1. Faculty of Engineering, Department of Mechanical, Automotive and
Material Engineering
Project Report on
Work Improvement by Application of Lean
Manufacturing Tools
Completed by: (Group Number-4)
Abhishekkumar Patel 104811960
Harshal Patel 104851267
Milan Patel 104780257
Chitral Patel 104802016
Dharmin Patel 104802005
Under the Guidance of
Prof. Sardar Asif Khan
Lean Manufacturing/Process Improvement
06-92-590-34
Winter-2018
2. I
Acknowledgement
Our sincere gratitude to Prof. Sardar Asif Khan, University of Windsor for granting us the
permission and timely help rendered for the successful completion of the project. Without his
assistance, this project simply would not have been possible. His guidance and support ensured
that our experiences significantly added to the foundation of our career.
Being a great inspiration, we sincerely thank Mr. Greg Gurbouzov, Plant Manager of QM Plastics
and Mr. Harb Nijjar (Supervisor), for giving us the required facilities needed for our project. We
are grateful for the opportunities provided by them and also for their consistent support. We would
like to thank each personnel related with the project for helping us in numerous ways.
3. II
Abstract
It is indeed true that in today’s competing world, to sustain oneself there are up gradation require
in manufacturing world every day. Lean manufacturing considered as a pivotal factor in recent
years around the world. Lean manufacturing uses various tools to evaluation of system or process
and then after using lean tools it improvises the whole production system of the particular industry.
Moreover, in this case study of a medium scale industry we are analysing current situation of
process and try to improve through various lean tools. We have analyzed the current VSM of the
system and prepare a future VSM to eliminate waste from process as well as cycle time. Apart
from this, exertion of other tools such as 5S (sort, set in order, shine, standardize, and sustain),
MODAPTS, analysis of root cause by 5-why analysis, Ishikawa diagram, SIPOC (suppliers,
inputs, process, outputs, customers) diagram and process diagram help to find a origin of the
problem and enhance the process. Next, after analyzing the place we found a place where the
problem was occurring. The major issue was facing by employee is that excessive walking, more
defect rate (approximately 25%) as well as cycle time of the process. In the last step of this case
study we have recognized some solution and suggested to the firm to implement in that particular
area of working.
4. III
Table of Contents
1.1 Problem definition ........................................................................................................................1
1.2 Types of Waste..............................................................................................................................1
1.3 Cause and effect diagram .............................................................................................................2
1.4 Value stream mapping..................................................................................................................2
1.5 5s...................................................................................................................................................2
1.6 Modular Arrangement of Predetermine Time Standard (MODAPTS) ..........................................3
1.7 5 Why............................................................................................................................................3
1.8 Proposed work with contribution to subject matter....................................................................3
3.1 Plant Layout ..................................................................................................................................7
3.2 Workstation Layout.......................................................................................................................9
3.3 Process Flow Diagram...................................................................................................................9
3.4 Value Stream Mapping ...............................................................................................................11
3.5 Modular Arrangement of Predetermine Time Standard (MODAPTS) ........................................13
3.6 Current Yamazumi Chart:............................................................................................................14
4.1 Fishbone Diagram: ......................................................................................................................16
4.2 5 why...........................................................................................................................................17
5.1 Lack of Maintenance-Total Productive Maintenance:................................................................19
5.2 Improper Work Layout-Proposed Plant Layout..........................................................................19
5.3 Proposed MODAPTS....................................................................................................................21
5.4 Proposed Yamazumi Chart..........................................................................................................22
5.5 Proposed VSM.............................................................................................................................23
5.6 Lack of Training-Training Within Industry:..................................................................................24
5.7 Improper Location of Parts – 5S: ................................................................................................24
5. IV
List of Figures
Figure 1.1 Fishbone Diagram.....................................................................................................................2
Figure 1.2: 5 Why Analysis ........................................................................................................................3
Figure 3.1: Plant Layout of QM Plastic Ltd.............................................................................................7
Figure 3.2: Workstation Layout ................................................................................................................9
Figure 3.3: Process Flow Diagram...........................................................................................................10
Figure 3.4: Current State Diagram .........................................................................................................12
Figure 3.5: Current Yamazumi Chart....................................................................................................14
Figure 4.1: Fishbone Diagram .................................................................................................................16
Figure 4.2: 5 Why Analysis ......................................................................................................................18
Figure 5.1: Proposed Plant Layout..........................................................................................................20
Figure 5.2: Proposed Yamazumi Chart ..................................................................................................22
Figure 5.3: Proposed VSM.......................................................................................................................23
6. V
List of Tables
Table 3.1: Data collection for Current State VSM...................................................................................6
Table 3.2: Cycle Time.................................................................................................................................8
Table 3.3: Current State Data..................................................................................................................11
Table 3.4: Current State MODAPTS......................................................................................................13
Table 5.1: Problem and Proposed Solution ............................................................................................19
Table 5.2: Proposed MODAPTS .............................................................................................................21
Table 6.1: Result of VSM .........................................................................................................................25
Table 6.2: Result of MODAPTS ..............................................................................................................25
7. Introduction
Plastic industry considered as a one of the most important growing sector for any of the nation.
