PROJECT

PRESENTATION

Project title : wastage reduction

and productivity improvement

of boot(99046) using value
stream mapping

Improved in company

5s
kaizen
kanban
quality
pokayoke

About lean :

The core idea of lean manufacturing is

actually quite simplerelentlessly work on
eliminating waste from the manufacturing
process.

D
ef

ec
t

Worker
Absentism
Breakdown

DOWNTIMER

D-Defect
O-Over Production
TYPES
W-Waiting OF WASTE:
N-Not Utilized Human Skills
T-Transport
I-Inventory
M-Motion
E-Extra processes
R-Resist To Change

5s
Andon lamp
Bottle neck analysis
Continuous flow
Gemba
Heijunka
Jidoka
JIT
Kaizen
Kanpan
Muda
OEE
PDCA
Poka-Yoke
Takt time
SMED
TPM
VSM

ESSENTIAL
LEAN TOOLS

VALUE STREAM MAPPING

About vsm (value stream mapping):

Value Stream is all the actions (both value

added and non-value added) currently
required to bring a product through the
main flows essential to every product: the
production flow from raw material into
the arms of the customer and the design
flow from concept to launch

CURRENT STATE DRAWING

A current state value stream map will enable you to see
the complete door-to-door flow in your facility and to
identify and prioritize areas for improvement.
Before you create a current state map, you should have
already identified the value stream you want to analyses.
In order to observe and understand the value stream from
customer perspective, it is suggested to start from the
closest point to the customer and work the way upstream
through the various processes.
When it comes to the drawing of current state map, it
should be conducted by the common CSM procedure.

To begin with, draw the external (or internal) customer

and supplier and list their requirements per month, e.g.
in items, pieces, etc.
Next step is to draw the basic processes in the sequencing
order in the value stream by listing the process attributes,
i.e. Cycle time, changeover time, quantity of operators,
available working time, etc.
Then, to draw queue times between processes, e.g. how
many days or hours components wait until the next
process.
The following step is to draw all communications that
occur within the value stream I.e. information flow.
Finally, to draw push or pull icons to identify the type of
workflow, i.e. physical flow.

CURRENT STATE ICONS

DATA REQUIREMENT FOR VSM

Cycle time

Changeover time

Process reliability (uptime)

Scrap/Rework/Defect rate

Number of product variations

Number of operators

Production batch sizes

Working time (minus breaks)

Packsize

CURRENT STATE MAPPING FOR OILSEAL

(99046):

BARWELL:
Change time:1200sec
Change over:600sec

CURING :
Cycle time:600sec
Change over :1shift
OVEN :

BUFFING:
Cycle time:68sec

PACKING:
Cycle time:273sec
FINISH GOOD:
In a finished good store, there is a safety
stock for customer requirement is variation.
There is 7000 numbers stock for safety
purpose.
240 products are daily passed shop floor to

FUTURE STATE MAPPING

The purpose of value stream
mapping is to highlight sources of
waste and eliminate them by
implementation of a future state
value stream that can become a
reality within a shorter period of
time.
.

Stream of a product family

should look like after
eliminating or reducing all the
in efficiencies
The proposed future changes
and suggestions for the
improvement of the value
stream are based upon FSM
including the different lean
tools

FUTURE STATE MAPPING:

SHELL:
PHOSPHATING:
Cycle time:4320 sec
No of operators:2(loading
&unloading)
COATING:
Cycle time:319 sec
1 shift/day
No of cavity:100

BLANK :
WARMING:
Cycle time:180
sec
2 shift/day
Uptime:100%
BARWELL:
Cycle time:1200 sec
2 shift/day
Uptime:100%

CURING:
Cycle time:439 sec
Change over:1 shift
No of cavity:24
OVEN:
Cycle time:10271 sec
1 shift/day
No of operators:2(loading &unloading)
TRIMMING +BUFFING:(WORK CELL)
Cycle time:5 sec (Trimming)
Cycle time:23 sec (Buffing)
1 shift=5200 products (Trimming)
1 shift=602 products (Buffing)
No of operators:2(1+1)

TRIMMING+BUFFING:(WORK CELL)
Cycle time:5 sec (Trimming)
Cycle time:23 sec (Buffing)
1 shift=5200 products (Trimming)
1 shift=602 products (Buffing)
No of operators:2(1+1)
PAINTING:
Cycle time:220 sec
1 shift=1200 products
1 shift/day
INSPECTION+AIRLEAKAGE+PACKING:
(WORK CELL)
Cycle time:16 sec(Inspection)
Cycle time:15 sec(Air leakage)
Cycle time:150 sec(Packing)

packing and shipping is to control the customer

fluctuations of its component need.
No of operators:2(1+1)
Inspection and Packing is same oparator.

SUGGESTION:
5s:
In our company 5s is implemented to the expected level.
The implemented 5s can be sustained to keep your company in
the improvement path.
Kaizen
Trimming machine
In trimming machine, for the operator comfort and to reduce
the cycle time we can use tray stand.
The flash is coming out from the machine and it spreaded
outside and it mix with the finished goods.
This can be reduced by making the hole of the table small with
respect to the product. Instead of using the magnetic
conveyor,we can use the slanting paththat directly attached to
the tray.

Trimming machine

Mold cavity:
The most of the machine is not running with its full capacity
of mold cavity due to some dirt problems, isr problem.
After attaining the demand only the mold cavity is removed
and is cleaned. Due to this, company has a lot of loss in its
production.
We suggeste to use the spare cavity to replace the problem
cavity.

By implementing this the company can increase the

production upto 11,227 per day and

2,91,902 per month.

LEAD TIME Vs PROCESS

CONCLUSION:
PROCESS

BEFORE

AFTER

CURING

C/T:600 Sec

C/T:439 sec

TRIMMING

C/T:7 Sec

C/T:5 Sec

BUFFING

C/T:36 Sec

C/T:23 Sec

PAINTING

C/T:270 Sec

C/T:220 Sec

INSPECTION

C/T:24 Sec

C/T:16 Sec

AIR LEAKAGE

C/T:27 Sec

C/T:15 Sec

PACKING

C/T:200 Sec

C/T:150 Sec