single piece ow. The movement of material is also around 65 m in the pallets.Transportation and unnecessary movement are the seven LM waste proposed byOhno (Monden, 1993). The study has proposed gauge inspection in production lineinstead of performed inspection out of production line. With that inventory level of theproduction line also come down in terms of numbers and improved the quality of product with avoiding of damage product during transportation and unnecessarymovement of the material. The line balancing is one of the important factors to achievethe continuous ow in the production line (Lasa et al., 2008). The study also proposed

the line balancing based on pace maker operation in production line. The results of linebalancing clearly indicates the possibility of bring down the number of operator inproduction line from 15 to 14. Similarly, the study proposed a total of 39 kaizens afterconsultation with organization managers, operators and management to convert thecurrent state of VSM into future state of VSM. Table VI shows the list of kaizensimplemented on current state of machining production line. All the proposed kaizenshave classied based on improvements in terms of production, quality, cost, delivery,safety and morale. The problems found on the particular operation with the possiblesolution and improvements in terms of PQCDSM are reported in Table VI. Figure 5highlights the distribution of kaizen events (total of 39 events) in terms of PQCDSM.

5.3 Future state of mapLean thinking is providing the guidelines to develop a future state of map and themethodology of map drawn (Rother and Shook, 1998; Marchwinski and Shook, 2003).Some of these guidelines are: production rate should be decided based on TAKT time,production schedule is based on bottleneck operation, try to maintain continuous ow,if not possible, at least incorporate pull production system, and improve overall processimprovement through cycle time improvement or change over time reduction, etc.(Lasa et al., 2008). Based on guidelines aforementioned, the study has developed thefuture sate map. The future state of map has constructed with incorporation of various

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M / c N o .