One of the major reasons behind the growth of the plastic industries is that excessive cost of the
metal body parts. Plastic injection molding is more reliable as well as most efficient method
amongst other methods.
As the plastic has number of properties such as firstly, due to its elasticity it can be converted into
any shape with the various details on it. Secondly, also injection molding is very quick process
and produces more number of parts which makes it more efficient and cheaper. Third, one of the
most important advantages of plastic injection molding is that it can be combining with vast
number of other material to use other properties of different materials. Plastic producing industries
are playing important role in Canada as well. Canada plays an important role in producing plastics
products and their application in various sectors such as building and construction, medical,
agriculture, packaging, toys, transport and many more fields. However, not only production of
plastic is important for growing but also, meeting demands of the customer is a critical aspect of
industries. To meet demand many industries has adopted a Lean manufacturing philosophy which
was introduced by Japan. The whole purpose of the introduction of the Lean manufacturing is to
meet customer demand with highest quality and optimum amount of cost to them with reduction
in waste from processes. It is very difficult to accept lean manufacturing system for any industry
as it is expensive to implement.
1.1 Problem definition
The case study has been carried out at a company called Q.M. Plastic in Windsor. Mainly the Q.M.
plastic produces automotive parts for different automotive industry. The main purpose of this case
study is to analyze the different area where we can implement the philosophy of Lean
manufacturing with various lean tools and try to improve the current state process with elimination
of waste which is present into the process. Our, focus in this case study is to eliminate excessive
motion and reduce total cycle time of press number 13.
1.2 Types of Waste
The main principle of the lean manufacturing is to eliminate waste which can results in increasing
the demand of customer with safeguarding the current resources. It is not an easy task to implement
lean manufacturing as it is required a co-ordination between each and every employee as well as
departments. There are eight types of waste has been identified by Toyota are listed below:
I. Waste of over production
II. Waste of over processing
III. Waste of inventory
IV. Motion
8. V. Rework
VI. Waiting
VII. Transportation
1.3 Cause and effect diagram
Cause and effect diagram also known as Ishikawa diagram and fishbone diagram. It is used to
determine root cause. It helps to lead toward main symptom of problem by giving description of
different cause and their sub category.
Figure 1.1 Fishbone Diagram
1.4 Value stream mapping
Value stream mapping is tool which use to describe, resolve and find the best ways of sequences
which ultimately makes the final product or service. It gives a bird view of present situation of
process and better understanding of current problem. It contains various symbols and describe the
whole process from supplier to delivery of final product.
1.5 5s
The five S methodology helps to eliminate items which are unnecessary from working area (sort),
to make the order of sequence flow (set), to make the area in contaminate in order to get easy
access with problems (shine), use color coding and notes to stay flowingly with other areas
(standardize) and maintain the environment that keep the workplace organized throughout the
period (sustain).
9. 1.6 Modular Arrangement of Predetermine Time Standard (MODAPTS)
MODAPTS is considered as a one of the simple languages of understanding of work or any tasks.
