training report on escorts tractor

8/11/2019 Training Report on Escorts Tractor

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RAINING REPOR

Identification of ways to improve

Man and Machine UtilizationA Dissertation submitted to

JIET, Jaipur JIET, Jaipur

Escorts Limited- Agri Machinery group

ubmitted !o" ubmitted #y"

Mr. Sulabh Nalwaya Anupam $aler %oll &o' "((E)AME*(+

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Summer Project Certifcate

This is to certify that Ms. Anupam Kaler Roll No. 11EJAME015 a student of

JIET, Jaipur has worked on summer project titled Identification of ways to

improve Man and Machine Utilization at Escorts limited- Agri Machinery

roup, !arida"ad after trimester-III in partial fulfillment of the requirement for the

programme. This is her original work to the best of my knowledge.

Date: - __________ Signature ___________

Seal: Name of Faculty________

A#K$%&'E(EME$T

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project work is a combination of !iews" ideas" suggestions and contribution of manypeople. The report is the opportunity to thank those who contributed towards itsfulfillment.

I would like to e#press my sincere gratitude to Mr. R.$.%hilana for pro!iding me anopportunity to pursue my summer internship at &scorts 'td.

(ith equal gratitude I would like to thank Mr. Mankul )aran" who accepted me as asummer trainee and under whose able guidance * co-operation I conducted my study.

My special thanks are also due to Mr )heetansh Thakur +%hief Manager- &ngineering,who ga!e me his !aluable time and guided me at each step with his e#pertise andpro!ided me all the required information.

I am highly obliged to Mr. singh" Mr. $.%.)harma" and Mr )heetansh Thakur for the pains they took to help me complete my training.

I am immensely thankful to all the employees of &scorts M 'td." who ga!e me their precious time in pro!iding me with !aluable information and patiently replying to all myqueries.

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TA)'E %! #%$TE$T*

*.no. Topic +age$o.

1 Eecutie *ummary

/ Introduction

/.1 A"out Escorts roup

/./ A"out Escorts Agri Machinery 'imited

/. 2uality +olicy 10

3eie4 o the 'iterature 11

.1 'ean Methodology 11

.1.1 T4o approaches to 'ean Manuacturing 11

.1./ )asics #haracteristics o 'ean Thin6ing 1/

.1. +rinciples % 'ean Management 1

.1.7 Tools o 'ean Methodology 15

.1.5 The seen deadly 4astes 1

./ (einition o 8alue *tream 1

./.1 8alue *tream Management 1

././ 8alue *tream Management +urpose 1

./. 8alue *tream Mapping Method 19

./.7 Enterprise 8alue *tream Mapping 19

./.5 3e:uisites or successul 8*M 19

./. 8alue *tream Mapping *ym"ols //

./.; 'imitations o 8*M /

./. Tools o 8alue *tream Mapping /5

. *tandard %perating +rocedures /

7 +ro"lem (einition /;

7.1 %"<ectie o the *tudy /;

7./ *u" %"<ecties /;

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7. Importance o the +ro"lem /;

*.$o. Topic+age$o.

5 Methodology /

Analysis

; !indings 9

'imitations 70

9 3ecommendations 71

10 #onclusion 7

11 3eerences 7

1/ Appendi 7;

A #urrent *tate Map 7

) antt #hart 79

# Kai=en )urst on #urrent *tate Map 5/

( !uture *tate Map 5

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1. E>E#?TI8E *?MMA3@

roducing a high quality product at a profit depends on the o!erall effecti!e utili/ationof 0 Ms i.e. Man" Machine" Material" Method in an organi/ation. Major businessesha!e been trying to adopt !arious ways in order to ha!e the best utili/ation of manbecause Man is the controller of all other three Ms. Thus man is the success dri!er of all the operations in the organi/ation.

The reason behind the pro!ocation of this project is the poor utili/ation of man andmachine on the shop floor. The project pertains to the aspect of identifying the ways toimpro!e man and machine utili/ation on the timing gear line. The organi/ations today

are in!ol!ed in an era which requires being eternally competiti!e. It has becomeimperati!e for an organi/ation to ha!e systems in place which add !alue to the productand remo!e the non !alue adding acti!ities at the same time. &limination of all thesenon !alue adding acti!ities from the system will lead to significant increase in man andmachine utili/ation. 'ean principles help in reducing cost by eliminating non !alueadded acti!ities.

The project in!ol!ed to study the e#isting process of manufacturing of gear cam shaft+model no.121, on timing gear line" identifying the wastes" apply lean principles andfinally draft a future state map.

I started my project by studying the sequence of the operations done on the gear camshaft. The production of 13 gear cam shaft pieces was traced and time taken tocomplete them was noted. Then I made a current state map and calculated thepercentage of !alue addition work done on them. That came out to be 24.567.

fter going through the study I analy/ed some of the key issues which comprise of thefollowing8-

2. The cycle time of hobbing operation is much more than the other operationsthus making it the bottleneck stage. 9ecause of this the machines for other operations and their operators remain idle.

1. Though it is a line cell on which one piece flow should be maintained butbatching at each stage is done with no sense of customer Takt time. It looks likea cell but works like a batch. s a result" lot of in!entory gets accumulated.

4. %oncept of one operator at one machine pre!ents the full utili/ation of man onthe shop floor as some of the operations ha!e !ery less cycle time.

0. There are no standards or set of instructions gi!en to operator about the feedrate" speed which could pro!ide direction or impro!e work consistency.

:. )ome quality issues are there at turning operation.

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fter analy/ing abo!e facts" I drafted a final !alue state map. I came to someconclusions which can be summari/ed as below8-

2. 'ine 9alancing should be done in order to eliminate the situation of bottleneck.1. )cheduling should be done on the basis of Takt time and production should bele!eled. ;n a line cell instead of ha!ing a batch mo!ement" one piece flowshould be there.

4. ;perators should be trained to operate more than one machine. This willreduce man idle time.

0. (ell written standard operating procedures should be made and should bepro!ided to operators to impro!e work consistency.

:. ;peration at turning machine should be monitored and statistical processcontrol tools should be used to identify the reasons for the !ariation.

9ased on the abo!e suggestions" I made standard operating procedures.

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/. I$T3%(?#TI%$

/.1 A)%?T E*#%3T* 3%?+

&scorts originally incorporated as &scorts gents in 2500 at 'ahore shifted to <elhiafter independence in 2506. &scorts" =ariprasad Nanda>s flagship company" startedon a small scale as a trading and agency business. The company took franchise for the distribution of Massey ?erguson Tractors in 2505. 'ater" it started manufacturingown brand of tractors with technology from @rsus of oland in 25:5. &scorts has alsopromoted a number of subsidiaries and affiliate companies in the businesses of autocomponents" railway equipments" industrialAconstruction machinery"telecommunication equipmentAser!ices and financial ser!ices.

/./ A)%?T E*#%3T* A3IMA#I$E3@ 'IMITE(

&scorts gricultural Machines 'imited pioneered farm mechanism by taking thefranchise from @.);. based Minneapolis Moline" (isconsin only to market tractors"implements" engines and other farm equipments. In 253B" it started its ownmanufacturing from ?aridabad. Today &scorts gri Machinery roup has a nation widenetwork with o!er 3BB dealers and 4B area offices. Their national share stands at 1B7. The company has de!eloped its own in house state of the art technology R*<

facility. The main focus of R*< facility is to de!elop new and better products Cproducts that can offer impro!ed performance with lower fuel consumption and leastmaintenance and part requirements.

