International Journal of Advances in Science and Technology, Vol. 3, No.

6, 2011

Process Quality Optimization Through Lead Time Reduction of Friction Rollers: A Case Study
Jaydeep Bagi 1, Rajendra Salunkhe2 and Arwind Datye3
1

Associate Professor and Head, Department of Mechanical Engineering, K.I.Ts College of Engineering Kolhapur, India jaysbagi@gmail.com
2

Assistant Professor, Department of Mechanical Engineering, T.K.I.E.T.Warananagar, Maharashtra, India salunkhe_rt@rediffmail.com

3

Director-Engineering Education Wing, Mangalaytan University, Mathura, U.P., India akshaydatye@rediffmail.com

Abstract
The purpose of this paper is to suggest ways to optimize the process quality of friction rollers through lead time reduction at XYZ industry. Value stream mapping is used to identify potential areas of improvement and suggest ways to achieve the same. The current state map helps to identify areas that cause excessive lead times. Make improvements in these areas by applying Lean manufacturing techniques to create the future state map. The optimized future state map will suggest ways to reduce the total lead time of friction rollers. Value Stream Mapping is one of the most appropriate mapping methods for lead time reduction. At first the current state map is drawn by observing the current situation and identify scope for improvement such as, batch size reduction, cycle time reduction, process improvement etc. By making these improvements future state map is created which shows improvement in the process quality with the corresponding reduction in total lead time from 84 days to 64 days for friction rollers.

Keywords: Lean Manufacturing, Lead Time, Value Stream Mapping (VSM), Current State Map, Future State Map 1. Introduction
The main focus of companies in the 20th century was the customers. It has become more and more competitive to satisfy customers. For instance, to perform in a global market, short lead times are essential to provide customer satisfaction. Organizations that have focused on cycle time as productivity measure can reduce delivery time and improve quality, thereby creating more satisfied customers. Lead time is from the time a customer release an order until the time they receive the finished product. Before 1980, customers tolerated long lead times which enabled producers to minimize product cost by using economical batch sizes. Later, when customers began to demand shorter lead times, they were able to get them from competitors. This is when the problem arose and companies started to look for changes to be more competitive. In an attempt to reduce lead time businesses and organizations found that in reality 90% of the existing activities are non-essential and could be eliminated. As soon as manufacturers focused on processes, they found waste associated with changeovers, quality defects, process control, factory layout and machine down time. So they tried to find ways to reduce or eliminate waste. By eliminating the non-value adding activities from the processes and streamlining the information flow significant optimization results can be realized [5]. Every organization is striving hard on getting more work done in less time and with greater ease. The fundamental aim of any organization has been to continuously minimize waste and maximize flow which would ultimately lead to customer satisfaction by providing right product at the right time in the right quantity and the right quality at a reasonable price. This can be achieved greatly by adopting lean manufacturing system. It aims at eliminating wastes which could be in the form of excess production

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and inventory, redundant movement of material, waiting and delays, over processing, excess worker motion, rework and corrections [7]. The aim of this paper is to suggest ways to optimize the process quality of friction rollers through the lead time reduction. This is achieved by focusing on both the supplier and production lead times. In order to achieve this, all processes from receiving an order to shipment of the order are mapped in the current state map. Some improvements based on lean manufacturing techniques are implemented and the results are mapped in the future state map.

2. Brief introduction of XYZ industry

XYZ has more than 35 years experience of producing web offset and sheet fed offset presses. Over the years, XYZ has emerged as a thriving, nimble, printing machinery enterprise, due to its ability to transform itself rapidly to meet the challenges of a highly competitive global economy and its commitment to become a supplier of choice by delighting customers with services and products. Constant modernization and introduction of state-of-the-art technology at XYZ has enabled it to stay ahead in the industry and successfully surpass all expectations. Ever motivating management practices, excellent leadership, highly skilled workforce and a wellfocused approach led it to achieving their goal of being a leader in the niche 4-page newspaper offset printing press market. They owe their strong position as a supplier of printing presses not only to their technical competence, but also to their clear orientation towards the wishes of their customers. At XYZ, they recognize, meet and exceed their customers needs with precision quality, while their commitment to excellence in every phase of their business reflects in the quality of their products. In its relentless efforts to meet and exceed the needs and demands of its customers XYZ has made rapid progress in the international market. Leading publishers from South America, Europe, Middle East and Asia have all invested in their presses. Their customers count on them to give them a product of superior quality at the lowest cost. Their technical expertise and unrelenting thrust towards continuous quality improvement are the principal strengths of XYZ. Product of the company is printing machineries, having huge structures. Follows job order or build to order production, Less accessibility to metropolitan cities, location of vendors at various parts of the state, Components required for assembly are very costly, manufactured through vendor, abide with customer specifications, Follow to keep minimum inventory level at the industry level, Relies on the vendor delivery for the particular item, Fail in commitment given to customer, moreover it sometimes also cause to loose their order.