In this method all the movement which has been done by the worker is recorded by dividing them
in parts. MODAPTS provides a time required to do each process. One MODAPTS is equal to
0.129 second in calculation. MODAPTS means Modular Arrangement of Predetermined Time
Standards. It provides which are the value added activities, non-value added activities and
necessary value added activities. It provides the best method to do the job by eliminating un-
necessary movement of worker.
1.7 5 Why
5Why is a systematic approach to identify the root cause of any particular issue which occurring
periodically or causing any obstruction to production target. It is a simple process in which asks
why to the particular problem to find out root causes of process.
Figure 1.2: 5 Why Analysis [1]
1.8 Proposed work with contribution to subject matter
The main focus was to reduce the defect rate with improving quality and reducing excessive
motion of the worker. During our initial visits, we did collect some of the information and we were
trying to understand how the process has been done in how many parts. In initial phase, it was very
difficult to understand the process and to do evaluation of process.
In addition to this, after collecting some information we were trying to understand how to apply
the number of tools which are provides by Lean such as 5S, 5 Why, fishbone diagram, value stream
mapping, MODAPTS and so on. To analyze the process very accurately we recorded the motion
10. study of the worker until completion of one cycle to study and eliminate un-necessary motions.
Each and every tool has helped to improve the present state of process. We have taken necessary
data from QM Plastic team member and supervisors for detail calculation.
We tried to implement the tools and concepts which we learned into the classroom into the practical
world. It was a great guidance provided by the team members of QM Plastic during the case study.
11. Literature Review
A.V. Damale and K. N. Nandurkar[2] carried out lean project at Gabriel India Ltd. lean
manufacturing tool has been implemented successfully and has resulted in reduction in WIP,
Smooth Production Flow to meet customer demand. Value Stream Mapping is used here. Lead
time is reduced from 1.6 days to 0.7 days. Similarly cycle time is reduced to 20 seconds from 80
seconds. Changeover time is reduced to 3 minutes from 27 minutes. Some changes are also made
in layout. Inventory in plant has been reduced. Continuous flow of material results in zero WIP.
Mr. Santosh Dighe and Mr. Abhay Kakirde[3] carried out a lean project in Pumps
Manufacturing Company. Lean manufacturing tool has been implemented successfully and has
resulted in reducing lead time and increasing throughput rate of parts. Lead time is reduced to 36.5
days in future state from 54 days, also in future state inventory is 10.5 days less than current state.
Antonio Pedro Lacerda, Ana Raquel Xambre and Helena Maria Alvelos[4] implemented the
lean tool VSM in equipment manufacturer for the automotive industry. After future state mapping
they made balanced production process with waste reduction; also they performed financial
analysis to point out expected profit. Cycle time is reduced from 370 to 140 seconds and one
operator reduced from the process. Moreover, inventory level of unfinished products had decrease
by 25%.
12. Current State
The main aim of this project is to visualize the effectiveness of implementing lean tools at QM
Plastic Ltd., Windsor modules on Steering Wheel Manufacturing and assembly. This study
includes analysis of current process flow of manufacturing and assembly process which assisted
to apply the appropriate lean manufacturing tools. These techniques would be implemented and
the effectiveness would be measured to visualize the efficiency.
This chapter describe the different lean tool and techniques used to achieve the objective of the
study.
Table 3.1: Data collection for Current State VSM
Sr. No. Details Collected Data
1 Part Name Steering Wheel ( John Deere)
2 Press Number AM133125/ M142219
3 Numbers of operator on Press 1
4 Customer Demands per Month 6500 PCS
5 Customer Order Frequency Weekly
6 Total days of working in Month 16 Days
7 Total hour working in one day 3 Shifts (1 Shift = 8 hr )
8 Break Time (10 + 20 + 10) Minutes = 40 Minutes
9 Total Cycle Time (Press) 174 Sec
10 Takt time 203 Sec
11 Average Breakdown time 2 hr per week
12 Average change-over time 1.5 hr
13 Row material inventory 1300 kg
14 Finished Product Inventory 500 units
15 Average numbers of defects per day 60 to 150 units
During this project we used various lean manufacturing tools. List of tools and techniques we used
during the project are given below:
Value Stream Mapping
Fishbone Diagram
5 Why
MODAPTS
13. 3.1 Plant Layout
Before study the process it is necessary to observe the outline of machine and supporting parts on
which it is carried out. Plant layout of QM plastic Ltd. is shown in figure-3.1. it consists of 20
presses which is used for manufacture different parts.