The products +Tractors, which &scorts M is making currently are as follows8-2. ?armtrac series1. New ?armtrac 6B4. owertrac series0. &scorts series

The abo!e brands are powerful and well accepted. The brand propositions of these

ha!e been designed in a manner that they complement each other in the marketplace. The three brands are based on a distinct technology designed to suit !aried soilconditions and applications for agricultural and commercial usage. The company hasinstitutionali/ed the Dproacti!e approach> of identifying the latent needs of the customer and offering the right product design for the right application.The company>s policies are based on the foundation of %ustomer Relationship" <ealer Management and Inno!ation.

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&scorts - M has Tractor manufacturing capacity of 5E"50B tractors A annum which isthe highest in sia at one location. Its manufacturing operations are di!ided in threeplants as

2. %omponent lant

1. Tractor ssembly lant4. %rankshaft * =ydraulic lant

%omponent lant consists of Machine shops in which all major castings such as&ngine blocks" ear 9o# housings" <ifferential housings are being machined alongwith ears * )hafts. Machine shop consists of )tate of the rt machines such as %N%=ori/ontal Machining %enters" %N% Turning %enters and !ariety of other precisionmachines" including ear =obbing and )ha!ing machines" etc. It is important to notethat all critical components are machined in house.

Tractor ssembly lant is di!ided into two lines as ?armtrac 'ine and the owertrac

'ine. ?armtrac 'ine is a composite line that has machining as well as assemblyacti!ities of &ngine" Transmission * Tractor whereas on owertrac line only ssemblyacti!ities of &ngine" Transmission * Tractor are being carried out. Tractor ssemblylant has )tate of the rt aint )hop that has %&< paint shop facilities. &ngine )hophas )tate of the rt testing facilities that includes F' make &ddy %urrent<ynamometers in &ngine Test =ouse.

%rankshaft * =ydraulic lant is di!ided into two parts as %rankshaft 'ine and=ydraulics 'ine. %rankshaft line consists of machine shop where crankshafts of allTractor models are being machined. It has )tate of the rt machines such as RotaryMiller" in rinder" Gournal rinder" etc. =ydraulic line consists of Machining as well as

ssembly acti!ities where critical parts of tractor hydraulics such as <istributor"=ydraulic %ylinder" etc are being machined and assembled. It has )tate of the rt=oning and other precision machines.

The Marketing efforts are deployed through the National )ales and )er!ice rid of8

• ;!er21BBnational dealers" sub dealers" distributors and stockists" backed

effecti!ely by systematic micro efforts for effecti!e deployment right down to the!illage le!el.

• ;!er 1BB sales offices strategically located across the country.

• Tractor sales to o!er 02 countries around the globe.

The )ales Management follows a Firtuous %ash %ycle and its important componentsare8

• )ales A collection

• %hannel Management

• RetailA%hannel ?inance

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• %RM

• Trade-In

• )upply and 'ogistics.

(ith increased access to global markets from the 255B>s" they ha!e adopted current

best practices in operational areas. In the year 255:" farmtrac plant was the firsttractor company in India to get I);-5BB2 certification. In 2556 all other plants also gotI);-5BB2 certification. In 2556-1BBB" it adopted 9R practices in all manufacturingplant. ;racle &nterprise Resource lanning +&R, has been adopted.

I); 5BB2 and T) 23505 certification has helped &scorts

• In streamlining and strengthening the procedures and systems followed.

• In ha!ing a uniform approach as a company for resol!ing customer related

issues and focus on customer satisfaction.

• In building a base for making impro!ements through 9R" new ad!anced tools

and techniques.

• In capturing customer !oice and con!erting this !oice into products meeting

customer requirement fully with targets on quality" cost and deli!ery.

• In ha!ing the approach of pre!ention rather than reaction

• In ha!ing the focused approach on continuous impro!ement.

/. 2?A'IT@ +%'I#@

The following THM practices ha!e been implemented8-

• ?M&8 <esign as well as rocess

• )%8 machine shops

• %ontrol lans

• Measurement )ystem nalysis.

• roblem )ol!ing Techniques.

• oka oke

• Huality ?unction <eployment.

• )pecial causes identification

• TM

The gri Machinery roup has set the !ision to Do lobal>. They are planning to ha!eworld class products with the state of art technology. (orld %lass manufactured qualityand fle#ible manufacturing systems are also in their agenda. They are building reliableand impro!ed !endor quality through system impro!ement approach.

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. 3E8IE& %! TE 'ITE3AT?3E

.1 'ean methodologyB A conceptual (einition

'ean is a generic management philosophy deri!ed mostly from Toyota roduction)ystem +T),. It is renowned for its focus on reduction of the se!en wastes in order toimpro!e o!erall customer !alue. 'ean is the set of T) tools that assist in theidentification and steady elimination of waste +muda," quality is impro!ed andproduction times and costs are reduced. To sol!e the problems" lean methodology isone of the initiati!es that many major businesses ha!e been trying to adopt in order toremain in the global market. The focus of the approach is on cost reduction byeliminating non !alue added acti!ities. ;riginating from the T)" many of the tools andtechniques of lean manufacturing +e.g. Gust in time +GIT," cellular manufacturing" totalproducti!e maintenance" single minute of e#change dies" production smoothing, ha!ebeen widely used in discrete manufacturing

.1.1 T4o Approaches to 'ean Manuacturing

2. The first approach to lean manufacturing is the identification and elimination of the waste +muda,. s waste is eliminated quality impro!es while production timeand cost are reduced. Tools used in order to eliminate wastes are !alue streammapping" :-)" $an-ban +pull systems," and poka-yoke +error-proofing,.

1. The focus of second approach to lean manufacturing" which is promoted byToyota" is upon impro!ing the flow or smoothness of work. This can beachie!ed by steadily eliminating mura +une!enness, through the system andnot upon the waste reduction. Techniques to impro!e flow include productionle!eling" pull production by means of $anban and the =eijunka 9o#

The difference between these two approaches is not the goal but the prime approach

to achie!ing it. The implementation of smooth flow e#poses quality problems whichalready e#isted and thus waste reduction naturally happens as a consequence. Thead!antage claimed for this approach is that it naturally takes a system-wideperspecti!e whereas a waste focus has this perspecti!e.

The pillars of Toyota roduction )ystem are8-

2. ull processing

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1. erfect first-time quality4. (aste minimi/ation0. %ontinuous impro!ement:. ?le#ibility3. 9uilding and maintaining a long term relationship with suppliers

6. utonamationE. 'oad le!eling5. roduction flow2B. Fisual control22. GIT

'ean implementation is therefore focused on getting the right things" to the right place"at the right time" in the right quantity to achie!e perfect work flow while minimi/ingwaste and being fle#ible and able to change. These concepts of fle#ibility and changeare principally required to allow production le!eling" using tools like )M&<. Thefle#ibility and ability to change are not open-ended and therefore often not e#pensi!e

capability requirements. More importantly" all of these concepts ha!e to beunderstood" appreciated" and embraced by the actual employees who build theproducts and therefore own the processes that deli!er the !alue. 'ean manufacturingcycle is as follows8 -

.1./ )asic #haracteristics o 'ean Thin6ing

Add nothing "ut alueB - The first step in lean thinking is to understand what

!alue is and what acti!ities and resources are absolutely necessary to createthat !alue. ;nce this is understood e!erything else is waste. If somethingdoesn>t directly add !alue" it is waste. If there is a way to do without it" it iswaste.

