BEHRINDIALIMITEDPUNE

ValueStreamAnalysisofProcessesandUseof
SixSigmaMethodologyforImprovementof
Layout

Submitted By
Abhishta
401007002
Submitted To
Dr. Vipul Gupta

L.M. Thapar School of Management

Thapar University
Dera Bassi Campus
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Table of Contents
Acknowledgement.............................................................1-3
Company Profile................................................................1-4
1. About the Project..........................................................1-5
2. Value Stream Mapping..................................................2-6
2.1 What is value?....................................................................2-6
2.2 Current State Map..............................................................2-7
2.3 Value of a Heat Exchanger..................................................2-8

3. Project........................................................................ 3-10
3.1 Methodology....................................................................3-10
3.1.1 Define.......................................................................................... 3-11
3.1.2 Old Layout................................................................................... 3-12
3.1.3 Measure...................................................................................... 3-12
3.1.4 Analysis....................................................................................... 3-13
3.1.5 Improve....................................................................................... 3-15
3.1.6 Control........................................................................................ 3-16

Acknowledgement

The splendour and exquisiteness that accompany the successful

accomplishment of any task would not glorify if there is no
expression of gratitude to the people who made it possible. So with
due humility, reverence, veneration and honour I acknowledge all
those whose guidance and motivation have marked the triumph
and attainment of the project. I am thankful to my teachers Dr.
Vipul Gupta and Prof. Kannan for giving me this opportunity to
explain the work done by me at the firm.

Company Profile
Behr GmbH & Co. KG, Stuttgart, is a systems partner of the
international automobile industry. A specialist for automotive air
conditioning and engine cooling systems, the Behr Group is one of
the worlds leading manufacturers and suppliers of original
equipment for light vehicles and trucks. Group sales in the 2011
business year came to EUR 3.7 billion. Currently, Behr employs
some 17,400 staff at 36 production locations and 17 R&D centers
worldwide. Since its foundation in 1905, Behr has developed from
a small family-owned operation into a globally active automotive
industry supplier that is active worldwide - with continually
increasing success. Today, the Behr name is synonymous with a
seal for future- oriented innovations and top-quality products.
Anand is known for its established and successful partnerships with leading
global automotive front runners, each one being a global leader in its area of
operation. The group has 15 Joint Ventures and 6 Technical Collaborations
with these world leading companies.Today, with nineteen companies spread
across 49 locations and eleven states of the country, Anand also has a
business vertical operating in the area of Luxury Hotels. Anand has provided
a number of technology firsts to the Indian Automotive Industry over the
five decades of its existence starting with being the pioneer of Ride Control
products in the country.
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1.About the Project

The project Value Addition in Assembly Processes is about
studying the various processes in the assembly line and then
improving either the process or the machine so that it is able to add
maximum value to the product. Improvement in the process
involves improving the line layout or the way in which the
operations are being carried out.

2.Value Stream Mapping

Before understanding value stream mapping we should understand
what we mean by the term Value.
2.1 What is value?

A product or service is generally considered to have good value if

that product or service has desired performance and appropriate
cost. Or, by reverse definition, a product or service is considered
not to have good value if it lacks in either desired performance or
appropriate cost. It can almost truthfully be said that, by this
definition, value can be increased either by decreasing the cost or
increasing the performance. More precisely:

Value is always increased by decreasing costs (while, of

course maintaining performance).

Value is increased by increasing performance if the customer
needs, wants, and is willing to pay for increased
performance.alue

Increase
Value

Is a
result of

Decreasing
Cost

Increasing
Performanc
e

Increasing Performance

Figure1:WhateffectsValue
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2.2 Current State Map

A current state value stream map is basically a diagrammatic

representation of how the material flows from one process to
another gaining value. The input comes from the suppliers and the
final finished product is sold to the customer. The basic necessity
of making a current state map is to visualize the lead time and the
success in the application of lean manufacturing is represented by
how much we are able to reduce this production lead time.
As a part of my project I made a current value stream map for the
CAC assembly line. The charger air cooler assembly line has the
following processes:

Core Building
Brazing
Crimping
Leak Testing
Fire Wall
Shipping

It was interesting to note that Behr India was successful in

implementing sequential pull. The increase in the production lead
time is only because of the time for which the brazed cores were
kept in the super market.
For the current value stream map I got the data by requesting the
production control department of the company.
The details that I was able to show in the current value stream map
were:

Cycle Time
Takt Time
Setup Time
Up time
Scrap Percentage
Rework Percentage

As explained earlier that the production lead time depended upon

the customer requirements hence a time line was not shown in the
chart.
Now we should understand how the value of a Heat Exchanger is
defined.
2.3 Value of a Heat Exchanger