O p e r a t i o n

P r o b l e m

f o u n d

P r o p o s e d c h a n g e s

K

A I Z E N

P Q

C D S M

O - 2

B o t h e n d r o u g h b o r i n g a n d r e -

c e n t e r i n g

D u e t o a b s e n c e o f d o o r , b

u r r s f a l l s o u t

o f t h e m a c h i n e

S a f e t y d o o r s h o u l d b e i n t r o d u c e d

M a n u a l b u t t i n g i s c a r r i e d o u t i n g e a r

e n d c o u n t e r d i a m e t e r

A u t o i n d e x i n g a n d a u t o m a t e d b u t t i n g

s h o u l d b e p r o v i d e d

O - 3

S e m i - n i s h t u r n i n g o f a n g e

o u t e r d i a m e t e r

A s i t i s p e r f o r m e d m a n u a l l y

o p e r a t i o n c y c l e t i m e v a r i e s f r o m

o p e r a t o r

t o o p e r a t o r

I n x i n g i t w i t h r e - c e n t e r i n g

o p e r a t i o n i n M / c O - 2 w i l l s a v e o n e

o p e r a t i o n

O - 4

O t h e r j o u r n a l n i s h g r i n d i n g

L o n g d i s t a n c e o f a r o u n d 1 1 - 1

2 m f r o m

t h e l a s t o p e r a t i o n

C h a n g e t h e l a y o u t t o m i n i m i z e t h i s

d i s t a n c e

T a b l e a d j u s t m e n t i s d o n e m a n u a l l y

l e a d i n g t o o p e r a t o r f a t i g u e

C o u p l i n g s s h o u l d b e p r o v i d e d t o

a d j u s t t h e t a b l e l e n g t h

O - 5

T h r u s t j o u r n a l n i s h g r i n d i n g

M e t a l t o

m e t a l c o n t a c t i s p r e s e n t o n

g a u g e s l e a d i n g t o l e s s a c c u r a c y ,

d u e t o a b s e n c e o f r a c k o r t a b l e t o k e e p

g a u g e s

T a b l e o r p r o p e r r a c k s h o u l d b e

p r o v i d e d t o k e e p t h e g a u g e s

O - 6

P i n n i s h g r i n d i n g

A b s e n c e

o f t r a c k f o r t h e c r a n k

m o v e m e n t f r o m l a s t o p e r a t i o n

T r a c k s h o u l d b e l a i d d o w n b e t w e e n

t h e t w o o p e r a t i o n s

G a u g e s m a y g e t d a m a g e d a s t h e y a r e

k e p t o n m e t a l t a b l e

R u b b e r s h e e t o r w o o d e n t r a y s h o u l d

b e i n t r o d u c e d

A c c u m u l a t i o n o f i n v e n t o r y d u e t o

u n m a t c h e d p r o c e s s t i m e

L i n e s p e e d a n d p r o c e s s t i m e s h o u l d

b e s e t p r o p e r l y

P l a s t i c c o v e r o f t a c k l e f o u n d

d a m a g e d , t h a t m a y d a m a g e o r l e a v e

m a r k o n

j o u r n a l d i a m e t e r

P r o p e r h o o k s h o u l d b e u s e d w i t h

p r o v i s i o n o f r e p l a c i n g t h e c o v e r

p e r i o d i c a l l y

L o c a t i n g

t o o l i n g a n d g a u g e s i s t i m e

c o n s u m i n g

N e e d f o r p r o p e r s t o r i n g m e c h a n i s m

H a l f b e a r i n g c l a m p i n g p a d s a r e o f

h a r d m e t a l t h a t m a y d a m a g e t h e

g r o u n d j o u r n a l d i a m e t e r

S o f t m e t a l c l a m p i n g p a d s s h o u l d b e

u s e d t o

r e d u c e c h a n c e s o f d a m a g e

( c o n

t i n u e

d )

Table VI.List of kaizensimplemented on currentstate of production line

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M / c N o .

O p e r a t i o n

P r o b l e m

f o u n d


K

A I Z E N

P Q

C D S M

L u b r i c a t i n g o i l f a l l s o n m a c h i n e

p l a t f o r m

d u e t o a b s e n c e l a y s h a f t

c o v e r

I n t r o d u c t i o n o f l a y s h a f t c o v e r

A u t o t a b l e p o s i t i o n i n g i s n o t p r e s e n t I n t r o d u c t i o n o f a u t o t a b l e p o s i t i o n i n g

L a c k o f l i g h t o n t h e o p e r a t i o n t a b l e

C F C l a m p s s h o u l d b e u s e d t o r e d u c e

c o s t a n d f o r b e t t e r v i s i b i l i t y

P r e s e n c e o f o i l a n d u n e v e n h e i g h t o f

t h e p l a t f o r m m a k e s t h e j o b l i f t i n g

d i f c u l t

E v e n h e i g h t p l a t f o r m s h o u l d b e

i n t r o d u c e d a n d a v o i d l e a k a g e o f

c o o l a n t

O p e r a t o r a n d g r i n d i n g w h e e l m a y g e t

d a m a g e d d u e t o i m p r o p e r s t o r a g e o f

w h e e l s

N e e d f o r p r o p e r s t o r a g e

S l i p p e r y

s t e p s o f w h e e l l o a d i n g a r e a N e e d f o r m e s h e d t y p e s t a i r c a s e

L e a d s c r e w f o u n d u n t i e d

L e a d s c r e w s h o u l d b e c l o s e d f o r

l e n g t h s e t t i n g a n d c o u p l i n g

O - 7

G e a r a n d a n g e e n d t a p p i n g a n d

d r i l l i n g

L o n g d i s t a n c e f r o m t h e l a s t o p e r a t i o n C h a n g e t h e l a y o u t t o m i n i m i z e t h i s

d i s t a n c e

O - 8

F l a n g e e n d n i s h b o r i n g

P r e s e n c e o f e x t r a d r i l l i n g m a c h i n e

b e t w e e n t h e p r e v i o u s a n d c u r r e n t

o p e r a t i o n

T o s a v e t h e l i n e s p a c e a n d u n u s e d

m a c h i n e , t h e e x t r a m a c h i n e s h o u l d b e

r e m o v e d

B a c k t r a c k i n g o f u p t o 3 - 4 m o n t h e l i n e C h a n g e t h e l a y o u t t o a v o i d t h i s

b a c k t r a c k i n g

A c c u m u l a t i o n o f i n v e n t o r y d u e t o

u n m a t c h e d p r o c e s s t i m e

L i n e s p e e d a n d p r o c e s s t i m e s h o u l d

b e s e t p r o p e r l y

O - 1

0

F l a n g e e n d n i s h g r i n d i n g

L o n g e s t b a c k t r a c k i n g o f u p t o 3 6 m

o n t h e l i n e

C h a n g e t h e l a y o u t t o a v o i d t h i s

b a c k t r a c k i n g ; t h u s i m p r o v i n g t h e l i n e

s p e e d

N o p r o p e r p l a c e t o k e e p t h e g a u g e s .


k e p t o n o u t e r t a b l e



( c o n

t i n u e

d )

Table VI.

