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Development and Implementation Of Lean and Kaizen Practices In Small Scale

Manufacturing Industry

Thesis · June 2020

DOI: 10.13140/RG.2.2.14439.27042

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 “DEVELOPMENT AND IMPLEMENTATION OF
LEAN AND KAIZEN PRACTICES IN SMALL
SCALE MANUFACTURING INDUSTRY”
PROJECT TYPE: UDP
A PROJECT REPORT
SUBMITTED BY
BHUTAIYADHARMESH 170213119004
JIKADRA MILAN 170213119014
RATHODBHARATBHAI 170213119022
SHAH AAGAM 170213119025
In fulfillment for the award of the degree
Of
BACHELOR OF ENGINEERING
In
MECHANICAL ENGINEERING
GUIDED BY: Prof. Dr. J.B.Valaki

Government Engineering College Bhavnagar

Gujarat Technological University, Ahmadabad.

APRIL-2020
 Government Engineering College Bhavnagar
Mechanical Engineering Department
APRIL-2020

CERTIFICATE

This is certify that the project entitled “DEVELOPMENT

ANDIMPLEMENTATION OF LEAN AND KAIZEN PRACTICES IN SMALL
SCALE MANUFACTURING INDUSTRY” Submitted by BHUTAIYA
DHARMESH(170213119004),RATHOD BHARAT(170213119022),JIKADRA
MILAN ( 170213119014) and SHAH AAGAM (170213119025) under my guidance
in fulfillment of the degree of Bachelor of Engineering in Mechanical Engineering
Department (8th semester) of Gujarat Technological University, during the year 2020

Guide:Prof.Dr.J.B.Valaki Head of the Department

 Index
CONTENT Page No.

1 Index 1-2
2 List of Figures 3
3 List of Tables 4
4 Acknowledgement 5
5 Abstract 6

Chapter 1.Introduction

1.1 Problem definition 7-8

1.2 Introduction to lean philosophy 8-12
1.3 Introduction to kaizen philosophy 13-16
1.4 Problem statement 13-16

Chapter 2.literature review

2.1 Summary of literature reviews 17-20
2.2 Objectives of project 21
2.3 work plan 22

Chapter 3.Design: Analysis, Design Methodology and

Implementation Strategy.
3.1 Empathy canvas 23-25
3.2 Ideation canvas 26-27
3.3 Product development canvas 28-30
3.4 A.E.I.O.U.summary 31-32
3.5 BMC 33-35

1|Page
 Chapter 4. Implementation strategy

4.1 Selection of small scale manufacturing industry 36-37

4.2 study of existing production 38
4.3 preparation of existing plant layout and study existing production flow 39
4.4 identification of lean wastage 40
4.5 analysis and selection of major waste 41-44
Chapter 5. Summary /methodologies

5.1 Selection of applicable lean tools for predefined waste 45-46

5.2 PRODUCT SELECTION 47-48
5.3 Analysis:1 Implementation of kaizen tool 49-50
5.4 Analysis:2 Implementation of kaizen for extra movement of Materials 51-56
5.5 Analysis:3 VALUE STREAM MAPPING (VSM) 57-79

80
Project conclusion
References 81-82

2|Page
 List of Figures
Sr. No. CONTENT Page No.
1 Fig 1.1 lean Mfg. philosophy 8-9
2 Fig 1.2 kaizen philosophy 13
3 Fig 1.3 5s methodology 16
4 Fig 3.1 empathy canvas 25
5 Fig 3.2 ideation canvas 27
6 Fig 3.3 product development canvas 30
7 Fig 3.4 A.E.I.O.U. summary canvas 32
8 Fig 3.5 BMC 35
9 Fig 4.1 company logo 37
10 Fig 4.2 existing production 38
11 Fig 4.3 plant layout of factory 39
13 Fig 4.4 lean waste 40
14 Fig 4.5 yarn waste 41
15 Fig 4.6 inventory waste 42
16 Fig 4.7 scrap waste 43
17 Fig 4.8 spare part waste 44
18 Fig 5.1 frequency chart 47
19 Fig 5.2 detail fig High speed rope making Machine 47
20 Fig 5.3 detail fig High speed rope making Machine 48
21 Fig 5.4 implementation of kaizen for yarn waste 49
22 Fig 5.5 Implementation of kaizen for extra movement of men 50
23 Fig 5.6 Existing string diagram 52
24 Fig 5.7 modified string diagram 54
25 Fig 5.8 VSM 57
26 Fig 5.9 production flow 59
27 Fig 5.10 FPC 60-62
28 Fig 5.11 existing stare vsm 67
29 Fig 5.12 Pie chart of current lead time 68
30 Fig 5.13 vsm step 70
31 Fig 5.14 converging to future state vsm 75
32 Fig 5.15 final future state vsm 76
33 Fig 5.16 Pie chart of future lead time 77

3|Page
 List Of Table

Sr. No. CONTENT Page No.