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#entre on the people 4ho add alueB - The people doing the work are the

centre of resources" information" process design authority" decision makingauthority" organi/ational energy. In mass production" tasks are structured sothat low skilled or unskilled workers can easily do the repetiti!e work" butengineers and managers are responsible for the production. (orkers are not

allowed to modify or stop the line because the focus is to maintain the !olume.The truly lean plant has two features. It transfers the ma#imum number of tasksand responsibilities to those workers who actually adds !alue. It has in place asystem for detecting defects that quickly traces e!ery problem" once disco!eredto its ultimate cause

!lo4 alue rom demandB - the idea of flow is fundamental to lean production.

If you do nothing but add !alue" then you should add the !alue in as rapid aflow as possible. If this is not the case" the waste builds up in the form of

in!entory or transportation. The idea that the flow should be pulled fromdemand is also fundamental to lean production. ull means nothing is doneunless and until a downstream process requires it. The effect of pull is thatproduction is not based on forecast. %ommitment is delayed until demand ispresent to indicate what the customer wants.

%ptimi=e across organi=ationsB - The biggest barrier to adopting lean

practices is organi/ational. s products mo!e from one department to another"a big gap often de!elops especially if each department has its own set of

performance measurements that are unrelated to the performancemeasurement of neighboring department. )ub optimi/ing measurements are!ery common and o!erall optimi/ation is !irtually impossible when they are inplace.

.1. The principles o lean management

&ffecti!ely" the philosophy in!ol!es eliminating waste and unnecessary actions andlinking all the steps that create !alue. In 2553 the initial concept of lean was more

e#tensi!ely defined and described by fi!e key principles +(omack * Gones" 2553,8

*peciy alue C <efine !alue precisely from the perspecti!e of the end

customer in terms of the specific product with specific capabilities offered at aspecific time.

Identiy alue streams C Identify the entire !alue stream for each product or

product family and eliminate waste.

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Ma6e alue lo4 C Make the remaining !alue creating steps flow.

'et the customer pull alue C <esign and pro!ide what the customer wants

only when the customer wants it.

+ursue perection C )tri!e for perfection by continually remo!ing successi!e

layers of waste as they are unco!ered.

The fi!e key principles are shown below. These fi!e principles will help in eliminationof Dmuda> which means waste.

Many meanings of !alue within the lean framework are e#plained below in thefollowing table8 -

The first principle is to specify !alue in term of product or product functions. Theinferred meaning of !alue points to specify !alue. =owe!er" the !alue cannot be seen

1



as itself" because it is attached with the product. Thus" !alue here is used to meanmaterials or products

The second principle means designing the production system including productde!elopment" order fulfillment process with goal to a!oid the wasteful acti!ities. Thus"

the inferred meaning of !alue stream is the material and information flow including thekey partners in the supply chain

The third principle highlights to make a flow without interruptions. It means to make aflow by eliminating the identified wasteful acti!ities. In the inferred meaning of theprinciple" the !alue is the flow. To achie!e the waste free flow helps one-piece flowrather than producing in batches

The fourth principle accentuates that customers pull the products instead of producer pushes the unwanted products. The inferred !alue of the principle is that the productswill be produced in Djust in time> manner that keep lead time under control.

The fifth principle stresses that there is a need for Jcontinuous minimi/ation of wasteand ma#imi/ation of !alueK" associated with GIT and TH% +Total Huality %ontrol,concepts. Thus" the continuous impro!ement should be performed in any leanorgani/ation.

s a summary" the concept of !alue has different meanings depending on the industrywhere it is used. The !alue in terms of lean thinking is based on fi!e lean principles.=owe!er" the common perception of !alue is when customer cares about the product"buys it continuously and a company is doing right at first time.

.1.7 Tools o 'ean Methodology

fter (orld (ar II Gapanese manufacturers were faced with !ast shortages of material" financial" and human resources. These conditions resulted in the birth of theDDlean>> manufacturing concept +(omack et al." 255B,. $iichiro Toyoda" the president of Toyota Motor %ompany at the time" recogni/ed that merican automakers of that erawere out-producing their Gapanese counterparts by a factor of about ten. &arlyGapanese industrial leaders such as Toyoda" )higeo )hingo" and Taiichi ;hnoresponded by de!ising a new" disciplined" process-oriented system" which is knowntoday as the DDToyota roduction )ystem">> or DD'ean Manufacturing.>> The system

focused on pinpointing the major sources of waste" and then using tools such as GIT"production smoothing" setup reduction and others to eliminate the waste. !ery brief description of the most common lean tools is gi!en below the interested reader isreferred to one of the many books on lean manufacturing for more details8

%ellular manufacturing8 organi/es the entire processes for a particular product

or similar products into a group or cell including all the necessary machines"

1



equipment and operators. Resources within the cell are arranged to easilyfacilitate all the operations.

Gust-in-time +GIT,8 system where a customer initiates demand" and the

demand is then transmitted backward from the final assembly all the way to raw

material" thus pulling all requirements just when they are required.

$anbans8 signaling system for implementing GIT production

Total pre!enti!e maintenance +TM,8 (orkers carry out regular equipment

maintenance to detect any anomalies. The focus is changed from fi#ingbreakdowns to pre!enting them. )ince operators are the closest to themachines" they are included in maintenance and monitoring acti!ities in order topre!ent and pro!ide warning of malfunctions.

)etup time reduction8 @sually a product mi# is produced on the machine. )o for

a different model different setup is required. )etup time is the time required toprepare a machine for production of the product. It>s a non !alue adding acti!ityand should be reduced. )etup time can be reduced by con!erting many internalacti!ities to e#ternal acti!ities.

Total quality management +THM,8 system of continuous impro!ement

employing participati!e management that is centered on the needs of thecustomers. $ey components are employee in!ol!ement and training" problemsol!ing teams" statistical methods" long term goals" and recognition that theinefficiencies are produced by the system not the people.

:)8 focuses on the effecti!e work place organi/ation and standardi/ed workplace procedures.

.1.5 The seen deadly 4astes

(ithin the conte#t of manufacturing systems there e#ist se!en types of waste. Thesewere first identified by ;hno +25EE, of Toyota and reported by (omack and Gones+2553,. The se!en wastes include8

1. %erproductionB - roducing items for which there are no orders" which generatessuch wastes as o!erstaffing and storage and transportation costs because of e#cessin!entory.

/. &aiting Ctime on handDB - (orkers merely ser!ing to watch an automated machineor ha!ing to stand around waiting for the ne#t processing step" tool" supply" part" etc."

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or just plain ha!ing no work because of stock outs" lot processing delays" equipmentdowntime" and capacity bottlenecks.

. ?nnecessary transport or coneyanceB - %arrying work in process +(I, longdistances" creating inefficient transport" or mo!ing materials" parts" or finished goods

into or out of storage or between processes.

7. %er processing or incorrect processingB - This means taking unneeded steps toprocess the parts" inefficiently processing due to poor tool and product design" causingunnecessary motion and producing defects. (aste is generated when pro!idinghigher-quality products than is necessary.

5. Ecess inentoryB - &#cess raw material" (I" or finished goods causing longer lead times" obsolescence" damaged goods" transportation and storage costs" anddelay. lso" e#tra in!entory hides problems such as production imbalances" latedeli!eries from suppliers" defects" equipment downtime" and long setup times.

. ?nnecessary moementB - ny wasted motion employees ha!e to perform duringthe course of their work" such as looking for" reaching for" or stacking parts" tools" etc.@nnecessary walking on the shop floor is also a waste.

;. (eectsB - roduction of defecti!e parts or correction" repair or rework" scrap"replacement production" and inspection mean wasteful handling" time" and effort.