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M / c N o .

O p e r a t i o n

P r o b l e m

f o u n d


K

A I Z E N

P Q

C D S M

O - 1

1

G e a r e n d n i s h g r i n d i n g

L o n g d i s t a n c e f r o m t h e l a s t o p e r a t i o n C h a n g e t h e l a y o u t t o m i n i m i z e

t h i s d i s t a n c e

O n e o p e r a t o r i s i n v o l v e d i n t h r e e

o p e r a t i o n s t h a t m a y l e a d t o o p e r a t o r

f a t i g u e

N e e d f o r t h o r o u g h o p e r a t i o n s p l i t t i n g

N o i n s p e c t i o n t a b l e f o r d i m e n s i o n s

I n s p e c t i o n t a b l e i n t r o d u c e d

N o p r o p e r p l a c e t o k e e p t h e g a u g e s .


k e p t o n o u t e r t a b l e



O - 1

3

K e y w a y m i l l i n g

H i g h c h a n c e o f g e t t i n g t h e j o b

w i t h o u t c a r r y i n g o u t a n g e e n d n i s h

b o r i n g

N e e d t o i n t r o d u c e s e n s o r s a n d n y l o n

p u s h e r o f a n g e e n d b o r e s i z e i n o r d e r

t o a v o i d m i s s i n g o p e r a t i o n

O - 1

4

D y n a m i c b a l a n c i n g

L o n g d i s t a n c e f r o m t h e l a s t o p e r a t i o n C h a n g e t h e l a y o u t t o m i n i m i z e t h i s

d i s t a n c e

O - 1

6

S u p e r - n i s h i n g o f j o u r n a l s

, p i n

a n d t h r u s t f a c e

M a g n e t i c s e p a r a t o r i s n o t f u n c t i o n i n g

p r o p e r l y

N e e d t o r e p a i r i t

O p e r a t o r t a k e s 3 - 4 m i n t o c h a n g e t h e

s h o w o f t h r u s t j o u r n a l

T h i r d a r m s h o u l d b e i n t r o d u c e d o n

t h e m a c h i n e

O i l s u c k i n g a n d r e c y c l i n g m e c h a n i s m

n o t f u n c t i o n i n g p r o p e r l y

N e e d t o r e p l a c e o r r e p a i r i t

A b s e n c e

o f h o l d e r f o r e m e r y p a p e r

P l a c e h o l d e r s h o u l d b e i n t r o d u c e d

C o t t o n a n d w a s t e p a p e r s p i l e u p o n

m a c h i n e

N e e d f o r d u s t b i n s t o d u m p t h e w a s t e

p a p e r a n d c o t t o n s

M i x u p o f p a p e r s o f p i n s a n d j o u r n a l s V i s u a l i n d i c a t o r s i n t r o d u c e d

O i l y a n d

s l i p p e r y p l a t f o r m

N e e d f o r m e s h e d t y p e p l a t f o r m

A b s e n c e

o f l i g h t f o r v i s u a l d i s p l a y

P r o p e r l i g h t s f o r b e t t e r v i s i b i l i t y

Table VI.

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modications suggestion on current state of map based on analysis conducted in theearlier section of the study. It also has the kaizen burst around the processes indicatingimprovement. The company XYZ has implemented the changes as proposed by thepresent research. After applying those suggestions, the total number of activities camedown from 68 to 61 activities. Figure 6 shows the process ow chart of the future state.The future state map is shown in Figure 7.

5.3.1 Calculations for the future state map . In the study the constraint of productionline is bottleneck operation of pin nish grinding on machine M/c o-6. Afterimplementing all proposed kaizens in the machining operations line, the researchidentied that the bottleneck operation time remained same as that of current statemap for the pin nish grinding occurring on machine M/c O-6 and the value is 21.7 min.The total process time had reduced to 142.18 min. The future state of map (Figure 8)clearly shows that the sum of all the non-value-added time is 412.3 min that is equals tototal lead time. On implementing the changes as prescribed by the team, the productionincreased to 40 units per day. The future state of map TAKT time was calculated and itis 27.731 , 28 min.

