Lead Time Reduction through Lean Technique in an Monoblock (SWJ1HP) Pump Industry

2014 ◽  
Vol 592-594 ◽  
pp. 2671-2676 ◽  
Author(s):  
K. Ganesan ◽  
Mohan M. Prasad ◽  
R.K. Suresh
Keyword(s):  
Lean Manufacturing ◽  
Manufacturing Industry ◽  
Business Processes ◽  
Value Added ◽  
Flow Diagram ◽  
Value Stream Mapping ◽  
Value Stream ◽  
Whole Process ◽  
Current State ◽  
The Right

Value Stream Mapping has the reputation of uncovering waste in manufacturing, production and business processes by identifying and removing or streamlining value-added steps and eliminating non-value-added steps. The various process times for manufacturing a mono block pump were obtained from a pump manufacturing industry. The flow diagram showing the process is drawn to reflect the current state of the operation. The non-value actions are identified in each step and between each step by their waste of time and resources. The process is analyzed for opportunity to drastically reduce and simplify it to the fewest actions necessary. By reducing waste the proportion of value adding time in the whole process rises and the process throughput speed is increased. This makes the redesigned process more effective (the right things are being done) and more efficient (needing fewer resources). The reengineered process is flow charted in its future state with process steps and information flows redesigned, simplified and made less expensive. This paper addresses the application of lean manufacturing concepts to the pump manufacturing industry.

Implementation of Lean Tools in an Automotive Industry for Productivity Enhancement - A Case Study

2017 ◽  
Vol 29 ◽  
pp. 175-185 ◽  
Author(s):  
S. Nallusamy ◽  
M.A. Adil Ahamed
Keyword(s):  
Automotive Industry ◽  
Manufacturing Industry ◽  
Value Added ◽  
Value Stream Mapping ◽  
Lean Principles ◽  
Value Stream ◽  
Whole Process ◽  
Lean Tools ◽  
Cycle Efficiency

Value stream mapping has the reputation of uncovering waste in manufacturing, production and business process. This helps in identifying and removing or streaming value added steps and eliminating non value added steps. In this study the process was analyzed to find an opportunity to drastically reduce the number of actions and to simplify the same. By reducing waste the proportion of value adding time increases in the whole process and the process throughput speed could also be increased. This makes the redesigned process more effective and more efficient. The reengineered process was flow charted in its future state with process steps and information flows re-engineering, simplified and economized. The current layout was analysed to identify and eliminate the non value added activities through lean tools like 5S, VSM and line balancing in a manufacturing industry. From the observed results, it was concluded that the non value added time could be reduced by about 13% while the process cycle efficiency could be increased by about 10%. Virtual simulation was conducted to verify and validate the existing situation as well as to propose the results and the effectiveness of lean principles in a systematic manner with the help of ARENA.

scholarly journals Lean Manufacturing Applications in the Manufacturing Industry

2018 ◽  
Vol 220 ◽  
pp. 02005
Author(s):  
Abdillah Arif Nasution ◽  
Ikhsan Siregar ◽  
Anizar ◽  
Tigor Hamonangan Nasution ◽  
Khalida Syahputri ◽  
...  
Keyword(s):  
Lean Manufacturing ◽  
Manufacturing Industry ◽  
Value Added ◽  
Added Value ◽  
Value Stream Mapping ◽  
Value Stream ◽  
Mapping Analysis ◽  
Manufacturing Applications ◽  
Study Application

This research was conducted in manufacturing industry, so this research is based on case study application. This research serves to reduce waste in the industry when making a product. This study categorizes value-added work and which work has no added value. And it is measurable and has value, so it can be evaluated in the future. Later this will be poured or depicted on a map called Value stream mapping. This is a tool from Lean Manufacturing. Lean manufacturing is useful for analysing and reducing non value-added activities, value stream mapping analysis tools, 5L1H process mapping activities, and 5 why tools. From the results of this study obtained the efficiency of the process cycle and total estimation of the improvement of the lead time. This calculation can be an evaluation material for the company.