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./ (einition o 8alue *tream

Falue stream is defined as all the !alue added and non !alue added actions andAor information currently required to bring a specific product" ser!ice or combination of both through all business processes such as concept design to launch and rawmaterial to customers. ny !alue stream consists of three types of processes8-

2. Falue adding processes.1. Necessary but non !alue adding processes.4. Non !alue adding processes.

./.1 8alue *tream Management

Falue stream management is an orderly approach that allows plant personnel theopportunity to plan how and when they will make the impro!ements required to meetthe customer>s needs. Falue stream management is not about making people workharder" but working smarter. It is setting up a system for material to flow smoothlythrough the !arious manufacturing processes at the speed required to meet thecustomer demand.Falue stream management is a process that

Ties people" lean tools" metrics and requirements together for the lean

enterprise. Requires a lean coordinator to make the process go smoothly and ensures that

lean is continuous. 'ets e!eryone understand and continuously impro!e the understanding of lean

concepts. Makes for a controlled process flow on the floor for an actual lean

implementation plan.

././ 8alue stream management purpose

Falue stream management is one of the latest trends to impro!e manufacturingprocesses because !alue stream maps are an important part of what makes thestoryboard an e#ceptional form of !isual management. (ithout a good understandingof lean manufacturing principles" mapping will not bring companies closer to reducingwastes and achie!ing e#cellence than early e#perimentation with kai/en workshops.Many manufacturers recogni/e the many benefits of lean manufacturing" only a fewunderstand what must go with this effort to make it successful.

1



&#perience shows that a successful lean program depends on four main factors8- Make a true commitment to the success of lean program.

@nderstand e#actly the specification of the customer>s requirement.

Illustrate the current state as accurately as possible.

&ffecti!ely communicate e!eryone in!ol!ed in the team and in!ol!ed in the

program../. 8alue *tream Mapping Method C8*MD

Falue stream mapping method is a !isuali/ation tool oriented to lean manufacturing. Ithelps to understand and streamline work processes by using the tools and techniquesof lean manufacturing. The goal of F)M is to identify" to demonstrate and to decreasewastes in the process. F)M can thus ser!e as a starting point to help management"engineers" production associates" schedulers" suppliers and customers to recogni/ewaste and identify its causes. s a result !alue stream mapping is a communicationtool" but it can be used as a strategic planning tool and as a change management tool.

In order to do this" the !alue stream mapping method !isually maps the flow of materials and information from the moment that the product are entering the back door as raw materials !ia all manufacturing process steps until the moment that the productlea!e the loading dock as finished product.Mapping out the acti!ities in the manufacturing process with cycle times" down times"in process in!entory" material mo!es" information flows" helps to !isuali/e the currentstate of the process acti!ities and guides towards the future desired state.

./.7 Enterprise 8alue *tream Mapping &nterprise !alue stream mapping goes beyond the traditional !alue stream mapping.&nterprise !alue stream mapping takes into account the entire !alue stream fromcustomer order +all the information" communication and documentation flows, throughto deli!ery of the product or ser!ice. This process pro!ides us the complete picture of the enterprise and allows us to design a more effecti!e future state implementationplan.

./.5 3e:uisites or *uccessul 8alue *tream Mapping

(ith many companies integrating 'ean and )i# )igma methodologies into a singleimpro!ement tool kit" !alue stream mapping has emerged as a preferred tool toidentify process impro!ement opportunities. number of !aluable points can be madeabout applying !alue stream thinking to project selection across a range of industriesand processes include8

?nderstand the %erall oal

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The power of !alue stream thinking lies in looking at an entire businessprocess. (ith the typical 'ean project focusing on fi#ing a specific issue in anarrowly defined process" it is critical to ha!e an o!erall perspecti!e for selecting what projects to tackle. &!en more important" !alue stream mappingnot only includes defining the current state" but also includes defining the future

state and the gaps between the two. (ith a clear picture of how the entireprocess should operate in the future" it is relati!ely easy to identify the projectsthat will close the gap. ?or discrete manufacturing processes" the idea of continuous flow often dri!es the design of the future state. ?or processmanufacturing and administrati!e processes" the characteristics of the futurestate are often less well-defined and require a strategic perspecti!e. ?or e#ample" using !alue stream mapping for mapping core human resources +=R,processes forces the business leadership team to decide on the future ser!icedeli!ery model C to what e#tent should the business adopt a self-ser!iceapproach" what tasks will be performed by =R specialists !ersus localgeneralists" etc. (hen de!eloping the future state" it is crucial to define the

o!erarching goal for the process that will guide the design. ?or a staffingprocess" the goal might be filling a position in less than two months. ?or apharmaceutical filling operation" the goal might be to achie!e a higher number of fills. clearly defined business goal for the process pro!ides the perspecti!ethat dri!es the design.

?nderstand the 3eal #onstraints

(hen de!eloping the future state" it is critical to understand the real processconstraints of the current state and to e!aluate to what e#tent these constraintswill remain in the future state. ?or e#ample" de!eloping the future state for

pharmaceuticals manufacturing needs to consider the time required to !alidatenew equipment. typical future state map describes the state of the process 21or 2E months from now. If it takes 4B months to get a new piece of equipment inplace and !alidated" the current equipment becomes a constraint for the futurestate map. )ome constraints are real" others are only imagined. ?or e#ample"headcount should ne!er be a constraint.

!ocus on +ro<ects That elp Achiee the oal

(hen analy/ing the gap between the current and future states" one shouldfocus only on those projects that will help achie!e the o!erall goal. In many

instances" the impro!ement plan is filled with projects that ha!e no clear link tothe o!erall objecti!e. Most companies ha!e only limited resources at their disposalL therefore the a!ailable resources should be concentrated on thoseprojects that really need to be done.

(eine the %ptions

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In almost e!ery instance" there are se!eral different paths to achie!e the futurestate and meet the o!erall process goal. ?or e#ample" when focusing oncapacity increase at a bottleneck machine" this goal could be accomplished byreducing process cycle time" unplanned downtime" changeo!er times or process yield. <efining the alternati!e project packages is helpful to

understand the trade-offs and make smart resource allocation decisions.

Integrate Eisting Initiaties into the +lan

Initiati!es and projects already under way or planned for the foreseeable futureneed to be integrated into the o!erall plan to the e#tent that they impact thefuture state. =owe!er" one needs to be careful and re!iew whether thedeli!erables for these initiati!es are realistic. ?or e#ample" a company whichwas mapping its manufacturing process identified two projects that weree#pected to yield a substantial reduction in process time. =owe!er" when theteam re!iewed these projects it became ob!ious that the impact e#pectations

were !ery unrealistic. (hen putting together an in!entory of these current or planned projects or initiati!es" the team should ask itself8 re the objecti!es for these projects clearly defined re these initiati!es on track to deli!er thee#pected results (hat is the risk of these projects failing &specially when itcomes to technology projects" re!iewing the track record of similar projects inthe company can help to understand whether the team should count onsuccessful completion or not.

)e #reatie and Adapt the Approach to the *ituation

Falue stream mapping typically focuses on a product family. =owe!er" in many

instances the concept of product family is limiting. In many process industries"the equipment is not dedicated to a certain product or family" and processingpaths can !ary from run to run. )imilar issues arise in many ser!ice processes

C for e#ample" when customers can choose between !arious channels+internet" phone" e-mail" etc,. ?ocusing narrowly on a product family does notreally pro!ide much insight into the impro!ement opportunities a!ailable. Insuch cases" the !alue stream perspecti!e can be enhanced by combining themapping with other tools such as bottleneck analysis.