Figure 3.1: Plant Layout of QM Plastic Ltd.
14. Process:
Process of Injection Moulding is start from the order received from external customers. Based on
the customer order, raw material order placed to the suppliers. Mostly, raw material order is given
two months prior as per production forecasting. First step is to inspect the supplied material and if
it is not based on the quality standard then its return back to supplier. If its quality is good, then it
would use for press number 13. There is also raw material inventory which is about 13000 kg and
its hold up to one week.
Once material is inspected and ready to use, it is feed to the press number 13 with the use of
computerised automatic system. After receiving the raw material, press will ready to produce parts.
Here, the raw material used for the part is 2610A Polypropylene (RE10218) and press produces 4
cavities per one cycle. After produce the part, robotic arm with four suction cups take parts from
the die and put on the conveyor belt. Conveyor belt driven directly through the operator. Operator
takes four parts from the conveyor, inspect it, do some cutting and trimming and put into cold
water tank. From the same tank he/she takes cold parts and removes from the hub. After then he
blows excess water from the parts and fit cap on it. Finished parts then put in the plastic bags and
then put in the boxes. The last step is to labelling the boxes. Cycle Time for the all processes is
given in below table.
Table 3.2: Cycle Time
Sr. No Process Cycle time (second)
1 Making of Parts 174 sec.
2 Inspection-1 (Operator) 3 sec.
3 Cutting and Trimming 5 sec.
4 Quenching 14 X 60 = 840 sec.
5 Assembly 6 sec.
6 Packaging and Labelling 4 sec.
9 Inspection-2 (Quality Inspector) 12 sec.
Total Cycle Time 1044 sec.
15. 3.2 Workstation Layout
Among these 21 stations, station number 13 is the station on which we applied different lean tools
and techniques to improve the process. Layout of station number 13 is shown in figure-3.2.
Figure 3.2: Workstation Layout
3.3 Process Flow Diagram
Process flow diagram gives a visual representation of general work flow which is followed in the
process. Steps of the process is presented in sequential order which explain the product flow from
raw material to finished product.
16. Figure 3.3: Process Flow Diagram
Start
Receives Order
Inform Suppliers for Raw Material
Receives Raw Material and Inspection
of Raw Material
OK
Reject
Press No. 13
Preliminary Inspection
Grinder
Cutting and Treaming
Water Quenching
Assembly of Cap
Secondary Inspection
Packaging
Final InspectionGrinder
OK
Reject
Reject
OK
Stop
17. 3.4 Value Stream Mapping
Value Stream Mapping is a lean management method for analyzing the current state of process
and design a future state for the series of events that take a product or service from its beginning
through to the customer [5].
To understand what is going on, in current scenario it is advisable to draw a current state value
map. By observing the current state value map, one can identify value added, non-value added and
necessary non-value added activity. Ultimately it helps to identify and eliminate the waste.
Before preparation of current state, we collected some data which is important for study. These
data are given in table below.
Table 3.3: Current State Data
Description Data
Customer Demand 6500/ Month
Frequency of Customer order Weekly
Company’s Production Period 4 Days/ Week
Frequency of Raw Material Order Bi-Monthly
19. Cycle Efficiency = Value added time / Total lead time
= 1044 Sec / 4.52 Days
= 0.0026
=0.26 %
3.5 Modular Arrangement of Predetermine Time Standard (MODAPTS)
MODAPTS is used here for performing time study. Whole process is divided in number of steps.
MODAPTS Code are written for each study. Then, Mods are calculated from MODAPTS Code.
Total Mods are calculated and then converted into seconds. Manual operations on press takes 32.25
Seconds.
Table 3.4: Current State MODAPTS
No. Description Frequency MODAPTS Code MODs
1.