An Optimized Model for Reduction of Cycle Time Using Value Stream Mapping in a Small Scale Industry

2016 ◽  
Vol 27 ◽  
pp. 179-189 ◽  
Author(s):  
R. Suganthini Rekha ◽  
P. Periyasamy ◽  
S. Nallusamy
Keyword(s):  
Cycle Time ◽  
Flexible Manufacturing ◽  
Lean Manufacturing ◽  
Manufacturing Industry ◽  
Value Added ◽  
Value Stream Mapping ◽  
Small Scale ◽  
Value Stream ◽  
Small Scale Industry ◽  
Manufacturing Applications

In recent times, lean manufacturing applications have become essential for manufacturers all over the globe. The manufacturers have gradually shifted from mass production to flexible manufacturing and customers are looking for customized and unique products. Productivity becomes a very important element with multiple product need. Passenger vehicle seat manufacturing industry is found to be poorly affected by manufacturing problems due to more cycle time, unbalanced workload and improper layout. The main aim of this paper is to study the existing system of a seat manufacturing industry and to improve productivity using lean methodology without much affecting current working systems. The critical non value added activities are identified and chances required for improvement has been recognized. The total lead time was reduced from 2.55 days to 2.438 days after implementation of applications of VSM. Using spaghetti diagram the current layout was optimized and the total cycle time was reduced by about 26.28% after implementing the proposed layout to meet the customer demand.

An energy mapping methodology to reduce energy consumption in manufacturing operations

2016 ◽  
Vol 232 (10) ◽  
pp. 1731-1740 ◽  
Author(s):  
John Cosgrove ◽  
Maria-Jose Rivas Duarte ◽  
John Littlewood ◽  
Paul Wilgeroth
Keyword(s):  
Energy Consumption ◽  
Environmental Impact ◽  
Lean Manufacturing ◽  
Manufacturing Industry ◽  
Value Added ◽  
Value Stream Mapping ◽  
Production Environment ◽  
Energy Usage ◽  
Value Stream ◽  
Manufacturing Operations

The manufacturing industry is increasingly accountable for the environmental impact resulting from its activities. Research indicates that specific production processes within manufacturing plants generate significant environmental impact through energy consumption. To understand the consumption of energy in a production environment, it is necessary to outline the energy flow within the facility, along with the classification of energy usage and its relationship to processes and production outputs. It is also important to identify auxiliary (non-value added) energy within production as the area with the greatest potential for savings through changes in operational behaviour. This article introduces a practical process mapping methodology that combines energy management with value stream mapping. The methodology is based on ‘Lean’ manufacturing principles and on application to a couple of industry use cases has been shown to successfully illustrate the relationship between the energy usage and production activities for a particular value stream. Furthermore, the significant energy users in relation to the actual production process steps have been identified, and energy reduction opportunities of 42% and 50% have been quantified.

scholarly journals RANCANGAN USULAN PERBAIKAN UNTUK MEMINIMASI WAITING TIME PADA PROSES PRODUKSI RUBBER STEP ASPIRA BELAKANG DENGAN PENDEKATAN LEAN MANUFACTURING (STUDI KASUS: PT AGRONESIA DIVISI INDUSTRI TEKNIK KARET)

2016 ◽  
Vol 3 (02) ◽  
pp. 52
Author(s):  
Qolli Kusuma ◽  
Pratya Poeri Suryadhini ◽  
Mira Rahayu
Keyword(s):  
Waiting Time ◽  
Lean Manufacturing ◽  
Lead Time ◽  
Value Added ◽  
Value Stream Mapping ◽  
Value Stream ◽  
Current State ◽  
Fishbone Diagram

PT Agronesia (Divisi Industri Teknik Karet) merupakan perusahaan manufaktur industri pengolahan yang memproduksi berbagai jenis produk karet teknik untuk keperluan industri, salah satunya adalah rubber step. Penelitian ini difokuskan pada rubber step Aspira Belakang yang memiliki gap ketidaktercapaian produksi tertinggi. Pada proses produksi rubber step Aspira Belakang ditemukan waktu menunggu yang mempengaruhi tingkat pencapaian target produksi. Tahap awal dalam penelitian ini adalah dengan mengumpulkan data primer yang diolah untuk menggambarkan value stream mapping (VSM) dan process activity mapping (PAM) current state sehingga diketahui lead time dari proses produksi rubber step Aspira Belakang sebesar 5915.07 detik dengan waktu aktivitas value added sebesar 1131.47 detik atau 19.13% dari lead time. Tahap berikutnya adalah mengidentifikasi penyebab akar masalah waiting time menggunakan peta pekerja-mesin, fishbone diagram dan 5 why. Tahap selanjutnya adalah melakukan analisis 5W1H untuk memaparkan detail masalah dan menentukan rancangan usulan perbaikan menggunakan metode lean manufacturing seperti Quick Changeover dan Display. Rancangan usulan perbaikan berupa perancangan alat potong, pembagian lot pengerjaan compound, pengadaan instruksi kerja, perancangan display, pembuatan batch/stock siap cetak, dan perancangan rak penyimpanan khusus sebagai upaya dalam meminimasi waiting time pada proses produksi rubber step Aspira Belakang. Berdasarkan rancangan usulan yang diberikan didapatkan lead time sebesar 3142.10 detik dengan waktu aktivitas value added sebesar 1131.47 detik atau 36.01% dari lead time.