Falue stream mapping is a powerful tool that helps to identify the !ital few 'eanprojects that will yield the highest !alue to the process in question.

2



./. 8alue *tream Mapping *ym"ols

#ustomer*upplier

This icon represents the )upplier when in the upper left"the usual starting point for material flow. The customer isrepresented when placed in the upper right" the usualend point for material flow.

(edicated +rocess

This icon is a process" operation" machine ordepartment" through which material flows. Typically" toa!oid unwieldy mapping of e!ery single processing step"it represents one department with a continuous" internalfi#ed flow path.

(ata )o

This icon goes under other icons that ha!e significantinformationAdata required for analy/ing and obser!ingthe system. Typical information placed in a <ata 9o#underneath ?%T;R icons is the frequency of shippingduring any shift" material handling information" transferbatch si/e" demand quantity per period" etc.

Inentory

These icons show in!entory between two processes.(hile mapping the current state" the amount of in!entorycan be appro#imated by a quick count" and that amountis noted beneath the triangle. If there is more than onein!entory accumulation" use an icon for each. This iconalso represents storage for raw materials and finishedgoods.

+ush Arro4

This icon represents the pushing of material from oneprocess to the ne#t process. ush means that a processproduces something regardless of the immediate needsof the downstream process.

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!I!% 'ane

?irst-In-?irst-;ut in!entory. @se this icon whenprocesses are connected with a ?I?; system that limitsinput. n accumulating roller con!eyor is an e#ample.Record the ma#imum possible in!entory.

*aety *toc6

This icon represents an in!entory safety stock againstproblems such as downtime" to protect the systemagainst sudden fluctuations in customer orders orsystem failures. It is intended as a temporary" not apermanent storage of stockL thusL there should be aclearly-stated management policy on when suchin!entory should be used.

+roduction #ontrol

This bo# represents a central production scheduling orcontrol department" person or operation.

+roduction Kan"an

This icon triggers production of a pre-defined number ofparts. It signals a supplying process to pro!ide parts to adownstream process.

&ithdra4al Kan"an

This icon represents a card or de!ice that instructs amaterial handler to transfer parts from a supermarket tothe recei!ing process. The material handler +oroperator, goes to the supermarket and withdraws the

necessary items.

'oad 'eeling

This icon is a tool to batch kanbans in order to le!el theproduction !olume and mi# o!er a period of time

Kai=en )urst

These icons are used to highlight impro!ement needsand plan kai/en workshops at specific processes thatare critical to achie!ing the ?uture )tate Map of the!alue stream.

Timeline

The timeline shows !alue added times +%ycle Times,

and non-!alue added +wait, times. @se this to calculate'ead Time and Total %ycle Time.

./.; 'imitation o 8*M

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Falue )tream Mapping +F)M, is a !isuali/ation tool" oriented to the Toyota !ersion of 'ean Manufacturing. s with any tool" it has following limitation8 -

The +ro"lem o %er-hype

uthors and consultants claim unrealistic benefits and applications for F)M. tthe same time" customers and managers tend to look for the sil!er bullet. Thissituation sets up unrealistic e#pectations and di!erts attention from importantaspects of comple# problems. s with the miracle garden tools ad!ertised ontele!ision" beware of anything that promises to sol!e all your problems. It takesmore than a claw hammer to build a house. ;ne needs a saw" le!el" tapemeasure and many other tools.

$on-Technical Aspects o 'ean

Falue )tream Mapping is a technical tool that e#amines the physical system"processes and interconnections. ?actories are comple# socio-technical systemsthat require an integrated approach. ?or e#ample" 'ean Methodology requireshigh teamwork for moti!ation" coordination and problem sol!ing. It requires aneffecti!e mobili/ation of the collecti!e intelligence of the organi/ation. Theremay also be quality issues that the company could address through )i# )igmaor THM techniques. ?i!e-) can clean up the plant" impro!e safety and further raise producti!ity.

igh 8ariety *ituations

F)M was de!eloped and populari/ed in the automoti!e industry. utomoti!eplants are highly focused factories with a narrow family of products for a fewcustomers. F)M works well in these situations. =owe!er" in high !ariety-low!olume factories" F)M is cumbersome and unrealistic. =ere we mustsupplement mapping with roup Technology and other tools.

*ym"ology Aects Thin6ing

Many F)M symbols correspond to specific Toyota techniques such as(ithdrawal $anban or (ork cells. This may lead the user to employ these

techniques e!en when they are inappropriate. In addition" there are other solutions that might be more effecti!e in specific cases. These tend to beignored.

Training

2



To be effecti!e" a F)M group requires training on symbols and mappingtechniques. They also need training on the 'ean Manufacturing elements thatthe symbols represent. This contrasts with rocess Mapping which onlyrequires a trained facilitator.

./. Tools o 8alue *tream Mapping

There are se!en tools of Falue stream mapping. These tools are as follows8 -

Tool 1B +rocess Actiity MappingB - This tool analy/es the process and records allthe details like distance" time and people. It classifies processes as operation"

transportation" inspection" delays" storage and identifies cycle time" set-up time" andmanpower. It traces production flow andAor information flow and also used for simplifying the flow by eliminating andAor combining the acti!ities.

Tool /B *upply #hain 3esponse MatriB - It determines lead time for a productinternally and e#ternally. It determines the a!erage amount of standing in!entory atspecific points in the supply chain and reduces both the lead-time and standingin!entory.

Tool B +roduction 8ariety !unnelB - It plots number of !ariants at each tier of suppliers. It helps in understanding of how the supply chain operates for the gi!en

product. It identifies buffer stock of !arious components and subassemblies anddecides where we can reduce in!entory and make change in processing of products.

Tool 7B 2uality !ilter MappingB - It identifies where quality problems e#ist in !aluestream. It classifies defects as product" ser!ice or internal scrap. It analy/es where inthe supply chain defects occur. It establishes both internal and e#ternal quality le!els.

Tool 5B (emand Ampliication MappingB - it finds delays and poor decision makingconcerning information and material flow. It analy/es the e#tent of amplification asorders mo!e upstream and helps in designing cur!e that has lesser !ariation.

Tool B (ecision +oint AnalysisB -It determines where in the !alue stream" the flowgoes from push system to pull system. nd helps in analy/ing the Dwhat if> scenarios to!iew the operation of !alue stream when the decision point is mo!ed along the !aluestream for better design. It also analy/es where in !alue stream e#cess in!entorye#ist.

Tool ;B +hysical *tructure MappingB - It pro!ides an o!er!iew of the !alue streamand determines how the cost structure and !olume structure look like along the !alue

2



stream. In both the structures assembler is located in middle of supplier tiers anddistribution tiers. It helps in finding waste due to the o!erall structure of industry andeliminates the waste.

. *tandard %perating +rocedure

standard operating procedure is a set of instructions ha!ing the force of a directi!e"co!ering those features of operations that lend themsel!es to a definite or standardi/ed procedure without loss of effecti!eness. );s are used to pro!idedirection" impro!e communication" reduce training time and impro!e work consistently.The ); de!elopment process is an e#cellent way for managers" workers and

technical ad!isors to cooperate for e!eryone>s benefit. !ery sense of positi!e teamwork arises when these parties work together towards a common goal.); used in combination with planned training and regular feedback lead to aneffecti!e and moti!ated workforce. roducing a high quality product at profit dependson consistent operation of all systems. (hen writing );s" managers can choose anumber of different ways to organi/e and format them. our goal is to create adocument that is easy for the readers to understand and helpful for the work at hand.