1 Table 2.1 literature review 18-20
2 Table 5.1 applicable lean tools 46
3 Table 5.2 Comparison of Existing and Proposed plant layout 56

4 Table 5.3 Arranged the collected data 63-65

5 Table 5.4 summary of existing vsm 68
6 Table 5.5 Arranged the collected data 72-73
7 Table 5.6 summary of future state vsm 77
8 Table 5.7 comparison existing & future state vsm 79
9 Table 5.8 references 81-82

4|Page
 ACKNOWLEDGEMENT
We know that the most interesting project would not have been possible
Without the guidance and help of all the well-wishers, who have contributed
and extended their valuable assistance in the preparation and completion of theproject

We would like to heartily thanks to our project guide Prof. Dr. J. B. Valaki forhis
knowledge, patience, guidance and support towards completion of the
project successfully. He has exhibits his extensive cares, experiences,
Disciplines and guidance towards our project at every stage

We would like to thank all faculty members, classmates, friends who have
Contributed in our project and also for their moral support and encouragement.We would
like to show our deepest thankfulness to our family and loved oneswho have shown us
their concern and full support. Support from ParentsProfessors and classmates encourage
us to make better improvement in project
In future.

Name: Signature
1.BHUTAIYADHARMESH
2.JIKADRA MILAN
3.RATHOD BHARAT
4.SHAHAAGAM

5|Page
 Abstract

This project is planned to analyse existing plant layout and manufacturing practices being
used using industrial engineering tools. New plant layout will be proposed and better
manufacturing practices will be developed keeping in mind lean and kaizen philosophy. The
developed practices for the proposed plant layout will be implemented and productivity will
be evaluated. To identify where the waste is generated in production process the VSM
analysis will apply. In Vsm analysis value added and non value added activities are separated
and VSm diagram for existing state and future state will be made. By applying Vsm analysis
the value added activities will be increase and non value added activities will be reduce
Hence productivity will increase. By applying 5S technique of lean manufacturing the lean
waste are reduces and overall productivity will be increase .

6|Page
 CHAPTER-1
(INTRODUCTION)

7|Page
1.1 PROBLEM DEFINITION
• Study of existing production system of small scale manufacturing industry of
high speed rope making machine, Identifying different waste ,excess
,excess inventory of
raw materials and spare parts which are consuming space, block the capital and
increased carrying cost. in such system applying lean and KAIZEN PRACTICES
to reduce waste, increase productivity and profitability.
profitability Analyze
lyze the existing plant
layout, Types of waste generated for development and implementation of lean and
kaizen manufacturing practices in small scale machinery manufacturing indu
industry
using
ing value stream mapping , plant layout modification using string diagram and
5S technique of lean manufacturing.

1.2Introduction
Introduction to lean and kaizen philosophy
• Lean manufacturing

Lean manufacturing or lean production is a systematic method originating in the

Japanese manufacturing industry for the minimization of waste within a
manufacturing system without sacrificing productivity, which can cause prob
problem

FIG 1.1 lean Mfg. philosophy & lean waste

8|Page
 FIG 1.1 lean Mfg. philosophy & lean waste
• The eight wastes of lean production

• The Toyota Production System laid out 8 wastes, or processes and resources, that
don't add value for the customer. These seven wastes are:

1. Transport

Waste in transportation includes movement of people, tools, inventory, equipment, or

products further than necessary. Excessive movement of materials can lead to product
damage and defects. Additionally, excessive movement of people and equipment can lead
to unnecessary work, greater wear and tear, and exhaustion.

In the office, workers who collaborate with each other often should be close together. In
the factory, materials necessary for production should be easily accessible at the
production location and double or triple handling of materials should be avoided.

Some of the countermeasures to transportation waste includes developing a U-shape

production line, creating flow between processes, and not over-producing work in process
(WIP) items.

9|Page
2. Inventory

Often times it is difficult to think about excess inventory as waste. In accounting,

inventory is seen as an asset and oftentimes suppliers give discount for bulk purchases.
But having more inventory than necessary to sustain a steady flow of work can lead to
problems including: product defects or damage materials, greater lead time in the
production process, an inefficient allocation of capital, and problems being hidden away
in the inventory. Excess inventory can be caused by over-purchasing, overproducing
work in process (WIP), or producing more products than the customer needs. Excess
inventory prevents detecting production-related problems since defects have time to
accumulate before it is discovered. As a result, more work will be needed to correct the
defects.

3. Motion

The waste in motion includes any unnecessary movement of people, equipment, or

machinery. This includes walking, lifting, reaching, bending, stretching, and moving.
Tasks that require excessive motion should be redesigned to enhance the work of
personnel and increase the health and safety levels.

4. Waiting

The waste of waiting includes: 1) people waiting on material or equipment and 2) idle
equipment. Waiting time is often caused by unevenness in the production stations and can
result in excess inventory and overproduction.

In the office, waiting waste can include waiting for others to respond to an email, having
files waiting for review, ineffective meetings, and waiting for the computer to load a
program. In the manufacturing facility, waiting waste can include waiting for materials to
arrive, waiting for the proper instructions to start manufacturing, and having equipment
with insufficient capacity.