Pick up part from waist with two
hands and juggle
1 M5G4 J2 11
2. Inspect part on one side 1 E2 2
3. Turnover part and inspect 1 M3P0 E2 5
4. Put it on table-1 1 M3P0 3
5. Pick cutter, cut and trim the part 1 M3G1 M3U3 10
6. Put cutter on table-1 1 M2P0 2
7. Take shaft in one hand 1 M3G1 4
8. Insert steering wheel in shaft 1 M3P2 5
9. Lock nut of shaft 1 M3G0 M3P2 8
10.
Turn around and walk 2 steps to
cooling water tub
5 W5 25
11.
Put shaft on cooling water tub
conveyer
1 M3P2 5
12.
Push shaft in the water and dip
part in the water
1 M4X4 8
13. Take other shaft from top 1 M3G1 4
14.
Turn around and walk 6 steps
towards work table-2
6 W5 30
15. Unlock nut and put it on table-2 1 M2G1 M2P2 7
16.
Take out steering wheel and put it
on table-2
1 M2G1 M2P2 7
17.
Hold steering wheel in one hand
and juggle
1 M3G1 J2 6
18. Grab air host in other hand 1 M3G1 4
19. Apply pressurized air 2 M3U0.5 7
20. Put part on table – 1 1 M3P0 3
20. 21. Grab one cap from bin 1 M5G1 6
22. Assemble cap to steering wheel 1 M3P2 5
23. Inspect the part 1 E2 2
24. Put the part in plastic bag 1 M3P2 5
25.
Turn around and walk 5 steps
towards finish part bin
5 W5 25
26.
Bend down and put the part in
box at floor level
1 B17 M2P2 21
27.
Turn around and walk 6 steps
towards table-1
6 W5 30
Total Mods 250
Time (sec.) 32.25
3.6 Current Yamazumi Chart:
Yamazumi chart is the graphical representation of the activities, which is related to the single
product line or multi product line. Figure 2.5 represent the Yamazumi chart for the activities
performed by the operator of press no. 13. In this stack chart, Red color, Green color, and Yellow
color indicates Non-value added, Value added and Necessary non value added activities
respectively.
Figure 3.5: Current Yamazumi Chart
21. Problem Description and Root Cause Analysis
In a previous section we evaluate current scenario of press no. 13 by using lean tools such as Value
Stream Mapping, MODAPTS, Yamazumi chart, and current plant layout. After study of current
scenario, we come to conclusion which identifies the problem.
From the current data it is clear that the Total cycle Time is higher than the Calculated Takt time
and because of that, it will create customer waiting. So based on the study, our defined problem is
Higher Cycle Time.
23. After creating Fishbone diagram, we observe that,
1. Man:
Excessive Motion
Lack of Experience
Improper Training
Lake of Motivation
2. Machine:
Breakdown of press
High Changeover time
Lack of Maintenance
3. Material:
Quality of Material
Wrong Specification
Location of Material
4. Method:
No standardize procedure
Increased Product handling time
Improper handling
By performing root and cause analysis, we listed out all the possible factors that influence the cycle
time. After finding out all the causes we apply 5 Why technique to reach to the root cause of this
problem.
4.2 5 why
Fishbone is carried out to find root cause of the problem. Second step after fishbone diagram is 5
Why to find out main cause of problems. Here there are four major causes that are responsible for
high cycle time are analyzed. After analyzing all problems proper solution is suggested to eliminate
all the causes. 5 why analysis is shown in following figure.
25. Process Improvement
After study of the current scenario of the press number 13 we applied some lean tools and
techniques for improvement in the current process. In this chapter we will discuss what we
improvement we made for the press number 13.
Table 5.1: Problem and Proposed Solution
Sr. No Problem Description Proposed Solution (Lean Tools)
1. Lack of Maintenance Total Productive Maintenance (TPM)
2. Improper Work Layout Improved Working layout
3. Lack of Training Training Within Industry (TWI)
4. Improper Location of Parts 5S
5.1 Lack of Maintenance-Total Productive Maintenance:
Form the root cause analysis and the data collected from the supervisor of QM industry, it is cleared
that the Breakdown time for the Press no. 13 is relatively higher. The Breakdown time for the press
13 is approximately 2 to 3 hours per week and which is relatively high and give much contribution
in increasing the Total cycle time. From our observation as well as information from the
supervisor, the main cause for higher breakdown time leads to the problem of excess time taken
for replacing worn out parts. Worn out parts may be Screw Feeder Screws, Bearings, Grinding
cutter worn out etc. All problems are occurred because of improper maintenance.