Two factors determine what type of ); has to be used8 -2. =ow many decisions will the user need to make during the procedure1. =ow many steps and sub steps are in the procedure

Routine procedures that are short and require few decisions can be written using thesimple steps format. 'ong procedures consisting of more steps with few decisionsshould be written in hierarchical steps format or in a graphic format. rocedures thatrequire many decisions should be written in the form of flow chart.

The ); de!elopment process is critical to successful implementation of );s. Theprocedures should not be written without the input from workers or technical ad!isors.Three steps for de!eloping a good ); are8 -

11 +lan or resultsB - lan with the business goal in mind. );s work best when

they are designed to achie!e specific results.11 !irst (ratB - select a format for the procedure and write the detailed list of

steps. Make a rough draft. This draft should be consulted with the team andthen the final draft should be made.

11 Internal 3eie4B - pro!ide each worker who performs the procedure with a

copy of draft );. sk them to re!iew and suggest changes that are easier tounderstand" more accurate or will impro!e performance.

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7. +3%)'EM (E!I$ITI%$

7.1 %"<ectie o the study

To find out the ways by which man and machine utili/ation can be impro!ed on thetiming gear line.

7./ *u" o"<ecties

2. To do !alue stream mapping of the gear cam shaft +model 121, on the timinggear line.

1. To make the standard operating procedures for bull gear line.

7. Importance o the pro"lem

The objecti!e of the study is in direct synergy with the more effecti!e utili/ation of theresources of the company. The !alue stream mapping study will lead to theidentification of the non !alue adding acti!ities that occur in the process of production.The remo!al of these acti!ities will decrease the cost of production and will increasethe profits of the company. It will help in making the line lean. This type of study can bee#tended to the complete !alue chain i.e. from the suppliers of the raw materials to theend users. The organi/ation can adopt many of the suggestions for other lines alsosuch as bull gear line. The standard operating procedures will pro!ide directions to theoperators at the machine will impro!e the communication" thus will impro!e the workconsistency. Lean thinking reduces lead times of products. The benet will bethat it will help in making the company more exible and responsive todownstream customers and will help in providing smoother and morepredictable demand for upstream suppliers. Elimination of wastes will aid infreeing up resources for deployment elsewhere in the business. It impliesthat it will contribute as a growth strategy

2



5. MET%(%'%@

2. <rawing the rocess ?low %hart of the process

?irst step is to conduct the in depth inter!iew with the project guide to find thesequence of the operations which are done to produce the ear %am )haft and drawthe process flow chart.

2

Turning

)ha!ing

<eburring

=obbing

<eburring



(etails o the operations

TurningB - Turning is a material remo!al process" which creates cylindrical parts. Thework pieces are fi#ed in a lathe at one end by the spindle chuck and at the other endby a tailstock. The tool post and carnage assembly secures the tool. The work piece isrotated by the spindle dri!e assembly" while the tool is mo!ed by the feed mechanism.The amount of material remo!ed per re!olution is go!erned by the feed and radialengagement of the tool with the work +depth of cut,. The rate at which material can beremo!ed is dictated by the strength of the tool structure" the a!ailable power from thespindle dri!e motor" by the o!erall stability of the process system.

o""ingB - =obbing manufacturing is a special form of tooling and manufacturing thatcuts tooth type geometries. It is a major industrial process for cutting spur gears. Itforms the gear by rotating the gear blank on the spindle and the cutter on a differentspindle at the same time. The hob will make a single re!olution for each if it has asingle pitch. The hob cutting tool teeth are helical and when cutting a gear form" thea#is of the hob tool is inclined from the perpendicular orientation by the heli# angle of the hob-cutting tool. &arlier high-speed steel +=)), is used as a cutting tool materialbut now carbide tools are used for hobbing.

(e"urringB -The deburring process of gears makes the parts capable of aperformance for which they were designed. It eliminates all the unwanted elementsthat obstruct their producti!ity. There ha!e been rapid ad!ancements made withregard to the types of tools used for deburring operations. There are many types of wheel grits that are found a!ailable for use in gear deburring process. ear parts withsmall burrs are efficiently deburred with a brush. Two kinds of brushes are used indeburring processes. Those are wire and nylon. (ire brushes are made up of straight"crumbed or with knotted bristles. The deburring process takes place in machines thathas deburring head with floating styles and !ariable RM air motors or turbines. Thefloating heads consists of counterweights that are air operated and fully adjustable.These are meant for adjusting the pressure applied to a part getting deburred. Twotypes of deburring machines are dry deburring machine and wet deburring machine.

*haingB - sha!ing is a finishing operation. This takes place after the operations of roughing with a hob or cutting with a shaper cutter is o!er. The sha!ing processconsists of remo!al of tiny particles of metal from a gear teeth>s working surface. Thecutter comes to the form of helical gear. It has special serration in the flank area of

2

9roach $eyway



gear teeth. These serrations act as the cutting edges. )ha!ing impro!es tooth surfacefinishL eliminate the problem of end load concentrations" effecti!e reduction in thenoise of the gears with modification in the tooth profile" increase in the gear>s loadcapacity. There are !arious types of sha!ing cutters such as trans!erse sha!ing"diagonal sha!ing" plunge sha!ing and underpass sha!ing.

)roachingB - 9roaching is the machining process of cutting a shape by mo!ing abroach cutting tool o!er materials such as metals or plastics. The broach>s row of teethor chisels" progressi!ely increase in si/e. &ach tooth remo!es the e#cess materialgradually and the desired shape is complete only after the final broach tooth haspassed through the material. The shape found in an internal keyway in a pulley or gear is the most common shape produced by broaching since broaching is the simple atmethod of cutting internal forms known as splines in gears" sprochets and hubs.9roaching tools fall under the classification of multiple point cutting tools as they ha!eat least two cutting edges.

#ontrol plan or ear #am *hat

%p.$o.

%peration (escription Machine#ycleTime

CminutesD

2 Inspect ?orgings H.%.I -

1 Normali/e ?orgings if necessary =.T. shop -

4Machine completely as persketch M() Twin )pindle %hucker

1.0i, finish turn gear-Ist half )T%-1: %N% Turning %entre

ii, finish turn -1nd half )T%-1: %N% Turning %entre

0 Inspect blanks )tage Inspection -

: =ob 0E helical teeth +1Aload, Fertical =obbing machine :.0

3 <eburr teeth on both sides

ratomat lt. )amputensil T%=-2B

bench B.:

6 <eburr all o!er 9ench

E )ha!e 0E helical teeth ears )ha!ing Machine T)=-21 2.E

59roach $eyway in relation totooth Fertical 9roaching Machine 2

2B unch mark on related tooth 9ench -

3



/. (ra4ing the #urrent *tate Map

)econd step is to make current state map. The current status is mapped to capturethe flow of 13 pieces of gear camshaft on the line. Time schedule for gear camshaft

was noted as below8 -

*.no*tartTime

Endtime

(escription Type o Actiity

2 584B 'ot arri!ed at turning %enter -

1 584B 218BB'ot kept on waiting at turning center Non !alue adding acti!ity

4 2184B 282B Idle Time Non !alue adding acti!ity

0 282B 182:)etup for the gear cam shaft atturning Non !alue adding acti!ity

: 182: 484B 13 pieces completed Falue adding acti!ity

3 484B E8BBO (ork in process Non !alue adding acti!ity

6 E8BB E84B )cheduling Non !alue adding acti!ity

E E84B E84: ll pieces loaded on autoloader Necessary but non !alue

adding acti!ity

5 E84: 58:: =obbing operation done on machine Falue adding acti!ity

2B 58:: 2B8BB@nloadingNecessary but non !alue

adding acti!ity

22 2B8BB2B82B(ork in process Non !alue adding acti!ity

21 2B82B2B84B<eburring operation done on machine Falue adding acti!ity

24 2B84B 28B: (ork in process Non !alue adding acti!ity

20 28B: 284B )et up time at sha!ing machine Non !alue adding acti!ity2: 284B 181B )ha!ing operation <one Falue adding acti!ity