3. Methodology
The aim of this paper is to optimize the process quality of friction rollers through lead time reduction by implementing lean principles; therefore the output of this paper should be applicable in improving the current situation. To be able to accomplish this, first theories are studied, and then those theories are implemented at XYZ. Data is collected from machine shop, vendor resource development department, and production planning and control department. Most information is collected by interviewing different employees. At the beginning, some brief information is collected from the production manager concerning different departments and their activities. Next, the staff of each department is interviewed which provides general knowledge about each sections roles. To create the VSM some orders were followed directly from the order point to shipping. This is done by interviewing operators, walking the shop floor and collecting information, to include the gathering of information from computers. In the beginning, maps were drawn with pencil on paper. Times for each process step were measured using a stopwatch and calculations were performed when necessary. To create the VSM for XYZ a map is created according to the instructions in the book. Almost all of the different steps are covered. Some assumptions are made during creation of the first map. This is mainly done for the sake of simplicity. One such case concerned the fact that there are not enough statistics and information available on waiting times, idle times and other timings. Second assumption is that improvements on operations at supplier end are not discussed in this paper. Different orders are

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followed from the ordering point to the production point and afterwards to the shipping point. No trend is found between different time divisions. Therefore one of the orders is randomly selected and used for creating the necessary maps. To acquire some knowledge about change-over actions, different change-over steps are observed three times. The operators are interviewed about different methods to reduce cycle time. Some data collection was made from interview, observation, literature studies and by following orders. After the preparation of current state map identify the scope for improvement and mark these opportunities on the map which are helpful for the preparation of future state map.

4. Study of present status of rollers

First of all, following information from production planning and control department, vendor resource development department and machine shop of XYZ are collected. 1. Present total lead time for friction rollers 2. Supplier lead time and in house machine shop lead time 3. Current batch size for friction rollers 4. Monthly requirement of friction rollers 5. In house machining operations for friction rollers (Existing Process sheet) Refer Table 1 In June 2010, when requirement of the company was 28 print units per month the total lead time for friction rollers was 84 days for a batch size of 60 nos. which consists of 56 days for supplier lead time and 28 days for machine shop at XYZ. Also, the requirement of friction rollers for batch quantity of 60 nos. was 112 per month. From July 2010 onwards requirement of customers is changed from 28 print units to 20 print units per month hence there is necessity to reduce the total lead time. Hence from July onwards focus is given on total lead time reduction of rollers. XYZ has decided to implement lean flow technologies in the company so that customer demand can be met.

4.1 Analysis from present status

From the present study it is analyzed that, there is necessity to improve the process quality for lead time reduction of friction rollers. Hence from July onwards focus is given on inventory of friction rollers. XYZ has decided to reduce the lead time of rollers by applying lean manufacturing techniques. To achieve this first current state map is prepared for the present situation and identify scope for improvement. Mark these opportunities on the current state map in order to identify sources of waste and identify lean tools to try to eliminate this waste. The optimized future state map is then developed for a system with lean tool applied to it. In this paper the operations carried out only at XYZ Company are discussed. Friction rollers are used in print unit ink train either 2 or 3 nos. depends on type of print unit offered to customers. Oscillation of friction roller is plus or minus 15 mm fixed stroke. Purpose of friction roller is to distribute and to churn the ink. These rollers are made up of seamless pipe having rilson coating. For manufacturing one unit of printing press four friction rollers are required. Figure 1.Shows sectional view of friction roller.

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Figure 1.Sectional view of friction roller The following table shows the existing process sheet for friction rollers. Table 1. Existing process sheet for friction roller

Sr. No.

