IMPROVING PRODUCTIVITY USING LEAN

TOOLS
G78 Project work
First Review
Submitted by
R.NIJANTHAN
(12G63)
And
K.PRADEEP
(12G67)
Guided by
Dr.S.Karthikeyan Ph.D,
Assistant Professor

Department of Mechanical Engineering

THIAGARAJAR COLLEGE OF ENGINEERING
(An Autonomous Institution Affiliated To Anna University)
MADURAI-625 015

1. INTRODUCTION
In a modern manufacturing environment, companies must be
responsive to the needs of the customers and their specific requirements and to
fluctuating global market demands. At the same time, to ensure competitiveness,
the manufacturing enterprise must be conducted with a minimum amount of
wasted resources. This realization has led to lean production or lean
manufacturing strategies (Kalpakjain, 2005).
Lean manufacturing (chaos, 2005) is an integrated set of activities
designed to achieve high volume production using minimal inventories of raw
materials, work-in process and finished goods. Parts arrive at the next
workstation just in time and are completed and move through the next
workstation quickly. Lean is based on the logic that nothing will be produced until
it is needed. Production need is created by the actual demand for the product.
When customer bought one product, demand for the product is created. The
replacement for that product market pulls last position in the system i.e. final
assembly station. This triggers an order to that production line and then worker
pulls another unit from an upstream station in the flow to replace the unit taken
and then this upstream process pulls from the next workstation and so on back
too release of the raw materials.
1.1 VALUE STREAM MAPPING (VSM)
Value stream mapping is one of the lean tools in
identifying the opportunities for implementing lean tools. Current state and
future state maps were drawn to identify Non value added activity and give
possible solution to eliminate non-value added activity through continual

improvement. Before starting VSM, the runner product has to be selected

because the customer is not interested in all the products manufactured in
shop floor of the industry and it also tedious to map entire shop floor. Identify
the product families from the customer end point of value stream. The product
family, finished part members in the family, customer requirements are noted
down and then based on the customer requirement drawn the current state
value stream map shows the actual movement material and information flow
within the shop floor. Based on the current state map, future state map is
developed which acts as a road map for the future because our goal is to
design and introduce lean value stream. The future state map overlooks the
current state map. The final stage is the implementation of the plan to achieve
the future state i.e. continuous improvement at the value stream level. Figure
2 shows that the mapping process in VSM.

Figure.2 Value stream mapping

1.The Current State Map is the baseline view of the existing process from which
all improvements are measured.
2.The Future State Map represents the vision of how the project team sees the
value stream at a point in the future after improvements have been made.

2. LITERATURE REVIEW
S.N
O

AUTHORS

IngaleMahesh.Vishw
anath
Sunil J Kadam
Pandit
Shamuvel.Vinod
Mulla M.L

B. Suresh KUMAR
S. Syath
ABUTHAKEER

METHODOL
OGY

Value
Stream
Mapping

SMED

SUMMARY

The study carried

out to eliminate
waste by Value
stream mapping
and implementing
BASIC MOST to
improve
effectiveness of
process. Also
BASIC MOST helps
to improve
effective working
time (EWT). The
paper shows
improvement in
EWT of line 2 by
synchronization of
Lean and BASIC
MOST about 40
%and improvement
in lead time by an
amount of 15 %.
They implemented
the lean tool SMED
on an Evaporative
Core in an
Automotive
Industry. They
concluded that
after implementing
this technique the
setup time was
reduced from 40

RESEARCH
GAP

VSM can
also be
used for
identifying
Bottleneck
machines.

There is a
possibility
for reducing
the setup
time using
SMED in all
manufacturi
ng
enterprises.

minutes to 12
minutes i.e, 28
minutes reduction.

Adnan Enshassi
Mohammed Abu
Zaiter

D. Rajenthirakumar
P. R. Thyla

K.Hemanand
D.Amuthuselvan
S.Chidambara Raja
G.Sundararaja

5S

Kaizen

Material
Handling
System

This study shows

the use of lean
tools on safety in
construction. They
investigated the
extent use of lean
construction tools
(Visual
Management and
5S) in construction
industry and its
impact on safety
conditions.
They implemented
the lean tool
Kaizen which
improves the
production
environment with
moderate
investment.
This research work
has been carried
out as a case study
in an automotive
industry with the
objective of waste
reduction. A new
material handling
system has been
designed and
developed to
reduce the motion

5S can
also be
used for
improving
workplace
organizatio
n.

Kaizen can
be
implemente
d to the
identified
problems.

New
Layout can
also be
used to
reduce
motion and
transportati
on wastes.

wastes and
unwanted
transportation. The
result revealed an
improvement of
11.95% in
productivity.

Mohammed Sarwar
Julfikar Haider

5S
SMED
TPM

ANIKET B. PAWAR
C. A. WAGHMARE
VSM

The paper
reviewed the lean
implementation
process in a major
cutting tool
manufacturing
industry. It was
demonstrated that
several lean
techniques such as
6S, Set-up
reduction, Floor
layout, Total
Preventative
Maintenance
(TPM), Visual
control etc. could
be implemented
with great success.
All these activities
contributed to
direct and indirect
improvements in
the productivity of
the
Company.
The study carried
out to increase
productivity by
VSM. Production

Total
Productive
Maintenanc
e (TPM)
also used to
improve the
productivity.

VSM tool
can also be
used to
identify and

per month can be

improved up to
37.2 %.

eliminate
wastes.

3. PROBLEM ENVIRONMENT
Rane EVL produces Two wheeler and Four wheeler Engine Valves.
Manufacturing of Engine Valves completed in 4 stages
1. Raw Material Stores
2. Forge Shop
3. Machine Shop
4. Final Inspection
From the above four stages Forge shop has more lead time when
compared to other stages. This is because of more inventory accumulation
and batch processes.

4. OBJECTIVES

The objective of this project is

To create a flow in the Forge shop.
To increase the productivity.
To reduce the WIP inventory.
To eliminate the Non value added activities.
To reduce the Production lead time in the forge shop.

5. METHODOLOGIES TO MEET THE OBJECTIVES

Current State Mapping can be used to identify the lead time and also
the Non value added activities.
Future State Mapping can be used to view the value stream after
improvements are made.

6. WORKS COMPLETED
Observed the flow of jobs from RM stores to Final Inspection.
Various process steps involved in the Forge Shop were studied.

7. EXPECTED OUTCOME

 Production Lead time can be reduced.

Non value added activities can be eliminated.
Productivity of the Company can be increased

8. ACTION PLAN
Month
Particulars
Title selection
Literature
review
Problem
identification
Data collection
Current state
VSM
Analysis
Future state
VSM
Solution and
report

June
2
3

July
2
3

August
2
3

September
1
2
3
4