23 181B 18:: (ork in processNon !alue adding

acti!ity

26 18:: 484B $eyway 9roached Falue adding acti!ity

2E 484B 084B ?inished In!entory Non !alue adding acti!ity

O ?ootnote8 - ne#t day

3



<etails of %urrent state map are as follows8 -

'ot of forgings for gear camshaft arri!ed at 584B a.m. on turning center. ?rom 584B

a.m. to 218BB p.m." it kept on waiting at turning center. )o this is a type of waste in theform of unnecessary in!entory. ?rom 218BB to 2184B p.m." the slot is gi!en for lunch.?rom 2184B to 282B p.m." the operator rela#ed instead of starting work leading to theidle time. ?rom 182: to 484B p.m. 13 pieces were completed and turned. Though thecycle time is 1.0 minutes" ideally it should take appro#imately 34 minutes but it took 6:minutes to complete the turning operation on 13 forgings. t 484B" the pieces wereturned completely. Then the turned pieces remained as work in process till E8BB a.m."ne#t day. ?rom E8BB to E84B" the schedules were decided. &ach operator was told theschedule for the day in these thirty minutes. ?rom E84B to E84: a.m." all pieces wereloaded on the autoloader at hobbing machine. ?rom E84: to 58::" hobbing was doneon the machine. t 58:: a.m." the operator unloaded the pieces and transferred them

to the ne#t operation i.e. deburring operation. There at deburring center" the piecesremained as work in process in!entory for 2B minutes. ?rom 2B82B to 2B84B" deburringoperation is completed. ?rom 2B84B to 28B:" they remained as work in processin!entory. t 28B: to 284B p.m." the setup was done at sha!ing machine. The setuptime is a non-!alue added acti!ity but it is necessary. )etup time should be reduced.This can be done by con!erting many of the internal acti!ities to the e#ternal acti!ities.)ha!ing operation got completed by 181B p.m. fter sha!ingL it again remained aswork in progress in!entory for 4: minutes. ?rom 18:: to 484B p.m. broaching operationwas done. fter that the gear cam shafts remained as finished in!entory for 2 hour andthen they were dispatched to the assembly plant.

. (ra4ing the antt chart

fter making the current state map" the antt chart was drawn and the man andmachine utili/ation was found out while producing 13 gear camshafts on the timinggear line.

7. (ra4ing the Kai=en "urst on current state map

fter analy/ing the current state map" all the non-!alue added acti!ities wereidentified. The ways for impro!ing the current state map in order to increase the

percentage of !alue added acti!ities and decrease the percentage of non !alue addedacti!ities were suggested by making the kai/en burst on current state map.

5. (ra4ing the uture state map

The future changes are proposed and on the basis of suggestions made" a future statemap was drafted.

3



. A$A'@*I*

1D 8alue added actiities s. $on-alue added actiities

(escription Time

Min rs

Total time taken to complete 13pieces

2E3B 42

Falue added time 13B 0.44

Non Falue added Time 23BB 13.36

3

207

8alue added -s. $on -alue added acti-ities



In hobbing operation" the idle time is EB minutes but utili/ation time was 2B minutes.

The concept of one operator at one machine is the reason for such a high idle time. Inthis machine after loading" operator has to check the piece at regular inter!al. )o thisoperator can be used on other machine side by side.

c, <eburring

The cycle time of deburring operation is !ery less that is B.: minute. The operator>sutili/ation is !ery high. 9ut after this operation gets completed" this operator can beutili/ed on other machines.

d, )ha!ing

3



The operator is completely utili/ed for 6: minutes on sha!ing machine.

e, 9roaching

The operator is completely utili/ed at broaching machine for 4: minutes.

D Machine Idle s. Machine ?tili=ation time

The following %harts show the percentage of time for which machine remained idleand the percentage of time it kept working while the corresponding operation wasbeing performed on the 13 gear camshafts. a, Turning

3



t turning operation the machine remained idle for 2B: minutes which constitutes :E7 of the total time taken to complete turning operation on 13 gear camshafts pieces.

b, =obbing

The machine utili/ation time on hobbing machine was EB minutes which correspondsto E57 where as idle time was 2B minutes which was because of loading andunloading of pieces on hobbing machine c, <eburring

3



The cycle time of <eburring operation is !ery less that is B.: minutes. The machinewas utili/ed for 1B minutes at a stretch thus the utili/ation percentage of deburring is2BB 7

d, )ha!ing

The utili/ation time of sha!ing machine was :B minutes and the idle time was 1:minutes. The machine remained idle for 1: minutes because of the time taken to setup the machine for the gear camshaft" model 121

e, 9roaching

3



The utili/ation of broaching machine was 2BB 7

;. !I$(I$*

The cycle time of hobbing operation is !ery high i.e. :.0 minutes" which is much

higher than the ne#t operations such as deburring +B.: minute," sha!ing +2.Eminutes, and broaching keyway +2.B minute,. The hobbing stage acts asbottleneck. Thus this stage limits the o!erall capacity of production on timing

gear line. This is the main reason for the ineffecti!e utili/ation of machines for other operations and their operators as these operations don>t get material.

Though it is a line cell on which one piece flow should be maintained but

batching at each stage is done with no sense of customer Takt time. It looks likea cell but works like a batch. The flow here is a fake flow. Thus a lot of work inprogress in!entory gets accumulated. 9ecause of the accumulated in!entory"there are no immediate feedbacks on defects. The !isibility of all the tasks andthe operations are poor.

%oncept of one operator at one machine pre!ents the full utili/ation of operators

on the shop floor. The cycle times of the deburring" sha!ing and broachingoperations are !ery less than the hobbing operation. 9ecause hobbing

operation acts as bottleneck" the ne#t operations don>t get material to work onand the operators remain idle.

Turning operation is the initial stage. It shows many !ariations thus making the

process incapable. Many adjustments ha!e to be made in order to keep theoutput within the tolerance range. This increase the machine down time. s aresult machine is not properly utili/ed and this also decreases man utili/ation.

3



The ratio of regular to casual employees is 5E81. That is the percentage of the

regular operators is 5E which is not ideal. s a result management doesn>t getfle#ibility and the man utili/ation is affected.

There are no standard operating procedures made or pasted on the machines.

s a result no instructions are gi!en to the operators which could pro!ide

direction and impro!e work consistency. )et up times for the machines are !ery high. s many of the acti!ities such as

getting the tool or material can be done without stopping the production. If theacti!ities of the setup are separated into internal and e#ternal acti!ities" then inthe current scenario" the proportion of internal acti!ities is higher. These internalacti!ities can be con!erted into e#ternal acti!ities thus leading to the reductionin the setup time.

Idle time of the operators is !ery high. This is because of the philosophy that

operator is completely utili/ed if he produces whate!er he has been asked toproduce daily. This also pre!ents operator to take part in continuousimpro!ement and total quality management f the company.

)cheduling of the tasks is generally done in the morning. This reduces theproducti!e time of the shift.