Setting Op .No
n

Cycle time (min) 28

M/C Code

Operation Details i) TurnO.D.112.2*935 length. ii) Turn O.D. 48 and face to clean cut and chamfer 9*100at both ends. i) Hold short side in carrier and Grind 42, 30, 28, 25 ii) 48 to clean cut at both sides. iii) Reverse it and grind 42and 36 and grind face of 42. Check for dynamic balancing Turn 111.2* 935 length Remove bend i) Grind 42, 36, 30, 28, 25 ii) Reverse it and grind 42, 36 and face of 42 clean. Debur and clean. Inspection

Time (min)

01.

130

LHCNC(L11)

35

02.

170

GRCYLH(G2 /G5) BALDYN(D B3) LHCNC(L11) PRESS(HP1) GRCYLH(G2 /G5) Debur Inspection

25

47

03. 04. 05. 06. 07. 08.

180 190 200 210 220 230

30 35 25 -

28 39 8 70 5 5

4.2 Preparation of current state map

By observing different operations in machine shop and by taking the information from production planning and control department and from Vendor Resource Development department the current state map is prepared. From the current state map it is observed that the total lead time for friction rollers are 84 days. Figure 2.Shows current state map for friction roller showing all details of supplier lead time and lead time at XYZ.

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Figure 2. Current state map for friction roller

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4.3 Analysis from the current state map

From the Current state map of friction roller it is analyzed that the main cause for the excessive lead times are waiting time and supplier lead time due to which in process inventory is more. Hence it is necessary to reduce both these two lead times. As the customer demand is changed from 28 print units to 20 print units per month it is necessary to reduce the inventory of friction rollers. Also the existing processes require modification to reduce the in house processing lead time. From the above analysis it is observed that there is a scope for improvement in reduction of total lead time for friction rollers.

4.4 Scope for improvement

From the study of current state map of friction roller it is observed that the total lead time for friction rollers are 84 days which is more. So focus is given on in house machining operations and indentifies scope for improvement such as, 1. Batch size reduction of friction rollers. 2. Reduction in downtime for inspection of rollers. 3. Simultaneous machining operations should be done on Lathe/Grinding/Balancing machines. 4. Cycle time reduction on CNC Lathe L-11 for finish turning operation of friction rollers. 5. Cycle time reduction on grinding machine for semi grinding operation of friction rollers. 6. Process improvement on dynamic balancing machine for friction rollers. 7. Batch wise monitoring the performance of friction rollers. 8. Standardization of work for friction rollers. 9. Supplier lead time reduction of rollers.

5. Implementation and analysis

The identified opportunities are implemented and the analysis of the results obtained from the same are discussed which are used to draw the future state map.

5.1. Batch size reduction

Before July 2010 batch size of friction rollers was 60 nos. with a total lead time of 84 days which consists of 56 days for supplier lead time and 28 days for in house machining operations including waiting time. The earlier requirement of friction rollers for batch quantity of 60 nos. was 112 nos. for 28 print units is reduced to 80 nos. for 20 print units per month. From July onwards focus is given on inventory of friction rollers. XYZ has decided to reduce the inventory and hence lead time by reducing the batch size to 40 nos.for friction rollers by applying lean manufacturing techniques. Different batches are observed and the time required for the completion of entire batch is recorded. The time required for the completion of batch of 40 nos. for friction rollers are 15 working days for in house machining operations. Hence our monthly requirement is satisfied by ordering two batches. Figure 3.Shows graphical representation of No. of days Vs batch size for friction rollers. The graph of friction roller indicates that previously for the batch size of 60 nos.20.5 days were required for only in house processing of friction rollers. If only batch size is reduced from 60 to 40 nos. then it should be completed within 13.67 days but due to process improvements this batch of 40 nos. is completed within 12.96 days. By keeping the same process improvements if the batch size is reduced to 30 nos. then this batch should be completed within 9.72 days but actually it requires 10 days. Similarly if the batch size is reduced to 20 nos. then this batch should be completed within 6.48 days but actually it requires 7.18 days. Hence if the batch size is reduced below 40 then requirement is satisfied but the setting time is increased with increase in transportation cost. So the total time required is more. Hence the optimum batch size of 40 nos. is selected for friction rollers.

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Figure 3. Correlation between Batch quantity and No. of days Advantages of batch size reduction 1. Smaller batches can get through the production process more quickly. 2. Reducing Work in process and its carrying costs. 3. Increasing throughput. 4. Quality problems appear earlier and consequent rework needs are smaller. 5. Batches can be reduced to reflect customer order patterns, reducing finished goods inventory and related carrying costs.