6. Results and conclusions6.1 ResultsHines et al. (1998) and Braglia et al. (2009) have discussed the VSM is static tool thatrequires a few months of time to check the sustainability of the results. Hence the studyalso observed sufcient number of months before nalize the nal results. The brief summary of the calculations and results from the study are shown in Table VII. Theresults in Table VII clearly shows the positive changes in process ratio from 9.34 to34.48 percent, reduction in TAKT time from 37 min to 28 min and overall reduction of seven operational activities. By comparing the current state and future state maps, it isseen that the change in process inventory level came down from 73 units to 19 units

and also there is reduction in total lead time and total process time.6.2 ConclusionIndian automobile industry is one of the fast developing industries with growth rate of 14-18 percent per year. However, the major automobile organizations are facingproblems to fulll the customer requirements and to stay competition with the global

Figure 5.The distributionof improvement

events (total of 39 events)in terms of PQCDSM

Production,11

Quality, 9Cost, 4

Delivery, 4

Safety, 9

Morale, 2

Production

QualityCostDeliverySafetyMorale

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Figure 6.Process ow chart of thefuture state

Process Flow Chart 2: Future State

Activity Present Future SavingsWork: Manufacturing of the crankshaft

Operation 15 14 1

Transport 36 33 3

Method: Present/Future Delay 1 1 0

Inspection 11 11 0

Storage 5 2 3

Distance (m) 275.69 184.5

Time (min.) 147.94 142.18

OperationDistance

(m)Time(min.)

Material input 75Loading the crank on inspection table 1.5Gauge inspection 2.55Both end rough boring and re-centering onM/c O-2 20.47

Crank movement to M/c O-4 3.2Other journal finish grinding on M/c O-4 13Crank movement to inspection table 1Gauge inspection ---Loading the crank on track 1Crank travel on track 3Crank movement to M/c O-5 1Thrust journal finish grinding on M/c O-5 8.5Crank movement to inspection table 1Gauge inspection ---Crank movement to M/c O-6 2.5Pin finish grinding on M/c O-6 21.7Crank movement to inspection table 1Gauge inspection ---Loading the crank on track 1Crank travel on track 3

Crank movement to M/c O-7 1.3Gear and flange end tapping and drilling onM/c O-7

14.2

(continued )

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Figure 6.

Crank movement to inspection table 1Gauge inspection 2.5Loading the crank on track 0.5Crank travel on track 3Crank movement to M/c O-8 0.5Flange end finish boring on M/c O-8 ManualGauge inspection ---Crank movement to M/c O-10 1.5Flange end finish grinding on M/c O-10 6.52Gauge inspection ---Crank movement to M/c O-11 4Gear end finish grinding on M/c O-11 6.1Crank movement to M/c O-12 1

Magnetic (non-destructive) testing on M/cO-12

3.9

Crank movement to M/c O-13 1Keyway milling on M/c O-13 7.6Gauge inspection ---Loading the crank on track 1Crank travel on track 5Crank movement to M/c O-14 2Dynamic balancing on M/c O-14 9.1Loading the crank on deburr table 1Oil holes polish and webs deburr 4Loading the crank on track 1

Crank travel on track 2Crank movement to M/c O-16 1Super-finishing of Jr. pin and thrust faceon M/c O-16 14.24

Loading the crank on inspection table 1End inspection ---Lapping and Polish on lathe machine 3.3Loading the crank on track 1Crank travel on track 3.5Crank movement to M/c O-20 1Final washing on M/c O-20 4.5Crank movement to inspection table 1Audit inspection ---Storage on pallet for next operation ManualForklifts required for crank movement ManualLoading the crank on track for final packaging 56

TOTAL 184.5 142.18

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players in terms of cost, quality and services. Some of the notable automobileindustries are able to meet the customer requirements in the aspect of delivery timeand demand. One of the reasons why most of the Indian manufacturing organizations

or auto-component industries are still not able to implement advanced manufacturingsystems (like LM) is due to lack of knowledge and information. Hence most of theauto-component industries are spending much of their resources to fulll thecustomer requirements. The objective of the research is to check the application of VSM in Indian auto component industry. The study clearly shows that VSM isimportant LM tool, which can be used to identify various wastes in theproduction system of Indian manufacturing industries. The study results clearlyproved that all types of lean wastes can be identied with the help of VSM. Currently, itis in improvement phase and giving commitment for its uninterrupted efforts inelevating technological frame and quality improvement. The results obtained from thestudy may help other companies to nd methodology to implement the LM tools likeVSM.