5. Overproduction

Overproduction occurs when manufacturing a product or an element of the product before

it is being asked for or required. It may be tempting to produce as many products as
possible when there is idle worker or equipment time. However, rather than producing
products just when they are needed under the ‘Just In Time’ philosophy, the ‘Just In
Case’ way of working leads a host of problems including preventing smooth flow of
work, higher storage costs, hiding defects inside the WIP, requiring more capital
expenditure to fund the production process, and excessive lead-time. Additionally, over-
producing a product also leads to an increase in likelihood that the product or quantities
of products produced are beyond the customer’s requirements.

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7. Defects

Defects occurs when the product is not fit for use. This typically results in either
reworking or scrapping the product. Both results are wasteful as they add additional costs
to the operations without delivering any value to the customer.

Here are four countermeasures for defects. Firstly, look for the most frequent defect and
focus on it. Secondly, design a process to detect abnormalities and do not pass any
defective items along the production process. Thirdly, redesign the process so that does
not lead to defects. Lastly, use standardize work to ensure a consistent manufacturing
process that is defect free.

6. Over-processing

Over-processing refers to doing more work, adding more components, or having more
steps in a product or service than what is required by the customer. In manufacturing this
could include using a higher precision equipment than necessary, using components with
capacities beyond what is required, running more analysis than needed, over-engineering
a solution, adjusting a component after it has already been installed, and having more
functionalities in a product than needed. In the office, over-processing can include
generating more detailed reports than needed, having unnecessary steps in the purchasing
process, requiring unnecessary signatures on a document, double entry of data, requiring
more forms than needed, and having an extra step in a workflow.

8. Skills - The 8th Waste

Even though it was not part of the Toyota Production System (TPS), many people are
well aware of the 8th waste - the waste of human potential. The 8th waste is also
described as the waste of unused human talent and ingenuity. This waste occurs when
organizations separate the role of management from employees. In some organizations,
management’s responsibility is planning, organizing, controlling, and innovating the
production process. The employee’s role is to simply follow orders and execute the work
as planned. By not engaging the frontline worker’s knowledge and expertise, it is difficult
to improve processes. This is due to the fact that the people doing the work are the ones
who are most capable of identifying problems and developing solutions for them.

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PROBLEM STATEMENT
• Analyze the existing plant layout , Types of waste generated for development and
implementation of lean and kaizen manufacturing practices in small scale high
speed rope making machinery manufacturing industry using value stream
mapping, plant layout modification using string diagram and 5s technique of lean
manufacturing.

TOOLS OF LEAN MANUFACTURING

• KANBAN

• MRP (materis requirement planning)

• OR TOOLS

• KAIZEN

• JIT( just in time )

• Work load distribution

• FMS

• TPM (total productive maintenance )

• 5s, VSM (VALUE STREAM MAPPING), CELLULER MANUFACTURING.

• JIDOKA

• POKA-YOKE

• OEE (OVERALL EQUIPMENT EFFECTIVENESS)

12 | P a g e
 1.3 KAIZEN
• The Japanese word kaizen means "change for better", without inherent meaning of
either "continuous" or "philosophy" in Japanese dictionaries and in everyday use.
• The Toyota Production System is known for kaizen, where all line personnel are
expected to stop their moving production line in case of any abnormality aand,
along with their supervisor, suggest an improvement to resolve the abnormality
which may initiate a kaizen.
• The PDCA cycles
• The cycle of kaizen activity can be defined as: "Plan → Do → Check → Act".
This is also known as the Shewhart cycle, Deming cycle, or PDCA

the four foundation keys are:

 Key 1 – Cleaning
ng and Organizing to Make Work Easy, which is based on the 5S
methodology.
 Key 2 – Goal Alignment/Rationalizing the System
 Key 3 – Small Group Activities
 Key 4 – Leading and Site Technology

FIG 1.2 FIG

kaizen
1.2philosophy
kaizen philosophy

13 | P a g e
5S methodology

Sort (seiri)
1S – a red tag area containing items waiting for removal.
Seiri is sorting through all items in a location and removing all unnecessary items from
the location.
Goals:

 Reduce time loss looking for an item by reducing the number of items.
 Reduce the chance of distraction by unnecessary items.
 Simplify inspection.
 Increase the amount of available, useful space.
 Increase safety by eliminating obstacles.
Implementation:

 Check all items in a location and evaluate whether or not their presence at the
location is useful or necessary.
 Remove unnecessary items as soon as possible. Place those that cannot be removed
immediately in a 'red tag area' so that they are easy to remove later on.
 Keep the working floor clear of materials except for those that are in use to
production.
Set in order (seiton)
2S – simple floor marking.
(Sometimes shown as Straighten)
Seiton is putting all necessary items in the optimal place for fulfilling their function in the
workplace.
Goal:

 Make the workflow smooth and easy.

Implementation:

 Arrange work stations in such a way that all tooling / equipment is in close proximity,
in an easy to reach spot and in a logical order adapted to the work performed. Place
components according to their uses, with the frequently used components being
nearest to the workplace.
 Arrange all necessary items so that they can be easily selected for use. Make it easy to
find and pick up necessary items.
 Assign fixed locations for items. Use clear labels, marks or hints so that items are
easy to return to the correct location and so that it is easy to spot missing items.