5.2. Downtime for inspection is to be reduced

Previously for in house machining operations the time required for inspection was 0.5 days for the whole batch. It is observed that there is no necessity of providing this much amount of time for inspection due to following reasons. 1. After coating the inspection for outer diameter is done at supplier end. 2. Repeat inspection for control of outer diameter after rilson coating is excluded at receipt inspection in machine shop. 3. Document control to be speed up to minimize time delay. Due to above reasons it is decided to reduce the inspection time to 1 hour for the whole batch in machine shop.

5.3. Simultaneous machining operations should be done on lathe, grinding and balancing machines
The previous method for completion of batch was after completion of total batch from first work center the entire batch was transferred to second work center and in this way the whole batch was completed. The problems occurred due to this are listed below: 1. Time required to complete the whole batch was more. 2. In process inventory was more. 3. Problems occurred while handling of materials. 4. Space required was more.

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So, it is decided to split the whole batch into transfer batches of 6-7 nos. so that after completion of first transfer batch from first work center the same transfer batch is transferred to second work center. By doing this following results are achieved: 1. Time required to complete the whole batch is reduced. 2. In process inventory is reduced and its carrying cost. 3. Work flow is balanced. 4. Capacity of machine shop is released which is useful for another work. 5. Increase in throughput of rollers.

5.4. Cycle time reduction on CNC lathe L-11 for finish turning operation (operation no.190) of friction roller
The previous cycle time for finish turning operation of friction roller was 39 min. The finish turning operation was carried out in five steps as: 1. Outer diameter turning (finish dia. + 1mm finishing allowance) and no. of cut-01, with the help of polycrystalline diamond insert. 2. Semi finish outer diameter turning (finish dia. + 0.1mm finishing allowance) and no. of cut-01, with the help of monocrystalline diamond insert. 3. Finish turning to desired size and no. of cut-01, with the help of monocrystalline diamond insert. 4. Job loading and unloading by crane. 5. In process inspection of job carried out by operator. Operating time of friction roller for finish turning operation on L8 CNC Lathe was 39 min, which was more. This was the status of June 2010. The causes are listed below: 1. Manual clamping and declamping of roller in a four jaw chuck to set the roller within 0.01mm tolerance on L8 CNC machine. 2. Manual Tailstock clamping. 3. To achieve desired surface finish cutting parameters were set on L8 CNC machine. The following table shows cutting parameters on L8 CNC machine Table 2. Cutting parameters on L8 CNC machine Sr. No. Operation Speed (Rpm) Feed(mm/rev) 01. Rough O.D.Turning 570 0.3 02. Semi finish Turning 570 0.2 03. Finish Turning 570 0.1 The actions decided to minimize operating time are as follows: 1. Machining center changed to L11-ECONO-26 CNC lathe. 2. Hydraulic chuck and tailstock used for clamping and declamping the roller on L11 turning center. 3. Modified cutting parameters are used with achieving desired surface finish of outer diameter turning on L-11 CNC machine. 4. Installation of new chip collector system. The following table shows modified cutting parameters on L-11 CNC machine Table 3. Modified cutting parameters on L-11 CNC Machine Sr. No. 01. 02. 03. Operation Rough O.D.Turning Semi finish Turning Finish Turning Speed (Rpm) 750 980 980 Feed(mm/rev) 0.3 0.2 0.1

By taking the above actions the cycle time for finish turning operation is reduced from 39 min. to 33 min. with corresponding increase in productivity by 18%.

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5.5. Cycle time reduction on grinding machine for semi grinding operation (operation no.170) of friction roller
The previous cycle time for semi grinding operation of friction roller was 47 min. and the operation was carried out as follows: 1. Hold the roller with 36 diameter of short side in the carrier and grinding is done on the steps 42, 30, 28, and 25 of long side. 2. Clean cut was taken on 48 diameter on both sides and face grinding of 42 diameter. 3.Unload the roller, reverse it and hold with long side in the carrier and grinding was done on diameters 42 and 36 and face of 42diameter of short side. This operation is modified as, 1. Hold the roller with 36 diameter of short side in the carrier and grinding was done on the steps 42, 30, 28, and 25 of long side. 2. Clean cut is taken on 48 diameter on both sides and face grinding of 42 diameter. 3.Without reversing the roller the grinding operation on steps 42 and 36 of short side is cancelled and grinding on these two steps is done during finish grinding operation. Due to above modification it is observed that, 1.Cycle time required for unload, reverse and load the roller on the grinding machine for semi grinding operation on steps 42 and 36 of short side is reduced from 47 min to 40 min. 2. By doing this there is corresponding increase in the productivity by 17.5%.