scholarly journals Implementation of Lean Manufacturing and Kaizen to Improve Productivity in The Production Floor

Jurnal IPTEK ◽  
2020 ◽  
Vol 4 (2) ◽  
Author(s):  
Linda Theresia ◽  
Gadih Ranti ◽  
Ray Kreshna
Keyword(s):  
Lean Manufacturing ◽  
Manufacturing Industry ◽  
Value Added ◽  
Assessment Model ◽  
Added Value ◽  
Value Stream Mapping ◽  
Value Stream ◽  
Current Production ◽  
Engine Maintenance ◽  
Cycle Efficiency

Currently the industry is trying to improve its competitiveness. This makes the manufacturingindustry needs to adapt the Lean-Kaizen concept. Lean-Kaizen means eliminating waste through small improvements made on an ongoing basis. This research takes a case study at PT Inoac Poltechno Indonesia, which is engaged in foam production. The current production target is only 56% of the planned target. Besides that, there are found many defective products and activities that have no added value. Furthermore, a map of the current condition is made to find waste and know the kaizen that will be carried out. Furthermore, a future map was developed with work standardization and Value Stream Mapping to determine activities that have no added value. Calculation of Waste Assessment Model (WAM), shows the biggest waste is defect (26.73%), inventory (15.79%), and waiting (13.35%). This study found that by adding trolley, adding operators, making SOPs, scheduling engine maintenance would make non-value added (NVA) activities decrease from 29.95% to 20.5%. Process Cycle Efficiency increased from 22.31% to 28.25% (thus fulfilling international PCE requirements for the manufacturing industry). Keyword : Lean-Kaizen, productivity, waste

Application of lean manufacturing in automotive manufacturing unit

2020 ◽  
Vol 11 (1) ◽  
pp. 171-210 ◽  
Author(s):  
Jagmeet Singh ◽  
Harwinder Singh
Keyword(s):  
Lean Manufacturing ◽  
Manufacturing Industry ◽  
Value Added ◽  
Value Stream Mapping ◽  
Automotive Manufacturing ◽  
Content Type ◽  
Work In Process ◽  
Current State ◽  
Future State ◽  
Manufacturing Organization

Purpose This paper aims to apply lean manufacturing using value stream mapping (VSM) in the manufacturing organization (automotive suspension and fastening components section). To validate the VSM approach, simulation has been done. Design/methodology/approach VSM approach has been used to implement lean stages in the U-bolt section. Current state map was prepared and future state map has been implemented. Further, simulation has been done to compare current state and future state maps. Findings It has been found that there is 87.59% reduction in cycle time (C/T), 76.47% reduction in work-in-process (WIP) inventory, 95.41% reduction in production lead time, 66.08% increase in value added (VA) ratio, 95.78% reduction in non-value added (NVA) time, 57.14% reduction in the number of operators and 70.67% reduction in change over (C/O) time for the U-bolt section. Simulated and VSM of current and future state has observed error of 5 s. Research limitations/implications This study is based on automotive manufacturing industry situated in northern part of India. The outcome of this study is applicable only to the selected product of the manufacturing company. Originality/value This paper deals with case study part which reflects the true picture of implementation of Lean manufacturing (LM) tools in the organization.