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Shine (seiso)
3S – cleanliness point with cleaning tools and resources.
Seiso is sweeping or cleaning and inspecting the workplace, tools and machinery on a
regular basis.
Goals:

 Improves the production process efficiency and safety, reduces waste, prevents errors
and defects.
 Keep the workplace safe and easy to work in.
 Keep the workplace clean and pleasing to work in.
 When in place, anyone not familiar to the environment must be able to detect any
problems within 50 feet in 5 sec.
Implementation:

 Clean the workplace and equipment on a daily basis, or at another appropriate (high
frequency) cleaning interval.
 Inspect the workplace and equipment while cleaning.

Standardize (seiketsu)
Seiketsu is to standardize the processes used to sort, order and clean the workplace.
Goal:

 Establish procedures and schedules to ensure the repetition of the first three ‘S’
practices.
Implementation:

 Develop a work structure that will support the new practices and make it part of the
daily routine.
 Ensure everyone knows their responsibilities of performing the sorting, organizing
and cleaning.
 Use photos and visual controls to help keep everything as it should be.
 Review the status of 5S implementation regularly using audit checklists.

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Sustain/self-discipline (shitsuke)]
Shadow Board (with tools' outline) and worker's movement that is being used in
Production floor
Shitsuke or sustain the developed processes by self-discipline of the workers. Also
translates as "do without being told".
Goal:

 Ensure that the 5S approach is followed.

Implementation:

 Organize training sessions.

 Perform regular audits to ensure that all defined standards are being implemented and
followed.
 Implement improvements whenever possible. Worker inputs can be very valuable for
identifying improvements.
 When issues arise, identify their cause and implement the changes necessary to avoid
recurrence.

Fig 1.3 5s methodology

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 CHAPTER-2
(literature review)

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2.1literature review

Table 2.1 literature review

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 Table 2.1 literature review

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 Table 2.1 literature review
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Summary OF literature review
After study of literature reviews we find that how to identify different lean
waste in particular manufacturing industry and studied different lean tools
available for implementation

2.2OBJECTIVES OF PROJECT

• To identify various types of waste generation in industry.

• To suggest suitable philosophy and design waste reduction strategies.
• Implementation of waste minimisation strategies
• Data collection and Compare the amount of waste generation before
and after applying lean and kaizen tools.

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2.3 work plan

• Selection of small scale manufacturing industry.

• Collection of details related to lean and kaizen practices.
• Study of existing production.
• Preparation of existing plant layout and study of existing production
flow.
• Identification of lean waste.
• Analysis and selection of major waste.
• Selection of applicable lean tools for predefined waste
• Implementation of lean tools and kaizen practices to a particular
waste
• Comparison between new and old way of production.
• Feedback.
• Modification if required.

22 | P a g e
 CHAPTER-3
(Design: Analysis, Design Methodology and
Implementation Strategy.)

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3.1 Empathy
At this stage we will discover & learn the emotional aspect of our user
this stage will involve use of empathy mapping.

 Empathies : understand your user

 list user activities
 create story about your user

1. User:
 Industry
 Organization
 Hospital
 Offices

2. Activities:
 Selection of industry
 Selection of applicable tools
 Study of existing production
 Comparison
 Identification of lean waste
 Modified if required.

3. Story Boarding
 HAPPY: Once we visited a small scale manufacturing industry
inG.I.D.C Bhavnagar in which different waste generated is minimum
and owners earn more profits. So they are satisfied and happy.

 SAD :Once we visited small scale scale manufacturing industry in

G.I.D.CChitra Bhavnagar in which excess inventory maintained. So
capital blocked therefore stakeholders sad and not satisfied.

24 | P a g e
 fig 3.1 empathy canvas

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3.2. Ideation Canvas
1. People
People who can take the benefit or, who (user & developer) are
mentioned in this project.
 Workers
 Stakeholders
 Industrialist

2. Activities
Activities taken or carried ,

 Selection of industry
 Selection of applicable tools
 Study of existing production
 Comparison
 Identification of lean waste
 Modified if required

3. Situation/Context/Location:
 Industry
 Offices
 Hospital
 Shops

4. Props / Possible Solutions :

 Kaizen
 MRP
 JIT

Now we are providing the blueprint of the ideation canvas. Here in this

canvas we are describing the role of each and every people mentioned in this
project.

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 fig 3.2 ideation canvas

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3.3. Product Development Canvas
This project has its own application in its scope which describe the
functions, features and its availability in certain area. Because of the features
which is in this project, the functionality of the project become much
efficient. So in the below there is description about the product functions,
product features and its component, so that can become easy to understand
regarding about any solution of the problem. Also with respect to any
problem, we can redesign the project.