5.6. Process improvement on dynamic balancing machine

Dynamic balancing operation of friction roller studied on dynamic balancing machine for correction of unbalance. It is observed that shells of friction rollers were dynamically balanced while processing individually at vendor end. While analyzing it was noticed that these rollers does not needs to have repeat operation of adding or removing material as it is within tolerance of required unbalance. So we have analyzed data for three to four batches of friction rollers for improvement in dynamic balancing operation. We have modified operation into two parts: 1.Check unbalance of roller and if found within limit i.e.20 grams then do not add or remove material in which cycle time reduced to 10 min. from 28 min. for friction roller. 2.Add or remove material as per the correction required for which setting time is 20 min. and operation time is 28 min. The following table shows the quantity for which correction is required to remove unbalance for friction rollers. Table 4. Quantity for which correction is required to remove unbalance for friction rollers Sr. No Batch Quantity 40 40 Quantity for which correction not required 06 03 Quantity for which correction is required 34 37

Date/Shift 23/11/2010-I/II 04/12/2010-I/II

01. 02.

From the table it is observed that there are some rollers for which corrections are not required to remove unbalance due to which the time required for the completion of batch is reduced. It is observed that in a batch of 40 nos. there are average five rollers for which corrections are not required and if the process is modified as discussed above then the whole batch is completed 1.5 hrs earlier which shows improvement in the process quality.

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5.7 Modified process sheet for friction roller

The following table shows modified process sheet for friction rollers Table 5. Modified process sheet for friction rollers Sr. No. 01. Opn. No. 130 Setting time (Min.) 35 Cycle time (Min.) 28

M/C Code

Operation Details i) TurnO.D.112.2*935 length. ii)Turn O.D. 48 and face to clean cut and chamfer 9*100at both ends. i)Grind 42, 30, 28, 25 ii) 48 to clean cut at both sides. Grind face of 42.Also grind 36 i) If unbalance observed within 20 grams do not add or remove material.

LHCNC(L11) GRCYLH(G2 /G5)

02.

170

25

40

03.

175

BALDYN(D B3)

30

10

04. 05. 06. 07. 08. 09.

180 190 200 210 220 230 LHCNC(L11) PRESS(HP1) GRCYLH(G2 /G5) Debur Inspection

ii) Do the balancing Turn 111.2* 935 length Remove bend i) Grind 42, 36, 30, 28, 25 ii) Reverse it and grind 42, 36 and face of 42 clean. Debur and clean. Inspection

20 35 25 -

28 33 8 70 5 5

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5.8. Batch wise monitoring the performance of friction rollers

The following tables shows batch wise monitoring the performance of friction rollers for batch no. 01and 02. Table 6. Batch wise monitoring the performance of friction rollers for batch no. 01 Friction Roller Loading Chart Drawing No.:20H546.22-25304.2/2 Batch Quantity: 40 Proposed Sr. No. Opn No. M/C Code Start Date/Shift 1 2 3 4 5 6 7 8 130 170 180 190 200 210 220 230 L11 G5 DB3 L11 H.P. G5 Debur Insp. 19/11/101st 20/112nd(6) 24/11-1St 25/11-1st(6) 27/11-2nd 28/11-1st 3/12-1st 3/12-1st End Date/Shift 20/112nd(1.5) 23/11-2nd 25/112nd(1.5) 27/11-1st 27/11-2nd 2/12-2nd 3/12-1st 3/12-1st 25 36 25 29.5 7.5 62.5 4 4 Total Hrs. Start Date/Shift 19/11/102nd 20/11-1st 23/11-1st 24/11-1st 24/11-1st 25/11-1st 27-Nov 28-Nov Actual End Date/Shift 21/11-2nd 21/11-1st 25/11-1st 26/11-2nd 24/11-1st 30/11-1st 02-Dec 3/12-1st 24.5 36.5 27.5 30 8 62 4 4
Total Hrs.

JOB No. PL46 1163

P.O.Date:- 16/10/10-40 Qty. G.R.Date1ststage 26/10/10 -28Qty., 2/11/10-12Qty. P.O.Date Unit-1 04/11/10 -40Qty.