6.2.1 Limitations . To implement any philosophy or tools in any industry, the topmanagement of the organization should be involved to implement the tool inthat organization successfully. LM is one of the long-term manufacturingphilosophies, which can take time and cost to get the desired results to anyorganization. One of the limitations of the study is the application of VSM toolrestricted to a specic production line in an Indian auto-component industry. Beforegeneralizing the results of the study, researchers need to conduct similar study acrossthe industry sectors.

Figure 7.The sample of improvementimplemented in theproduction line

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Figure 8.Future state map of

machining production line

1 N o .

1 N o .

1 N o .

1 N o .

1 N o .

1 N o .

1 N o .

1 N o .

1 N o .

4 N o s .

1 N o .

1 N o .

1 N o .

1 N o .

1 N o .

1 N o .

2 1 . 7

2 1 . 7

2 1 . 7

2 1 . 7

2 1 . 7

2 1 . 7

2 1 . 7

2 1 . 7

2 1 . 7

2 1 . 7

2 1 . 7

6 . 5 2

6 . 1 0

2 1 . 7

8 6 . 8

2 1 . 7

2 1 . 7

2 1 . 7

2 1 . 7

C r a n k s h a f

t M a c

h i n i n g

D a i

l y P r i o r i t

i e s

P r o

d u c t

i o n

M o n

i t o r i n g

( L i n e

M a n a g e r

)

S c e

d u l i n g

O r d e r

( a s p e r S a l e s

P l a n )

P R O D U C T I O N C O N T R O L

S c h e d u l e

A m m e n

d m e n

t ( a s

p e r C u s t o m e r

)

P l a n n

i n g

P l a n n

i n g

F a c i n g

& G e o m e t r i c

c e n t r i n g

D a i

l y S

h i p m e n

t S c h e d u l e

P l a n n

i n g

S h i p p

i n g

&

D e s p a

t c h

B o t

t l e n e c k

t i m e =

2 1 . 7 0

T u r n

i n g

M o d u l e

P i n m

i l l i n g

& f i n i s h

j o u r . t

u r n i n g

K e y w a y m

i l l i n g

D y n a m

i c b a l a n c

i n g

O i l h o l e s p o

l i s h &

w e b s

d e b u r r

S u p e r - f

i n i s h i n g o f

j o u r n a

l s , p

i n &

t h r u s t

f a c e

E n d

i n s p e c

t i o n

F i n a

l w a s

h i n g

T o t a l p r o c e s s

t i m e

=

1 4 2 . 1 8 m

i n .

C y c

l e t i m e :

3 . 9 0

C / O t i m e :

1 h r

M a g n e

t i c ( n o n -

d e s t r u c t

i v e )

i n s p e c

t i o n

C y c

l e t i m e :

7 . 6 0

C y c

l e t i m e : 9 . 1

0

C y c

l e t i m e :

4 . 0 0

C y c

l e t i m e :

1 4 . 2

4

C / O t i m e :

4 h r s

C y c

l e t i m e :

M a n u a

l

C y c

l e t i m e :

4 . 5 0

C / O t i m e :

8 h r s

T o t a l l e a

d t i m e

=

4 1 2 . 3 m

i n .

S h o t b l a s t

i n g

C / O t i m e :

1 6 h r s

C / O t i m e :

4 h r s

C / O t i m e : - - -

C / O t i m e : - - -

P r o c e s s

i n v e

t o r y =

1 9 N o s .