Radiators, CACs and Condensers cool down the air that passes
through it. Hence value of the product is in how effectively the
product cool down the heated up medium. It basically depends
upon the amount of air that comes in contact with the cooling
portion of the product in one unit time and the material of the
product. Hence increase in surface area would result in more
volume of air getting cooled down per unit time. So, all of these
products have a basic structure of fin tube matrix allowing a very
large surface area to come in contact with the air. All of these
products are made up of aluminum as it is a good conductor of heat
and is also cost effective as compared to copper. As a matter of fact
copper radiators also exist in the market.
Secondly the air that is an input to the device is needed back by the
system for cooling, hence it is very important that during the
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cooling procedure minimal amount of air is lost. For this brazing of

the core is done. As for a fact we cannot achieve zero leak hence
it is taken care that the leak remains on the lower side.
Finally as all these products are manufactured for the automotive
industry hence there performance should not be affected by shocks
and jerks during the travel; thereby strength of the joints and
proper crimping of the manifold to the header adds value.
Summarizing it all we can conclude that the value of radiators,
CACs and condensers depend upon the following properties:
Surface area and the material used.
Leak proof nature.
Joining at the contact point of tubes and fins in the matrix.
Overall strength of the product against the shocks and jerks.

Figure 2:Current State Value Stream Map

3.Project
3.1 Methodology

The methodology used to execute the project is derived from the

way in which six sigma improvement projects are executed. Hence
the methodology used in the projects can be abbreviated as
DMAIC. The six sigma approach has been adopted worldwide in
the manufacturing sector in order to enhance productivity and
quality performance and to make the process robust to quality
variations.
Six Sigma is considered as a methodology of implementing total
quality management. It is an innovative approach to continuous
process improvement and TQM methodology. Since quality
improvement is the prime ingredient of TQM adding a six sigma
program to the companys current business system covers almost
all the elements of TQM. Six Sigma has become much broader
umbrella as compared to TQM.
3.1.1 Define

The existing layout of the post brazing process of the radiator line
was to be changed. The new wheel crimping machine was to be
introduced in the new line. I will first be introducing the old layout
and the processes involved so that we understand how the product
is being assembled step by step. The new layout had to be designed
keeping in mind the following constraints.
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 New wheel crimping machine to be introduced.

Least number of machines to be moved.
Maximum utilization of the area available keeping in mind
the future expansions.
3.1.1.1 Process

3.1.2 Old Layout

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3.1.3 Measure

This phase of the project was completed with the help of a meter
tape. The dimensions of all the stations of the assembly line had to
be taken and then had to be represented with the help of auto CAD.
The dimensions of bins, gibos and in process inventory racks were
also taken to calculate the space available for material and man
movement.
The following measurements were taken into consideration:
Measurement of the area required for existing stations.
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Measurement of the new wheel crimping machine.

Measurement of bins and racks on the assembly line.
Estimate the measurement of future stations.
Estimate the area required for man and material movement.
Movement of the die takes a lot of space. For man movement a
space of .25 sq meters (.5m x .5m) was taken to be sufficient.
3.1.4 Analysis

Analysis of the old layout was done and it was found that most of
the poorly utilized space was because of the following reasons:
Tool racks on the shop floor.
Dies of the hydraulic die crimping machine.
The new layouts were made considering the following
requirements:
New crimping machine was introduced in a new line.
Racks were shifted to make space.
Some dies were also shifted as they were no more to be used.
The fire wall was placed in such a way that it could serve two
lines.
In this way six new layouts were suggested over the existing
one. Decision of the chosen one was made on the following
criteria:
Minimum change in the present layout.
Optimal material travel.
Optimized use of available area.
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3.1.4.1 New Layout

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3.1.5 Improve

The new layout has been practically implemented with the help of
the members of the manufacturing engineering department. The
new layout implemented has given a dedicated line for the
production of ace radiator and hence improved the line in the
following ways:
The setup time of the new wheel crimping machine is low.
Efficiency and reliability of the line has increased.
Increase in production rate of ace radiator by 40% in a single
shift because of a dedicated line.
Now the hydraulic crimping machine is less loaded.
Better utilization of the available space.
Creation of a new line has in a way increased capacity for
future

projects.

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3.1.6 Control

This segment of the project will always need our attention as there
will always be a scope of improvement. I hereby present a solution
for further improvement in the layout and design of the stations.
If the bins and gibos are kept at such distances from the operator
that they are under his reach then there will be less fatigue for the
working person.

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