G.R.Date 19/11/10 -To M/c Shop at XYZ F.I.R.Dates 28/11/10 30/11/10 -10 -10 02/12/2010 -10 03/12/2010 -10

From the above table it is observed that the time required to complete the batch at XYZ are 15 days (Time between G.R.Date at M/c Shop to final inspection report date).

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Table 7. Batch wise monitoring the performance of friction rollers for batch no. 02 Friction Roller Machine Loading Chart Drawing No.:20H546.22-25304.2/2 JOB No. PL46 1164

Batch Quantity: 40 Proposed Sr. No. Opn No. M/C Code Start Date/Shift 1 2 3 4 5 6 7 8 130 170 180 190 200 210 220 230 L11 G2& G5 DB3 L11 H.P. G2& G5 Debur Insp. 30/11/10-1st 01/12-2nd(6) 04/12-1st 05/12-2nd (6) 08/12-2nd 09/12-1st 14/12-1st 14/12-1st End Date/Shift 01/12/102nd(1.5) 03/12-2nd 05/12-2nd 08/12-1st 08/12-2nd 14/121st(1hr) 14/12-1st 14/12-1st 25 36.5 25 29.5 7.5 63 4 4 Total Hrs. Start Date/Shift 03/12/10-1st 03/12-2nd 04/12-1st 4/12-2nd 07/12-2nd 05/12-2nd 10/12-1st 10-Dec Actual End Date/Shift 04/12/102nd 05/12-2nd 07/12-1st 07/12-2nd 07/12-2nd 09/12-1st 10/12-1st 14-Dec 24 37 25 30 7.5 63 4 4 Total Hrs.

P.O.Date:- 16/10/10-40 Qty. G.R.Date 1st stage 18/11/10-40 Qty. P.O.Date Unit-1 20/11-40Qty.

G.R.Date 30/11- To M/c Shop at XYZ F.I.R.Dates 14/12/2010-12 10/12/2010-19

12/12/2010-09 From the above table it is observed that the time required to complete the batch at XYZ are 15 days (Time between G.R.Date at M/c Shop to final inspection report date).

5.8.1 Lead Time achieved for Friction Rollers in Machine Shop

The following table shows the summary of batch wise monitoring the performance of friction rollers in machine shop at XYZ. Table 8. Lead Time achieved for Friction Rollers Sr. No. 01. 02. Drawing No. 20H546.2225304.2/2 20H546.2225304.2/2 Job No. PL461163 PL46164 Quantity 40 40 Actual No of Days required to complete the Batch 15 15

From the table it is observed that for the batch quantity of 40 nos. average lead time achieved for friction rollers are 15 working days which indicates that the batch of 40 nos. should be completed within 15 days at XYZ.

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By observing different batches of friction rollers it is found that the average lead time required in machine shop are 15 working days. This is achieved due to, 1. By changing the machining center from L8 CNC lathe to L11-ECONO-26 CNC lathe having hydraulic chuck for clamping & declamping the roller against manual clamping & declamping on L8 machine. 2. Modified cutting parameters are used for achieving desired surface finish of outer diameter turning on L11 machine. 3. By standardizing the batch size of 40 Nos. for friction rollers. 4. Less time wasted in handling of rollers from one station to another work station. 5. By proper scheduling of all the machines. 6. Cycle time reduction on grinding machine. 7. Process improvement on dynamic balancing machine.

5.9 Standardization of Work

A very important principle of waste elimination is the standardization of worker actions. Standardized work basically ensures that each job is organized and is carried out in the most effective manner. No matter who is doing the job the same level of quality should be achieved. At Toyota every worker follows the same processing steps all the time. This includes the time needed to finish a job, the order of steps to follow for each job, and the parts on hand. By doing this one ensures that line balancing is achieved, unwarranted work-in-process inventory is minimized and non-value added activities are reduced. A tool that is used to standardize work is what called takt time. Takt time refers to how often a part should be produced in a product family based on the actual customer demand. The target is to produce at a pace not higher than the takt time. Takt time is calculated based on the following formula: Takt Time = Available Time per day Customer demand per day Calculations for Takt Time for Friction roller: Available time per day =15.5 hrs.for two shifts. Customer demand per day: For one month 80 friction rollers are required. Therefore customer demand per day =80/26 =3.07 by considering 26 working days per month. Hence required Takt Time = 15.5/3.07 =5.04 hrs. Takt Time achieved for Friction roller: Processing time required to complete one batch of 40 nos. for friction rollers are 13 days for in house machining operations. Therefore total no. hrs =13*15.5 = 201.5 hrs. Time required to process one friction roller for in house machining operations =201.5/40 =5.03 hrs. From above it is observed that required takt time is equal to takt time achieved.