One more cause in this process was maintaining water level in the water tub which is using for
quenching process. Because of the lower water level in water tub, breakdown was taking place.
For fixing out these causes, the perfect solution is Total Productive Maintenance.
Total Productive Maintenance is a Maintenance Program which involves whole staff of workers
who can help to sustaining product quality, run machine effectively and improve start up. TPM is
the approach of reducing some big losses of industries such as Breakdown time.
By implementing TPM, it can be ensuring that the production time which was reduced due to
Breakdown correction, now can be utilized in production and overall Total cycle time for single
product will reduced.
5.2 Improper Work Layout-Proposed Plant Layout
By study of existing layout of press number 13, we observed some errors that was present in layout.
Proposed diagram for press number 13 is given below.
26. Figure 5.1: Proposed Plant Layout
Some changes are made in proposed diagram. Though because of manufacturing of steering is
carried out by automatic machine it was impossible to change layout of the machine. Changes are
made for the manual process that is carried out by operator. Steering wheel from the machine
arrive at the table-1 by the conveyer belt. From here operator takes it and put the wheels in water
cooling tub. Operator takes cooled steering wheels and put it on table-2. Operator performs some
operation on steering wheels and then put wheels in bin for completed parts. Cap bin is moved to
underneath of table-2. Finally, inspected parts are moved to bin for inspected bines.
27. 5.3 Proposed MODAPTS
After successfully design of the proposed plant layout we carry out MODAPTS study for the
workstation layout. Manual operation on press number 13 for proposed workstation layout takes
24.51 seconds. Proposed MODAPTS is shown in following table.
Table 5.2: Proposed MODAPTS
No. Description Frequency MODAPTS Code MODs
1.
Pick up part from waist with two hands
and juggle
1 M5G4 J2 11
2. Inspect part on one side 1 E2 2
3. Turnover part and inspect 1 M3P0 E2 5
4. Put it on table-1 1 M3P0 3
5. Pick cutter, cut and trim the part 1 M3G1 M3U3 10
6. Put cutter on table-1 1 M2P0 2
7. Take shaft in one hand 1 M3G1 4
8. Insert steering wheel in shaft 1 M3P2 5
9. Lock nut of shaft 1 M3G0 M3P2 8
10. Walk 2 steps to cooling water tub 2 W5 10
11. Put shaft on cooling water tub conveyer 1 M3P2 5
12.
Push shaft in the water and dip part in
the water
1 M4X4 8
13 Take other shaft from top 1 M3G1 4
14. Walk 2 steps towards work table-2 2 W5 10
15. Unlock nut and put it on table-2 1 M2G1 M2P2 7
16.
Take out steering wheel and put it on
table-2
1 M2G1 M2P2 7
17.
Hold steering wheel in one hand and
juggle
1 M3G1 J2 6
18. Grab air host in other hand 1 M3G1 4
19. Apply pressurized air 2 M3U0.5 7
20. Put part on table – 2 1 M3P0 3
21. Grab one cap from bin 1 M5G1 6
22. Assemble cap to steering wheel 1 M3P2 5
23. Inspect the part 1 E2 2
24. Put the part in plastic bag 1 M3P2 5
25. Walk 2 steps towards finish part bin 2 W5 10
26.
Bend down and put the part in box at
floor level
1 B17 M2P2 21
27.
Turn around and walk 4 steps towards
table-1
4 W5 20
Total Mods 190
Time (sec.) 24.51
28. 5.4 Proposed Yamazumi Chart
Proposed Yamazumi chart is prepared from data of proposed MODAPTS. All the value added,
Non-value added and necessary non-value added are categorized from MODAPTS. Proposed
yamazumi chart is shown in following figure.