1. Purpose: Purpose regarding making this project

 Purpose
 Waste reduction
 Provide suitable work environment
 Improving efficiency

2. People: People overall (users &developer) involved in this project.

 Worker
 Manager
 Industrialist

3. Product Experience: It describe, how we experience this activity.

 Work effectively

4. Product function:

 Minimization of waste
 Improving efficiency

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5. Product feature:

 Easy to applicable
 It gives better comfort for work

6. Components : It describe system or device which we required in this

activity.

 Kaizen
 JIT
 MRP
 5s

7. Reject, Redesign &Retain :

Re Design- height adjustable mechanism , tilted mechanism for batter

performance

 Modification
 Better implementation

29 | P a g e
 fig 3.3 product development canvas

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3.4A.E.I.O.U SUMMARY
1. Environment:
 Industry
 Corrosion
 Moisture

2. Interaction:
 Adviser
 Teacher
 Suppliers
 Industrialist

3. Objects:
 Lean
 JIT
 Kaizen
 5s
 MRP

4. Activities:
 Selection of industry
 Selection of applicable tools
 Study of existing production
 Comparison
 Identification of lean waste
 Modified if required
5. Users
 Industry
 Organization
 Hospitals
 Offices

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 fig 3.4 A.E.I.O.U. summary

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 3.5 Business Model Canvas (BMC)

1.KEY PARTNERS

 Segmented
 Small scale manufacturing industries
 service industries

2.KEY ACTIVITIES

 Waste generation
 Design strategies
 Cost Reduction
 Implementation
 Feedback

3.KEY RESOURCES

 job work industries

 yarn suppliers
 raw material suppliers
 Financial
 workers

4.VALUE PROPOSITIONS

 Reduced yarn waste

 Reduced men movement
 Reduced material movement
 Reduced non value added activities

5.CUSTOMER RELATIONSHIP

 Personal assistance
 Dedicated Personal Assistance
 Self-Service
 Automated Services
 Cost effectiveness

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 6. CHANNELS

 website
 seminars
 local networks
 advertisement
7. COSTOMERS SEGMENTS

 Segmented
 Small scale manufacturing industries
service industries

8.COST STRUCTURE

 Cost for design the strategies

 Fixed cost ( rent, salaries, utilities,etc)
 Value Driven (focused on value creation, premium value proposition)

9.REVENUE STREAMS

• Subscription Fees
• Licensing
• Brokerage fees
• Advertising

34 | P a g e
 Fig 3.5 BMC canvas
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 CHAPTER-4
(Implementation strategy :)

36 | P a g e
 IMPLEMENTATIONSTRATEGY
• Selection of small scale manufacturing industry.

• Collection of details related to lean and kaizen practices.

• Study of existing production.

• Preparation of existing plant layout and study of existing production flow.

• Identification of lean waste.

• Analysis and
d selection of major waste.

• Selection of applicable lean tools for predefined waste.

4.1Selection
Selection of small scale manufacturing industry.

• We have search for small scale manufacturing industry across G.I.D.C. Bhavnagar.
Finally we have selected plastic rope making machine manufacturing industry
S.P.PLASTOMECH which is suitable for our project.

• Address: P-257,
257, Street Number 6, Chitra Gujarat Industrial Development
Corporation, Bhavnagar, Gujarat 364004

• Phone: 094288 55355

• ://www.spplastomech.com/
Website:http://www.spplastomech.com/

Fig 4.1 company logo

37 | P a g e
 4.2Study
Study of existing production

• Obtain information about different facilities, equipment, processes & Production

flow.

Fig 4.2 existing production

38 | P a g e
4.3Preparation of existing plant layout and study of
existing production flow.

Fig 4.3 plant layout of factory

39 | P a g e
4.4Identification
.4Identification of lean waste
• Solid waste

• Defects
• Waiting
• Non utilized talent

• Inventory( raw material, spares)

• Scrap
• Extra movements

• Chemical waste (powder coating, lubrication)

• Machine breakdowns, bottlenecks
• Time waste

• Yarn (during inspection)

Fig 4.4 lean waste

40 | P a g e
4.5Analysis
Analysis and selection of major waste.
• YARN WASTE: lots off yarn waste during inspection due to improper
surrounding.

Kg
7

3 6
4.5
2 4
3
1

0
WEEK 1 WEEK 2 WEEK 3 WEEK 4
Kg

Fig 4.5 yarn waste

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EXCESSIVE INVENTORY OF RAW MATERIAL:
• Maximum inventory of raw material maintained without applying any scientific or
mathematical approach.

Fig 4.6 inventory waste

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 SCRAP WASTE:
• Maximum wastage of sheet metal afterCNC
CNC plasma cutting due to
improper scrap strip layout.

% WASTE
50%
45%
40%
35%
30%
25%
45%
20% 40%
35% 33%
15%
10%
5%
0%
WEEK 1 WEEK 2 WEEK 3 WEEK 4
% WASTE

Fig 4.7 scrap waste

43 | P a g e
 • SPARE PARTS EXCESSIVE INVENTORY:
• Maximum no. of spare parts like pulley, belt, gear, motors ,bearing etc. are stored.

