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SUMMER INTERSHIP PROJECT PRESENTATION ON

THINK LEAN

-To Create Wealth And Banish Waste At


Featherlite Using VSM.

Presented by,
SURAJ
VARMA S

CONTENTS
LEAN PRINCIPLES
VSM
ABOUT FEATHERLITE
RESEARCH METHODOLOGY
Statement of problem
Objectives of study
Research methodology

CONTENTS
RESULTS AND DISCUSSIONS
Processes overview , process flow chart and 5W1H
analysis
VSM current state diagram (CSD - 5W1H
analysis + GANTT CHART)
Analysis of CSD{( VA, NVA time), 3ms of each
process}
Suggestions
VSM- future state diagram
Implementation plan
FINDINGS & CONCLUSION
REFERENCES

LEAN PRINCIPLES
1. VALUE
2. VALUE STREAM
3. FLOW
4. PULL
5. PERFECTION

VSM
Representation of flow of materials and information.
At a glance where the delays are in ones process,
any restraints and excessive inventory.
The various steps involved are:
a.Capture the current state diagram.
b.Analyze the current state
c.Design the future state
d.Create the deployment plan

FEATHERLITE
Indias leading furniture manufacturing
company since 1965
Shree Ramanarayan Chellaram Spearhead
behind Featherlite
Provides complete office furniture solutions for
all segments of market through its strong base
of direct and franchisee offices across 54
locations
First of its kind to acquire quality certification
ISO 9001: 2008 Quality Management System /
ISO 14001 : 2004 Environment Management
System / ISO 18001 : 2007 - Occupational

RESEARCH METHODOLOGY
PROBLEM STATEMENT:
1. Implementation and exercising lean thinking at Featherlite thereby
banishing waste and creating wealth for the organization.
2. Identification and elimination of the non-valued activity involved in project
implementation at Featherlite using value stream mapping(VSM).
OBJECTIVES:
To identify the process and information flow in project implementation at
Featherlite
Determine the value added and non-value added activities involved in the
project
Understanding the root causes of non-value added activities
Implement lean thinking concepts to reduce non value added time and
banish waste in the production process.

APPROACH USED FOR STUDY

RESULTS AND ANALYSIS


PRODUCT FAMILY ALPHA WORKSTATION

PROCESS FLOW CHART

TIMELINE FOR THE PROJECT UNDER STUDY

GANTT CHART

CURRENT STATE DIAGRAM

ANALYSIS OF CURRENT STATE DIAGRAM

ANALYSIS OF CURRENT STATE DIAGRAM


The total efficiency of the project was 21.43% even with down the clock
hard work and state of the art technology and machines being used.
Overall processes

Non Value added time(hrs); 180.85

200
180
160
140

Value added time(hrs); 36.65


Non Value added time(hrs); 102

120

Prod/Post prod overall

100
80

Value added time(hrs); 40.5

60
40

Back office overall

20
0

Value added time(hrs)

Non Value added time(hrs)

Back office overall

Prod/Post prod overall

Back-office processes

60

52.5

44

50

38.5

40

30
19.5
15.5

15

19

20
11

14

3.5

8.5

10

Enquiry

7.5

Quotation

Data handover

Site marking

Finishes and Sign of

VAT(hrs)

NVAT(hrs)

Planning

Installation

0
Snag Mgmt

Production processes

600
506
500

400

351.84
295.98

291.84

300
148
121

171.96

200
74

158.96
79

55

100

VA(batch)(mins)

NVA(batch)(mins)

69

110.1

64

PARETO ANALYSIS FOR NON VALUE ADDED TIME


IN DIFFERENT PROCESSES

FINDINGS
BACK-OFFICE PROCESSES:
The communication gap between marketing department and client may result in unwanted Muda in the
form of delays, defects, over-processing and overutilization of resources.
Handover of various reports from departments to departments is accompanied by long waits.
The MRS and TPL should be generated by the planning department 6 days from the day the production
folder is signed of.
Cross functional teams attending a project would reduce waiting times.
Muri or overburden occurs when senior managers confront designers and marketers.
Unevenness is there in employees workload.
FACTORY PROCESSES:
There was a lot of work in progress and finished goods inventories.
Unevenness was present in the organization which could be remedied by level scheduling and level selling.
These inventories (raw materials, WIP, finished goods) were placed in a disorganized, unsystematic
manner. Maintaining stocks of raw materials, introduction of flow and reduction of batch size may ofer a
solution to this problem.
The organization works in the traditional departmentalized model where there is no coordination among
people between departments. A certain level of transparency has to be established.
There is a large amount of unwanted movement of WIP. A proper rearrangement of machines and proper
management of each processes and machines.
The lean tools of 5S and JIT can be implemented to sort out process and manage inventory

SUGGESTIONS COMMON TO BACK-OFFICE AND FACTORY

SUGGESTIONS PARTICULAR TO BACK-OFFICE

SUGGESTIONS PARTICULAR TO FACTORY

FUTURE STATE DIAGRAM

IMPLEMENTATION PLAN:
Kaizen events are not perfect and requires continuous refining. The ways to
implement flow is:
a. Reorganize the layout according to product family
b. To assist the product squad to assemble expertise create lean functions
c. Continuous and systematic set of activities striding towards improvements
in introducing flow to be implemented.
. As a suggested plan, (LEAN DEPLOYMENT MATRIX)
1. Plan to form product team within 6 months.
2. Perform improvement activities concentrating on 4-5 activities, setting
target to reduce inventory by 20%, defects and errors by 20% and efort
required in production of a certain kind of product by 10% the first year
3. Based on the results work accordingly striding towards perfection

CONCLUSION
Lean thinking has always been a little bit difficult to understand and
counterintuitive.
The definition of value changes from customer to customer.
Value stream maps helps diferentiate between value added activities and
non-value added activities.
Flow is always about smart way rather than the hard way.
Quality is zoomed always when pull thinking and flow are put in place.
Perfection is infinite.
Lean is an antidote to Muda(waste).
Fortune favors the one who dares.

BIBLIOGRAPHY
ROTHER, M., & SHOOK, J. (1998)). LEARNING TO SEE: VALUE STREAM MAPPING
TO CREATE VALUE AND ELIMINATE MUDA. MASSACHUSETTS: BROOKLINE.
WOMACK, J. P., & JONES, D. T. (2003). LEAN THINKING: BANISH WASTE AND
CREATE WEALTH IN YOUR CORPORATION. NEW YORK: SIMON & SCHUSTER.
PRAVEEN SARASWAT, D. K. (2014). APPLICATION OF VALUE STREAM MAPPING
TOOL TO REDUCE WASTES IN BEARING INDUSTRY. INTERNATIONAL JOURNAL OF
RECENT ADVANCES IN MECHANICAL ENGINEERING, 97-103.
THORSEN, W. C. (2014). VALUE STREAM MAPPING & VM.
S, R. R., B.P.MAHESH, D., & S, S. (2014). ON-TIME DELIVERY IMPROVEMENT
USING LEAN CONCEPTS - A CASE STUDY OF NORGLIDE BEARINGS.
INTERNATIONAL JOURNAL OF INNOVATIVE RESEARCH IN SCIENCE, ENGINEERING
AND TECHNOLOGY, 13349-13354.
ANTHONY METZINGER, N. L. (2003). LEAN MANUFACTURING TECHNIQUES

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