D i s t a n c e

t r a v e

l l e d = 1 , 3

4 7 m

D r i l

l i n g

M o d u l e

I H M o d u l e

I n i t i a l

i n s p e c t

i o n

P r o c e s s r a

t i o =

( T o t a l

p r o c e s s

t i m e /

T o t a l l e a d

t i m e )

= ( 1 4 2

. 1 8 / 4 1 2 . 3 )

= 3 4

. 4 8 %

W e b

t a p p

i n g

& d r i l l i n g

4 . 5 0

M a n u a

l

1 4 . 2

4

4 . 0 0

9 . 1 0

7 . 6 0

3 . 9 0

T e m p e r i n g

&

i n d u c t

i o n

h a r d e n

i n g

B o t

h e n

d r o u g

h

b o r i n g

& r e -

c e n t e r

i n g

S e m

i - f i n i s h t u r n

i n g

o f f l a n g e o u

t e r

d i a

O t h e r

j o u r n a l

f i n i s h

g r i n d i n g

T h r u s t

j o u r n a

l f i n i s h

g r i n d i n g

P i n f i n i s h g r

i n d i n g

G e a r e n d

& f l a n g e

e n d t a p p

i n g a n

d

d r i l l i n g

F l a n g e e n

d f i n i s h

b o r i n g

F l a n g e e n

d f i n i s h

g r i n d i n g

G e a r e n

d f i n i s h

g r i n d i n g

C y c

l e t i m e :

2 . 5 5

C y c

l e t i m e :

2 0 . 4

7

C y c

l e t i m e :

M a n u a

l

C y c

l e t i m e : 1

3 . 0 0

C y c

l e t i m e :

8 . 5 0

C y c

l e t i m e :

2 1 . 7

0

C y c

l e t i m e :

1 4 . 2 0

C y c

l e t i m e :

M a n u a

l

C y c

l e t i m e :

6 . 5 2

C y c

l e t i m e :

6 . 1 0

C / O t i m e : - - -

C / O t i m e :

8 h r s

C / O t i m e :

1 h r

C / O t i m e :

6 h r s

C / O t i m e :

6 h r s

C / O t i m e :

1 2 h r s

C / O t i m e :

3 h r s

C / O t i m e : - - -

C / O t i m e :

7 h r s

C / O t i m e :

7 h r s

1 4 . 2

0

2 1 . 7

0

1 3 . 0 0

8 . 5 0

M a n u a

l

M a n u a

l

2 0 . 4

7

2 . 5

5

O E M C u s

t o m e r

F o r g e

d C r a n k s h a f

t U n i

t

O r d e r s

A

I

3

F I F O

I

I

I

I

I

I

I

I

I

I

I

I

I

I

I

I

I I I I

A

B

3

3

3

3

3

2

2

2

2

3

O p e r a

t i o n

1

O p e r a

t i o n

1 1

O p e r a

t i o n

1 2

O p e r a

t i o n

1 3

O p e r a

t i o n

1 4

O p e r a

t i o n

1 5

O p e r a

t i o n

1 6

O p e r a

t i o n

1 7

O p e r a

t i o n

2

O p e r a

t i o n

3

O p e r a

t i o n

4

O p e r a

t i o n

5

O p e r a

t i o n

6

O p e r a

t i o n

7

O p e r a

t i o n

8

O p e r a

t i o n

9

O p e r a

t i o n

1 0

3 1 3 1

3

2

2

2

2

2

2

K a i z e n

B u r s

t

Q =

2 , D =

1 , M =

1

K a i z e n

B u r s t

c =

1 , s =

2

K a i z e n

B u r s t

D =

1 , M =

1

K a i z e n

B u r s

t

P =

1 , Q =

1

K a i z e n

B u r s t

P =

4 , Q =

3 ,

C =

1 , S =

5

K a i z e n

B u r s t

Q =

1

K a i z e n

B u r s t

P =

2 , C =

1 , D =

1

K a i z e n

B u r s t

P =

4 , Q =

1 , C =

1 ,

S =

2

K a i z e n

B u r s

t

D =

1

K a i z e n

B u r s t

Q =

1

LMimplementation

using VSM

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Description Current Future

Production planned by planning department 30 Nos per day 40 Nos per dayNumber of operations 15 14Transport 36 33Delay 1 1Inspection 11 11Storage 5 2Total distance travelled by crankshaft in theproduction line (m) 275.69 184.5Total process time (min) 147.94 142.18TAKT time (min) 36.975 , 37 27.731 , 28Process inventory (Nos) 73 19Total lead time (min) 1,584 412.3Process ratio (%) 9.34 34.48

Table VII.Comparison of the resultsobtained

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