4



. 'IMITATI%$*

The limitations of the study conducted are as follows8-

Falue stream is always taken from the suppliers of raw materials to the end

users. Thus the wastes are identified in the whole supply chain. fter theidentification of the wastes" they are eliminated in order to make whole !aluechain lean. The study is only limited to the manufacturing process on thegear line assuming that the suppliers are responsi!e to the abrupt changesin demand.

The line is also used for the manufacturing of other gear models. The study

is limited to gear cam shaft +model 121,.

The future state map is made on the assumption that the pre!enti!e

maintenance is pro!ided and there is no machine breakdown or !ariations inthe production process.

The future state map is drafted on the assumption that there is no shortage

of raw material from the suppliers> side.

9. 3E#%MME$(ATI%$*

'ine balancing should be done. s the cycle times of different operations !ary

significantly" thus creating a situation of bottleneck on some of the operations.In order to ha!e a proper flow or stream of pieces" its important to balance theline to remo!e the situation of bottlenecks.

)cheduling should be done on the basis of Takt time. Takt time synchroni/es

the rate of production to the rate of sales to customers. The takt time indicateshoe fast the workshop has to produce a component based on selling Takt time"which corresponds to the customer>s needs. It is simple to produce according to

4



the takt timeL howe!er it requires concentrated efforts because operators ha!eto react quickly in case some problem arises.

Instead of ha!ing batch mo!ement on the line" one piece flow should be there.

;ne piece flow means that product mo!es one unit at a time betweenworkstations. The goal of one piece flow is to reduce the lead time of the

products or to reduce the work in process +(I, in!entory which is high as seenin current state map. This will help in impro!ing quality because one piece flowshortens one piece feedback loop. It will help in the continuous flow of products.

roduction should be le!eled. 'e!el scheduling will help in distributing work

e!enly to fulfill customer>s demand o!er a period of time .e week" day or hours.Thus it controls the detailed information about the product for each singleprocess until the order is implemented. The benefit will be reduction in leadtimes and massi!e in!entories.

The concept of one operator at each machine should be rectified. Instead of

that operators should be trained to operate more than one machine. There is aneed of cross skilled workers so that they could switch to other tasks when it is

needed. This will increase man utili/ation on the shop floor. (ell written standard operating procedures should be made and should be

pro!ided to operators. )tandard operating procedures will pro!ide directions tothe operators and will help them impro!e work consistently. This will increasethe machine utili/ation.

;peration at turning machine should be monitored and statistical process

control tools should be used to identify the reasons for the !ariations causeddue to assignable and chance causes.

)etup time should be reduced. This can be reduced by con!erting many of the

internal acti!ities to e#ternal acti!ities. Thus acti!ities which can be donewithout stopping the production are called e#ternal acti!ities.

The management should ha!e an appropriate ratio of regular to casualoperators. This will pro!ide management fle#ibility and thus will help inimpro!ing man utili/ation.

The idle time of operators should be reduced. The current philosophy of

whate!er asked to produce" if an operator produces that much then he iscompletely utili/ed should be rectified. Instead of that" the performance of anoperator should be based on cycle time.

The culture of continuous impro!ement should be brought in. Incenti!es or

rewards should be gi!en to the employees who contribute towards theimpro!ement of the organi/ation.

)cheduling of tasks can be done pre!ious day after the shift instead of doing it

in morning.

4



10. #%$#'?*I%$

;n the basis of suggestions made" a future state map is drafted. ;ne piece flow" Takttime concepts are taken into consideration while making future state map. 9ecause of the implementation of the abo!e" the work in process in!entory has reduced. Thepercentage of !alue added acti!ities has increased.

The estimated weekly demand for model 1218 ear %am shaft is :BB piecesIf working days in a week are 3.Then takt rate P E0 piecesAdayTotal producti!e time in a shift P 03B minutes.Takt time P :.023 minutes.

In order to create one piece flow" e!ery stage in the process should complete itsoperation within :.01 minutes. If they are going fast" they will o!erproduce. If they aregoing slow" they will create bottleneck department.

Time schedule for future state map of the production of 13 gear camshafts is asfollows8-

*tart End Actiity

481B 481: 'ot arri!ed on turning centre

481: 084B Turning ;peration <one

084B E8BB (ork in rocess

E8BB E8B: 'oading on hobbing machine

E8B: 2B84B =obbing ;peration

2B84B 2B84: @nloading

2B84: 2B80E <eburring

2B843 22814 )ha!ing

228BB 22813 $eyway 9roaching

s a result of this schedule work in process in!entory will be reduced and the leadtime for manufacturing will also decrease. ;ne piece flow will also help the !isibility of the operations at different stages" thus it will help in bringing the problems at thesurface. The following enablers are required for the possible transition from currentstate map to future state map8-

4



cross-functional team is required to carry out the mapping process. The team

has to understand the mapping language and icons and will be able to e#plainthe o!er!iew of mapping process.

The business performance benefits achie!ed in the future state map ha!e to be

agreed by all the participants.

The finance and measurement systems ha!e to be balanced across a supply

chain to a!oid the conflicts" e.g. conflicts in operational measures in companieswithin a supply chain.

The assessment of other !alue streams has to be considered to understand

where these !alue streams o!erlap. It is important to take this into considerationbecause in any supply chain" bottleneck or capacity constraints occur.

It is important to consider and analy/e the whole !alue stream8 from thecustomer to raw materials supplier. Then it would be possible to rethink thedeli!ery of !alue by remo!ing more wastes that incurs cost.

(escription Time

Min rs

Total time taken tocomplete 13 pieces

2133 12.2

Falue added time 163 0.3

Non Falue added Time 55B 23.:

4



fter the implementation of one piece flow and takt time" future state map is drafted. Itis found that the total time taken to complete 13 pieces is 2133 minutes. ;ut of thatthe time for which !alue added work is done is 163 minutes which constitutesappro#imately 11 7 and the percentage of non !alue added acti!ities is 6E 7. Thusthere is a reduction of E 7 in non !alue added acti!ities. If further impro!ements aredone in the future" the non !alue added acti!ities can be reduced further and thus thiswill make the organi/ation leaner.

4



11. 3E!E3E$#E*

www.isi#sigma.comAdictionaryA!alueQstreamQmappingQ024.htm

www.!smcanada.com

www.!sm.net

http8AAen.wikipedia.orgAwikiAleanQmanufacturing

www.lean.org

www.leanmanufacturingguide.com

www.strategosinc.com

www.wmep.orgAlean-manufacturing.html

4

http://www.isixsigma.com/dictionary/value_stream_mapping_413.htm

http://www.vsmcanada.com/

http://www.vsm.net/

http://en.wikipedia.org/wiki/lean_manufacturing

http://www.lean.org/

http://www.leanmanufacturingguide.com/

http://www.strategosinc.com/

http://www.wmep.org/lean-manufacturing.html

http://www.isixsigma.com/dictionary/value_stream_mapping_413.htm

http://www.vsmcanada.com/

http://www.vsm.net/

http://en.wikipedia.org/wiki/lean_manufacturing

http://www.lean.org/

http://www.leanmanufacturingguide.com/

http://www.strategosinc.com/

http://www.wmep.org/lean-manufacturing.html



www.escortsagri.com

'ean thinking by (omak" Gones . and Gones" <aniel T.

;perations management for competiti!e ad!antage by Richard 9 %hase"

Gacobs quilano" ggarwal.

4

http://www.escortsagri.com/

http://www.escortsagri.com/



1/. A++E$(I>

training report on escorts tractor

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