5.10. Supplier lead time achieved for friction rollers

The previous supplier lead time for a batch size of 60 nos. was 56 days. Due to reduction in batch size the time for processing the rollers at supplier end is reduced which leads to reduction in supplier lead time. There are some limitations for reduction in supplier lead time which are listed below: 1. Lead time for supplier should be provided for raw material purchase. 2. Terms & conditions for minimum amount of material to be purchased. 3. Machines cut-off wise change hampers on inventory at supplier end. 4. Change in the delivery schedule will also affect on inventory. By observing the supplier lead time for different batches of friction rollers it is found that the supplier lead time is reduced to 42 days but due to above limitations it is finalized to 49 days from 56 days for a batch size of 40 nos. Table 9 shows supplier lead time achieved at XYZ Company in days i.e. time from supplier purchase order to the material received.

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Table 9. Supplier Lead time achieved at XYZ Company Sr.No. 01. 02. Job. No. PL461163 PL461164 Qty 40 40 P.O. Date 16/10/10 16/10/10 G. R. Date 1st stage 02/11/10 18/11/10 P. O. Date Unit 1 4/11/10 20/11/10 G. R. Date Machine shop 19/11/10 30/11/10 No. of days 35 46

The following figure shows graphical representation of supplier lead time Vs job no. for friction rollers with respect to current and optimized method.

Figure 4. Shows supplier lead time for friction roller By making the identified improvements in the processes the optimized future state map is prepared. The figure 5 shows optimized future state sap for friction roller.

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Figure 5. Optimized future map for friction roller

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5.11 Comparative Analysis between Current and Optimized Future State Maps
The Optimized future state map shows improvements in the process quality with the reduction in total lead time from 84 days to 64 days. Supplier lead time is reduced from 56 days to 49 days and reduction in lead time for operations at XYZ from 28 days to 15 days. The following fig. shows comparative analysis between current and optimized method with respect to total lead time, supplier lead time, in house processing time and waiting time.

Figure 6. Comparative analysis between current and optimized future state

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6. Results and Discussions

The purpose of this paper is to optimize the process quality of friction rollers through lead time reduction at XYZ. The optimized future state map shows ways to reduce the total lead time of friction rollers. From the current and optimized future state maps it is observed that, 1. Batch size is reduced from 60 to 40, due to which overproduction is reduced which results in reduction in inventory, cash flow is increased and increase in the capacity which is used for another work. As the batch size is reduced the time required for the operations at supplier end is also reduced and there is reduction in supplier lead time by 7 days. 2. Quality awareness is created among the suppliers and the operators at XYZ which results in reduction in down time for inspection of rollers from 4 hrs to 1 hr. 3. Simultaneous machining operations reduce waiting time from 7 days to 2 days. 4. Due to reduction in cycle time for finish turning operation on CNC lathe for operation no. 190 from 39 min. to 33 min. the productivity of CNC lathe is increased by 18%. 5. Due to reduction in cycle time of semi grinding operation on grinding machine for operation no. 170 from 47min to 40 min. the productivity of grinding machine is increased by 17.5%. 6. Due to process improvement on the dynamic balancing machine the time required for the completion of total batch is reduced by 1.5 hours. 7. Batch wise monitoring the performance of friction rollers indicates that the given batch is completed as per the optimized future state map. 8. Standardization of work for rollers shows that rollers are produced at a rate not higher than the takt time. 9. As the batch size is reduced the time required for the operations at supplier end is also reduced and there is reduction in supplier lead time by 7 days. By implementing the above changes it is observed that the process quality of friction rollers is improved with the reduction in total lead time from 84 days to 64 days.

Acknowledgement
First of all, I would like to express utmost gratitude to my Co-authors Prof. J. S. Bagi and Dr.A.B.Datye for his continued support, encouragement and guidance provided in articulating this paper. Finally, I am very thankful to all those who extended their help directly or indirectly in preparation on this paper.