Figure 5.2: Proposed Yamazumi Chart
30. Cycle Efficiency = Value added time / Total lead time
= 1002 Sec / 3.54 Days
= 0.0033
=0.33 %
5.6 Lack of Training-Training Within Industry:
Root cause analysis indicate two major problem, first is no proper handling, and second is not
following standard procedure for complete the task. As per our team observation, in Quality Mold
Industry many part time students are working. They come through various consultancy located in
Windsor region. At the starting of the shift they allocated on various presses as per supervisor
instruction. When they reach at their place, the main operator teaches them about how to work
over there in just three to four minute. So there is not any standard Training program which helps
their worker to understand their quality standards, standard procedure, product information,
different types of defects as well as safety standards followed in Industry.
The best solution for above mentioned problem is Training within Industry. If industry will start
this program, then it definitely helps full time as well as part time worker to get exact idea about
how all the processes going on and what the best way to work. With the following of standard
procedure, one can optimize total time for finishing one product.
5.7 Improper Location of Parts – 5S:
5S is the lean tool which is used for housekeeping and work place organization. 5S is the concept
of Sort, Set, Shine, Standardize and Sustain. Implementing of this lean tool can help in design
standard work place which provides all the things that help to complete the task. Sometime
workplace can be dysfunctional when operator takes more time to find specific part or tool.
As per our observation, we found that the cap which is assembled with the steering wheel, Hub
nut of steering wheel, Cutter used for trimming excessive material, Plastic bag for packing, and
Pieces of clothes use for removing excess water from the steering wheel, that all thing are at a
different press. If we applied 5S concept there, then it will be very easy for any worker or new
operator to find all the things from the one place. Ultimately, it will help to reduce total cycle time.
31. Results and Conclusion
Lean tools and techniques such as Value Stream Mapping (VSM), Modular Arrangement of
Predetermine Time Standard (MODAPTS), Yamazumi chart, Fishbone Diagram (Cause and
Effect Diagram) and 5 Why are used here. Certain changes are also made here in the layout of
Press number 13. Results of all the tools for current and proposed state is given in the following
tables. Results of VSM is Shown in Table-4.1.
Table 6.1: Result of VSM
Parameter Before After
Total Cycle Time 1044 Sec 1002 sec
Lead Time 4.52 Days 3.44 Days
Cycle Efficiency 0.26% 0.33%
Results of MODAPTS is shown in Table-4.2.
Table 6.2: Result of MODAPTS
Parameter Before After
Time 32.25 Sec. 24.51 Sec.
From the data of the After state it is evident that, Efficiency can be improved by implementing the
proposed changes.
Conclusion:
We carried out analysis on press number 13 of QM Plastic Ltd. We applied various lean tool on
current state scenario and improve total cycle time for manufacturing steering wheel. After study
we design workstation layout for press number 13. By improving layout, we were able to eliminate
excesses motion of worker and thus decrees total cycle time by 42 seconds.
32. References
[1] "5 Whys Analysis - Root cause analysis Tool", Qualitybook.org, 2018. [Online]. Available:
http://www.qualitybook.org/5why.html. [Accessed: 03- March- 2018].
[2] A. DAMALE and K. NANDURKR, “Application of Value Stream Mapping in an Indian
Automotive Industry: A Case Study”, International Journal of Industrial Engineering Practice, vol.
3, Issue 1, 2011.
[3]S. Dighe and A. Abhay, "Lean Manufacturing Implementation Using Value Stream Mapping:
A Case study of Pumps Manufacturing Company", International Journal of Science and Research
(IJSR), vol. 3, no. 6, 2014.
[4]A. Lacerda, A. Xambre and H. Alvelos, "Applying Value Stream Mapping to eliminate waste:
a case study of an original equipment manufacturer for the automotive industry", International
Journal of Production Research, vol. 54, no. 6, pp. 1708-1720, 2015.
[5]"Value stream mapping", En.wikipedia.org, 2018. [Online]. Available:
https://en.wikipedia.org/wiki/Value_stream_mapping. [Accessed: 03- Apr- 2018].