Fig 4.8 spare parts inventory

 Other major waste are:

• Non utilized talent

• Extra movements (material, men , equipment)

• Waiting time

• Machine breakdowns &bottlenecks

44 | P a g e
 CHAPTER-5
(Summary/methodologies)

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5.1Selection of applicable lean tools for predefined
waste

TYPES OF WASTE APPLICABLE LEAN TOOLS

• YARN WASTE • KAIZEN

• EXCESSIVE INVENTORY OF • MRP (materis requirement planning)

RAW MATERIAL
• OR TOOLS

• SCRAP WASTE • KAIZEN (MODIFICATION OF

SCRAP STRIP LAYOUT)

• EXESSIVE INVENTORY OF • JIT( just in time )

SPARES

• Non utilized talent • Work load distribution

• Extra movements (material, men , • FMS ,KANBAN.

equipment)

• Machine breakdowns &bottlenecks • TPM (total productive

maintenance),pookayoke

• Waiting time • 5s, VSM (VALUE STREAM

MAPPING),CELLULER
MANUFACTURING.

Table 5.1 applicable lean tools

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5.2 PRODUCT SELECTION

6
5
4
Demand Qty./Month

3
2
1
0
In flow Mono High PP tape Ply yarn Rope
line filament speed extrusion twister coilling
twister extrusion rope line m/c m/c m/c
m/c line m/c making
m/c

fig 5.1 frequency chart

High fig 5.2 High speed rope making Machine

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 Company produces different types of models of Monofilament Extrusion Line Machine.
Manufacturing of some models is high (frequent) than rest of models due to their high customer
demand or requirements. So to find such models we collected production data of las
last 1 months
and constructed frequency chart as shown in fig above, it can be observed that High speed rope
making machines are produced more than other machines. So if attempt to improve process of
Highh speed rope making machine would be more beneficial to industry .

fig 5.3 detail fig High speed rope making Machine

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5.3Analysis:1
Analysis:1 Implementation of kaizen tool
 Implementation of kaizen for yarn waste
 As we have identified in sem 7 lots off yarn waste during inspection due to improper
surrounding. As shown in picture wind from open window passes and disturb the rope
making process.

fig 5.4 implementation of kaizen for yarn waste

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 Implementation of kaizen for extra movement of men

• There is a large extra movements of men due to irregular and random

arrangements and location of spare parts, instruments and raw materials.

• To reduce the extra movements of men we suggest specific location and proper
arrangements(separate bin for each spare part) for particular spare parts,
instruments and raw materials.

fig 5.5 Implementation of kaizen for extra movement of men

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 5.4Analysis:2 Implementation of kaizen for extra movement of
Materials
• Current state string diagram was made to find out the flow of material movement which is shown in fig.
String diagram helped in finding un-necessary movement of material any indication of required
improvement in those material movements. After analyzing the current state string diagram, it was
found that there were many unnecessary material movement which includes backtracking, high
number of temporary storage station in between processes. All these activities consume time and effort
which results in high Work In Progress and increased lead time. The improved material flow can be
seen in fig.

A short method for string diagram building as follows:

(i) Studying and recording full information on the movement of different resources.

(ii) Draw a store area scale design and label different characteristics such as equipment,
workbenches, shops, etc.

(iii) Mark and insert board buttons at all workstations between which travel is created. It is
possible to stretch more pegs/pins between the installations to trace more or less the real route
taken by males and equipment.

(iv) A constant unstoppable colored string, from the first to the last advised to follow the route
followed by carriers or equipment. Use strings / threads of distinct colors when showing the
motion of more topics to readily recognize and distinguish their motions.

(V) Remove the string to evaluate the length of the cable, which approximates the distances
performed by a employee or device or object.

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eeeee Existing string diagram

fig 5.6 Existing string diagram

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 Overall Material Movement for existing plant layout
= Main Body Movement + Shaft Movement
= 81.5m + 16m
= 97.5m
Unnecessary movements of material which also includes backtracking can be observed in fig
existing state string diagram. This excessive movement of material makes the flow turbulent which
causes work in progress and put more burden on resources. Hence smooth lining of the material flow is
required.

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MODIFIED STRING DIAGRAM

fig 5.7 modified string diagram

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 • Overall Material Movement for Modified plant layout

= Main Body Movement + Shaft Movement

= 33m + 28m
= 61m
Improved material flow can be observed in fig Modified state string diagram Unnecessary
movement of material and raw material area ,scrap area and assembly area are main targets for
improvement. So we have replace existing locations of targeted areas to reduce backtracking and
unnecessary movements. As shown in fig.