VSM as a Tool for Mini-Audit of Information System

2014 ◽  
Vol 474 ◽  
pp. 73-78
Author(s):  
Jan Vavruška ◽  
František Manlig ◽  
František Koblasa
Keyword(s):  
Information System ◽  
Information Flow ◽  
Production Management ◽  
Business Processes ◽  
Process Analysis ◽  
Discrete Event ◽  
Control Process ◽  
Value Stream Mapping ◽  
Value Stream ◽  
Current State

The main focus when improving business processes is on the analysis of material flow. Thorough analysis of the information flow and associated information systems is still undervalued. Working with inaccurate and/or obsolete data leads to incorrect outputs that negatively affect the entire control process. Analysis of the state of material has to go hand in hand with the information analysis. A mini audit of the information flow and information system can be carried out, which follows the classic principles of VSM (Value stream mapping), in order to make an initial analysis of the information flow and information system. Information about the current state of the process together with a measure how well it is represented by the model in the information system can be obtained thanks to this mini-audit. This article focuses on this mini-audit and briefly describes the auditing process. The details of how to create VSM maps is discussed with the main focus on an information flow where the key elements are the inputs and the outputs of the job orders for planning and production management. Attention is also focused on the form of delays in discrete-event recording in the production process which appear in the information system.

scholarly journals Improving Quality Control Process Through Value Stream Mapping

2018 ◽  
Vol 7 (2.29) ◽  
pp. 219
Author(s):  
Zulfa Fitri Ikatrinasari ◽  
Dan Kosasih
Keyword(s):  
Quality Control ◽  
Lead Time ◽  
Value Added ◽  
Maximum Efficiency ◽  
Value Stream Mapping ◽  
Process Time ◽  
Value Stream ◽  
Current State ◽  
Future State ◽  
Quality Control Process

PT. AEMI is one of the growing electronic component manufacturing company. By this time, Kaizen project has been run and managed to become a culture in PT AEMI. However, the project has not integrated, comprehensive and not yet has a long-term goals. Implementation of value stream mapping (VSM) in PT AEMI is expected to make Kaizen projects more focused and to produce increasing of the maximum efficiency. In addition, VSM Kaizen is believed to make the those programs more integrated, effective and comprehensive. This study aims to: (1) create a current state mapping in the Department of Quality Control PT. AEMI, (2) identify wastes in the Department of Quality Control PT.AEMI, (3) create a future state mapping at the Department of Quality Control PT. AEMI, (4) make a plan of improvement and analyzing the application. Stages of the study were as follows: (1) identification of work processes, (2) collect and analysis of work process time, (3) analysis of the current state mapping, (4) calculate of lead time and process time, (5) analysis of value added and non value-added activities, (6) analysis of wastes, (7) make a plan of future state mapping, (8) improvement design (improvement planning), (9) implementation of improvement, (10) analysis of the implementation of improvements. The results of this study are: 1) current state mapping at QC Department shows that the total lead time of 848 minutes where there is non-value added activity of 778 minutes. 2) identify waste on the handling process where the product movement from assembly to QC for 2 minutes, movement transactions from assembly to QC for 479 minutes and the waiting time at  inspection area for 727 minutes. 3) future state mapping at QC Department shows that the total lead time of 516.5 minutes where there is non-value added activity of 446.5 minutes. 4) the improvement to do is to change the lay out where final inspection is moved from QC to manufacturing so as to result in reduce of non-value added activity by 46%. 

scholarly journals Variability and Uncertainty Analysis in Value Stream Mapping

2019 ◽  
Vol 8 (12S2) ◽  
pp. 533-538
Keyword(s):  
Lean Manufacturing ◽  
Value Stream Mapping ◽  
Strong Impact ◽  
Food Sector ◽  
Value Stream ◽  
Current State ◽  
Potential Risks ◽  
Tools And Techniques ◽  
A Current

Lately, value stream mapping (VSM) is integrated with tools and techniques that belong to other areas of knowledge such as risk management (RM). It is well known tool in showing the value, value stream and the flow which represents three of lean manufacturing (LM) principles. This integration, gives more benefit in covering two of VSM issues such as considering the variability and uncertainty of production processes. In this paper, a model named variable value stream mapping (V-VSM) that integrates the two was showed, explained and tested. The model helps to generate the VSM in a dynamic way with the identification of current and potential risks. These risks might happen in the future bringing a strong impact on not reaching the main objectives in the defined time and cost. The model has been tested by conducting a case study in food sector. A current state map was built using both models, traditional VSM and VVSM. The results showed the effect of variability and uncertainty on the total cycle time (CT) and lead time (LT) values, where the traditional VSM failed to show it by being a static tool. Comparing the results of both models show the differences in presenting the real state of manufacturing environment..

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