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International Journal of Engineering Research

Volume No.5, Issue No.4, pp : 308-310 1 April 2016

ISSN:2319-6890)(online),2347-5013(print)

Reducing Work in Progress Inventory in a Valve Industry Using Value Stream Mapping
Arun K S, Dr. D. Rajenthirakumar
PSG College of Technology
arunaakash678@gmail.com,rajentkumar@gmail.com

Abstract:In this paper Value Stream Mapping (VSM) tool is


used in valve manufacturing industry by focusing both on
processes and their cycle times for a product 3/4 bonnet valve.
In order to use the value stream mapping, relevant data has
been collected and analyzed. After collecting the data customer
need was identified. Current state map was draw by defining
the resources and activities needed to manufacture, deliver the
product. The study of current state map shows the areas for
improvement and identifying the different types of wastes. In
this Process (current state) it is noticeable that it is a batch
flow and WIP is in the form of machine availability and
customer demand time.
KeywordsLean Principles, Value Stream Mapping,
Wastes, Work in Process.

impact on product Production Lead Time and WIP which would


aid in reducing cost and meeting customer demand.
Product Selection

Data Collection

Current State Mapping

Waste Identification

Current state Analyze

Creating Future State Map

I. I ntr o d u ct io n
Industries need more capital to increase their productivity. It is
necessary to optimize their capital, time and working
environment. Improvement tools are needed for optimizing the
industry for better results.
Many industries are focused on improving their
productivity by reducing lead time. Their focus is mainly on
customer satisfaction to with stand in their competitive
environment. Many industries are looking to win over the
competition. For this manufactures has to understand the
importance of lean implementation tools.
Value Stream Mapping (VSM) is a lean tool that shows
all the activities, from supply to final product through the
different processing steps [1]. VSM helps in bringing all the
process under a single roof. All process will be separated into
two groups: value added (VA) and non-value added (NVA). It
concentrates on all the process in shop floor rather than the
particular process. It is used to draw attention to different wastes
and eliminating them in future state map. The existing processes
have some types the waste in a production line which is the
result of product design and machinery.

II. Material and Methodology

Suggestion for Improvement

Figure-1 Methodology Steps for Implementing Value Stream


Mapping
The current information was collected directly from the
company by talks and discussions with managers, owner, and
production supervisors.
Information about cycle time, changeover time, and
number of operators involved in each processing steps, amount
of inventory and work-in progress between processes was
determined. Current map was drawn which shows the material
and information flow. Takt time was calculated and compared to
average cycle time. The different areas were identified which
needed improvement. Thereafter, future state map was
developed followed by some suggestions. Lean tools and
techniques were suggested for improvising the material and
information flow.

III. Current state value stream mapping


Current state VSM is used to map work processes,
material flow, and information flow. For this IGraphix Software
is used to draw VSM.

The main objective is to reduce or remove the work in


progress inventory of the process to increase the production rate
of the industry. Batch processing in full capacity and bottlenecks
in the production process are key contributors to long Production
Lead Times. The results of the research would have direct

IJER@2016

doi : 10.17950/ijer/v5s4/420

Table 1 Value Stream map input data

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International Journal of Engineering Research


Volume No.5, Issue No.4, pp : 308-310 1 April 2016
Customer Order
Capacity /day
No of Operators
No of Shifts/ day
Shift Timing
Break/ Shift

ISSN:2319-6890)(online),2347-5013(print)

V. Future State Value Stream Map


660
55
1
8.30-6.30
1 hrs

The future state map is draw to give propose


suggestions and recommendations for improvement in the
current position of the company.

Figure- 2 Current state value stream map


Figure 3 Future state mapping

IV. Analysis of Current State Mapping


By applying value stream mapping to practice, I
realized the benefits the tool brought to my work. I identified
embedded waste, which had been neglected before in the
working process. The actual value added time is 3085 minutes
and the lead time is 264 hrs. It is clear that the ratio of value
added time to lead time is very less. There is an Inventory
between Turning, Parkerizing and Assembly. The more lead
time is found in Vertical Machining (40min / unit) and
Horizontal Machining Centres (50min/min) need to be reduced
by any means to improve the productivity
Takt time
Daily demand = 115/7

Takt time

Net available time / day


= ------------------------------------Total demand / day

In this process all the work in progress is removed. the


main problem is all the parts were taken to the inventory as WIP
after every process . Excess inventory is removed is future state
mapping.

VI. Results and Suggestion


Comparative study show the significant reduction
occurs in WIP and Production Lead Time. Value stream
mapping technique was used to draw maps and after applying
some tools and giving some suggestions for the product.
By Reducing the inventory lead time of the process reduce to
6240 min from 15840 min though the process is a push
production all the process need to be defined in a time. Adding
duplicate machine in HMC and VMC helps in reducing the lead
time to half.This can be achieved by applying lean tools like
Plant Optimization, Just In Time, Total Preventive Maintenance,
Pert, Leveling, Single Minute Exchange of Dies, Labor Skill
Development, Kanban, Pull System etc..

= 43 minutes

IJER@2016

doi : 10.17950/ijer/v5s4/420

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International Journal of Engineering Research


Volume No.5, Issue No.4, pp : 308-310 1 April 2016

VII.Conclusion
This research provides an overview of value stream
mapping, different value stream mapping tools, and the
application of value stream mapping in construction industry.
The literature review provides the basis for future study of
applying value stream mapping tools in the construction
industry. The value stream mapping case study of the research
study process puts the learning into practice. Through this
application, I have recognized the advantage of value stream
mapping over other tools and gained a deeper understanding of
the powerful lean tool. Visualizing the non-visible information
flow helps in targeting the waste embedded in my working
process that needs to be improved. As a result, the improved
value stream maps can be guidelines for my future studies. The
value stream mapping of a research study is a mapping of
information flow in the work process, however it is limited to a
simple and micro level. Further research is needed to explore
the application of value stream mapping in construction
information flow at a more complicated and macro level.

Acknowledgement
I wish to express my sincere gratitude to the Principal
Dr. R. Rudramoorthy, for providing an opportunity and
necessary facilities in carrying out this dissertation work.
I also wish to express my sincere thanks to Dr. K.
Natarajan, Professor and Head, Department of Manufacturing
Engineering, for his encouragement that he extended towards
this dissertation work.

IJER@2016

ISSN:2319-6890)(online),2347-5013(print)

I also wish to express my sincere thanks to my tutor


Mr. A. S. Prasanth, Assistant Professor, Department of
Mechanical Engineering, for his constant support, everlasting
enthusiasm and guidance that played a vital role in completing
my project on time.
I sincerely thank my guide Dr. D. Rajenthirakumar,
Professor. Department of Mechanical Engineering, whose
valuable guidance and continuous encouragement through the
course, made it possible to complete this dissertation work well
in advance.
Finally, I would like to thank all my staff members, lab
assistants and student colleagues without whom this dissertation
work would not have been completed successfully.

References
i.
V.R.
Muruganantham,
K.GovindhaRaj,
and
D.Sakthimurugan, Process Planning Through Value Stream Mapping
in Foundry, India, IJIRSET,2014
ii.
Tomas Rohac, and Martin Januska, Value Stream Mapping
Demonstration on real
case study, Chezch Republic, DAAAM
Symposium, 2014
iii.
Satish Tyagi, Alok Choudhary, Xianming Cai, and Kai Yang,
Value Stream Mapping to reduce the Lead TIme of a product
development Process,
USA,
iv.
Lloyd j. taylor, A Simulation Study of WIP Inventory Drive
Systems and Their Effect on Production Measurements, texas, university
of Texas.

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