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Comparison of Existing and Proposed plant layouts:

MOVEMENT IN EXISTING MOVEMENT IN MODIFIED

ELIMENTS
PLANT LAYOUT
PLANT LAYOUT
Main body movement 81.5m 33m

Shaft movement 16m 28m

Total movements 97.5m 61m

Table 5.2 Comparison of Existing and Proposed plant layouts:

Total Percentage saving = 37.43%

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 5.5 Analysis:3 VALUE STREAM MAPPING (VSM)

fig 5.8 VSM

• Value-stream
stream mapping, also known as "material-
"material and information-flow
flow mapping", is a lean -
management method for analyzing the current state and designing a future state for the series of
events that take a product or service from the beginning of the specific
specific process until it reaches the
customer. A value stream map is a visual tool that displays all critical steps in a specific process and
quantifies easily the time and volume taken at each stage. Value stream maps show the

flow of both materials and information

information as they progress through the process

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 • A vsm is divided in 3 section

• 1. process or production flow

• 2. communication or information

• 3. timeline and travel distances

 purpose of value-stream mapping

• The purpose of value-stream mapping is to identify and remove or reduce "waste"

in value streams, thereby increasing the efficiency of a given value stream. Waste
removal is intended to increase productivity by creating leaner operations which
in turn make waste and quality problems easier to identify

 Application

• Value-stream mapping has supporting methods that are often used in Lean
environments to analyze and design flows at the system level (across multiple
processes). Although value-stream mapping is often associated with
manufacturing, it is also used in logistics, supply chain, service related industries,
healthcare, software development product development and administrative and
office processes.

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• Steps followed in preparation of VSM

• Process flow Study and production flow of High speed rope making machine.

• Collected Data regarding process time and distance.

• Arranged the collected data in systematic form,

• Mapped the Process. The Current State VSM for High speed rope making machine

• Process flow Study and production flow of High speed rope making machine

• Obtain information about different facilities, equipment , operations

(cutting,bending,turning,drilling,welding,tapping,powder coating) & existing Production flow.
(cutting,bending,turning,drilling,welding,tapping,powder-coating)

• From obtained information we have made plant layout & string diagram

fig 5.9 production flow

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• Collected Data regarding process time and distance.
• We have collected information about time and distances for steps(operations like cutting, bending
,welding, powder coating etc., inspections and transportations) involved in the whole process to
make high speed rope making machine
• Collected data properly arranged in industrial engineering tool flow process chart as shown in fig.

fig 5.10 FPC

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 fig 5.10 FPC con......

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 fig 5.10 FPC con......
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 Arranged the collected data in systematic form for existing state
VSM

Table 5.3 Arranged the collected data

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 Table 5.3 Arranged the collected data con.....

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 Table 5.3 Arranged the collected data con.....

 the data collected in FPC (flow process chart) categorised in VA(value added activities) and
NVA(non- value added activities) based on reference VSM literature papers and reference books.

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  Mapped the Process. Existing VSM for High speed rope
making machine

 Basic value stream mapping icons

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 fig 5.11 existing stare vsm

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 SUMMARY OF EXISTING STATE VSM

Table 5.4 summary of existing vsm

LEAD TIME
VA TIME NVA TIME WAITING TIME

20%
42%

38%

fig 5.12 Pie chart of current lead time

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 Analysis of existing VSM for high speed rope making machine

 Total Value Adding Time (VA) = 19.5 hr

 Total Non-Value Adding Time (NVA) = 18.0153 hr

 Total Cycle Time (C/T) = Total VA Time + Total NVA Time

= 19.5 + 18.0153
= 37.5153 hr

 Total Waiting Time = 9.5 hr

 Total Lead Time = Total C/T + Total Waiting Time

= 37.5153 + 9.5
= 47.0153 hr

 Overall Productivity Calculation for high speed rope making M/C

 Productivity ( % ) = (VA Time / Total Lead Time)*100

= (19.5 / 47.0153)*100

= 41.47 %

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 Future state VSM
 7 principles used for mapping future state VSM
 Principle 1 - Do not overproduce. Produce at the Takt Time speed to avoid
overproduction. Overproduction is the king of the 7 wastes.
 Principle 2 - Create the flow, where is possible. When the process workstations are far
from each other, the material stagnation is natural. With closer workstations will be
easier to have one-piece-flow.
flow.
 Principle 3 - Use the supermarket to control production. When is not possible to move
workstations closer, use a supermarket and pull system to control the inventory.
 Principle 4 - Schedule only at one point. If scheduling occurs in multiple points the
information flow will be messy and the material flow accordingly. This scheduling point
is named the PACEMAKER.
 Principle 5 - Level the production
production mix At the PACEMAKER try to schedule the
production mix at the shortest time interval you can. Distribute the production in the
sequence ABCABC rather than AABBCCAABBCC.
 Principle 6 - Level the production volume Release into production small and conconsistent
increments of work.
 Principle 7 - Develop the organization to avoid large batches of production. The best
way to do that is by SMED events.

fig 5.13 vsm step

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 purpose of the Future State VSM.
 1 - Build a Value Stream where single processes are linked to their customers.
 2 - The processes produce only what is needed when is needed, in the quantity needed.
 3 - In the Future State, the wastes highlighted in the current state are eliminated.

 steps followed for mapping future state VSM

 A) Meet with the team in front of the current state VSM

 B) Take a red pencil and start discussing and noting improvement opportunities by answering
this set of questions:
 - What is the Takt Time of the Value Stream?
 Is it possible to build a supermarket where the customer pulls?
 Where in the process can we use flow?
 Where the processes are too far and we need supermarkets?
 Where will we set the PACEMAKER of the flow as a single point of scheduling?
 How will we level the production mix?
 What increment of work will we consistently release?
 What improvements will be necessary? (i.e. Improve Uptime, Improve Quality, Improve
Changeover Time).
 After this set of questions, you should have a current state VSM full of Kaizen Burst. It is time
now to draw the Future State by using new symbols as Kanban, Pull, Supermarket, FIFO, etc.
For each Kaizen Burst try to imagine an impact on the KPIs as Inventory, Lead Time or Quality.