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References
[1] Hopp Wallace J., Spearman Mark L. and Woodruff David L., Practical Strategies for Lead Time Reduction, Journal of American Society of Mechanical Engineers, Manufacturing Review Vol. 3, no.2, June 1990. [2] Angelides D., Bitran G., Papageorge Th., Expert System Technology for Capacity Planning and Productivity Improvement, Journal of American Society of Mechanical Engineers, Vol. 111, May 1989. [3] Eriksson Kristina M., A Comparison of changeover time reduction through design Changes and changeover sensitive heuristics, Department of Technology, Mathematics and Computer Science, University of west of Sweden, SE-46186 Trollhattan. [4] Fawaz Abdullah, Lean Manufacturing Tools and Techniques in the process Industry with a focus on steel, A thesis Submitted for the degree of Doctor of Philosophy, University of Pittsburgh, 2003. [5] Marjan Hassanzadeh Red, Lead Time Reduction, A Master thesis submitted for Master of Science in Mechanical Engineering with a major in Logistics, Nr3/2008. [6] Page Julian, Implementing Lean Manufacturing Techniques, Hanser Gardner Publications, Inc.6915 valley Avenue, Cincinnati, OH45244. [7] Rauniyar Madhubala, Value Stream Mapping at XYZ Company, A Research Paper Submitted in Partial Fulfillment of the Requirements for the Master of Science Degree in Technology Management, May 2007. [8] Blackerby Phillip, Lean Manufacturing and Your Bottom Line, Blackerby Transforming Organizations. [9] Womack, J.P., and Jones D.T., From Lean Production to the Lean Enterprise, Harvard Business Review, March-April 1994, PP. 93-103. [10] http://www.davethehat.com/articles/LeanAgile.pdf- History of Lean Thinking retrived on 07/08/11 at 3.56pm. [11] Value stream mapping symbols from http://www.strategosinc.com/value-stream-mapping-3.htm retrived on 31/08/11 at 10.52am [12] http://www.ad-esse.com/resources/documents/Articles/valuestream.pdf-Value Stream Mapping retrived on 31/08/11 at 10.56am. Associates

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Authors Profile
Prof. R.T.Salunkhe received his B.E. (Mechanical) degree from Shivaji University Kolhapur in 1996. At present he is working as an Assistant Professor in Mechanical Engineering Department at Tatyasaheb Kore Institute of Engineering and Technology Warananagar, Maharashtra, India and pursuing M.E. (Production Engineering) from K.I.Ts College of Engineering, Kolhapur.Dist. - Kolhapur, India. He is having overall 14 years of academic experience.

Prof. Jaydeep S. Bagi has received his Masters degree from Shivaji University, India with first rank with distinction in 1993. This author is a recipient of Rotary Foundations prestigious Group Study Exchange Program to U.S.A. in 1997. He is an active life member of professional bodies including The Institution of Engineers (India); Indian Society for Technical Education, New Delhi; Wipro Mission 10X Program. At present, he is working as an Associate Professor and Head, Department of Mechanical Engineering, K.I.T.s College of Engineering, Kolhapur, India. He has also worked as elected member of Board of Studies for Production Engineering at Shivaji University, Kolhapur and Member, Local Management Council, K.I.T., Kolhapur. He is having overall 22 years of academic & consulting work experience, including 2 years of industrial experience. His major research Interests are Quality Engineering & Management, Industrial Engineering, Operations Management. He is pursuing his Ph. D. research in the area of Quality Engineering & Management Systems at Shivaji University, Kolhapur. He has guided around 7 Masters level dissertations and published many research articles in International journals, Conferences & Magazines.

Dr. Arwind B. Datye received his Ph.D. degree from I.I.T., Mumbai, India in 2000. He is a life member of professional bodies including Indian Society for Technical Education, New Delhi; Indian Society for Heating, Refrigeration & Air Conditioning Engineers, New Delhi; Indian Cryogenics Council, New Delhi. At present, he is working as a Director, Engineering wing, Mangalayatan University, Mathura, U.P., India. Earlier he has worked on prestigious positions such as Director, Department of Technology, Shivaji University, Kolhapur, India; Professor & Head, Department of Mechanical Engineering, K.I.T.s College of Engineering, Kolhapur. He is having overall 30 years of professional work experience, including 7 years of industrial experience. His major research Interests are in Thermal Engineering, Cryogenics, Quality Engineering & Management. He is guiding 3 Ph. D. research projects.

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