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 Arranged the collected data in systematic form for future state
VSM

Table 5.5 Arranged the collected data

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 Table 5.5 Arranged the collected data con...

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• Basic future state value stream mapping icons

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 fig 5.14 converging to future state vsm

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 fig5.15final future state vsm

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 SUMMARY OF FUTURE STATE VSM

Table
able 5.6 summary of future state vsm

LEAD TIME
VA TIME NVA TIME WAITING TIME

19%

47%

34%

fig 5.16 Pie chart of future lead time

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  Analysis of future state VSM for high speed rope
making machine

 Total Value Adding Time (VA) = 19.25 hr

 Total Non-Value Adding Time (NVA) = 13.8693 hr

 Total Cycle Time (C/T) = Total VA Time + Total NVA Time

= 19.25 + 13.8693

= 33.1363 hr

 Total Waiting Time = 8 hr

 Total Lead Time = Total C/T + Total Waiting Time

= 33.1363 + 8

= 41.1363 hr

 Overall Productivity Calculation for high speed rope making M/C

 Productivity ( % ) = (VA Time / Total Lead Time)*100

= (19.25 /41.1363)*100

= 46.79 %

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 SUMMARY OF VSM
 After analyzing the current state VSM, the improved Futuristic VSM was made after conducting many
brain storming sessions and checking every feasible solution. The Future State VSM is shown in figure. In
Futuristic VSM, attempt was made in reducing the waiting time between stations, smoothing the
production flow and reducing Lead time and improving productivity.

Table 5.7 comparison existing & future state vsm

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 Project conclusion

 This project is made to analyze and increase overall productivity and profitability of small
scale manufacturing industry by reducing different waste generated within it and suggesting
different tools and philosophy of lean and kaizen
 in this project three Major analysis carried out to increase overall productivity and
profitability

Analysis:1 Implementation of kaizen tool

In this analysis proper window arrangement provided to reduce yarn waste generated during
inspection and also provided specific location arrangements of spare parts, equipments & raw
materials to reduce extra movement of men.

Analysis:2 Implementation of kaizen for extra movement of Materials

In this analysis string diagram was made for existing production and after analyzing the
modified string diagram was suggested with percentage saving 37.43% .

Analysis:3 VALUE STREAM MAPPING (VSM)

in this analysis the current state VSM was made and After analyzing the current state VSM, the improved
Futuristic VSM was made after conducting many
brain storming sessions and checking every feasible solution. The Future State VSM is shown in figure. In
Futuristic VSM, attempt was made in reducing the waiting time between stations, smoothing the
production flow and reducing Lead time up to 41.13hr and improving productivity up to 46.79%.

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 References

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3 Modi, D. B., & Thakkar, H. (2013). Lean thinking: reduction of waste, lead time,
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4 Gupta, S., & Jain, S. K. (2013). A literature review of lean

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10 Singh, B., Garg, S. K., Sharma, S. K., & Grewal, C. (2017). Lean
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 11 Naveen, K., Sunil, L., Sanjay, K., &Abid, H. (2018). Facilitating lean
manufacturing systems implementation: role of top management. IJAME.

12 Devgan, A., Dey, S. K., Dhar, A. S., Ding, M., Doshi, A. S., Drechsler, R., ...
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Table 5.8 references

• https://en.wikipedia.org/wiki/Lean_manufacturing
• https://en.wikipedia.org/wiki/Kaizen#targetText=Kaizen%20(%E6%9
4%B9%E5%96%84)%20is%20the%20Sino,to%20the%20assembly%
20line%20workers.
• https://www.youtube.com/watch?v=iFydS5Hq1SY
• https://www.youtube.com/watch?v=k3qi2zPlurI
• https://www.google.com/search?q=google+scholar&rlz=1C1CHBD_e
nIN829IN829&oq=GOO&aqs=chrome.0.69i59j0l2j69i57j69i60l2.308
8j0j8&sourceid=chrome&ie=UTF-8
• https://www.google.com/search?rlz=1C1CHBD_enIN829IN829&ei=8
b6cXcLFFofcrQH3jYfYAg&q=literature+review+on+lean+manufact
uring&oq=literature+review+ON+LEAN&gs_l=psy-
ab.1.0.0l3j0i22i30l7.730.4728..6904...0.2..0.129.968.0j8......0....1..gws
-wiz.......0i71j0i67.U93C71T2G2Y
• https://www.youtube.com/watch?v=GPN6Eb0UZ_k

• https://www.youtube.com/watch?v=jV9sNSpSx4M

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