Application of vsm (lean tool) in indian tyre indusrty ( published at proceeding of international conference icrbs 2015 ) by, rajnish, ravishankar & niranjan

Proceedings of ICRBS 2015
December 4-6, 2015
Department of Management Studies, IIT Roorkee
Proceedings of International Conference on ‘Research and Business Sustainability’ Ƈ 733 Ƈ
Application of Value Stream Mapping (Lean
Tool) in Tyre Industries: A Case of Indian
Tyre Manufacturing Unit
Rajnish Kumar1
, Ravishankar2
, Niranjan Patro3
1
Divisional In charge (Engineering) Birla Tyres (Cavendish Industries Ltd.) Unit – 4
Address - E10/6 , Birla Tyres Colony Laksar, Haridwar, Uttrakhand – 247663
rksai22@gmail.com/epgp1423@iimkashipur.ac.in
2
Lead Production (Manufacturing Head), Birla Tyres (Cavendish Industries Ltd.)Unit – 4
ravi672011@gmail.com
3
Lead Technical, Birla Tyres (Cavendish Industries Ltd.) unit 4
niranjanpatro2012@gmail.com
Abstract : Purpose:- This paper describes application of Value Stream Mapping(VSM) to analyze and redesign a process in
Indian Tyre Industry. This Article addresses the importance of VSM in Lean Management environment in Indian Tyre
Industry. Implementation of lean as core and its impact in improving the competitiveness.
Design/Methodology /Approach: - The Case study approach has been used to show Importance and applicability of Value
stream mapping in Indian Tyre Industry. VSM is selected as a tool for increase the overall productivity for that company
could meet the present demand. The current state map developed after observation of information flow, material flow and
cycles Time. Then identified various opportunities for improvement and the future state Map has been developed. After
observation of current state map Team found that Production at Tyre building should be increased and Tyre curing cycle
time should be reduced as per possibility. VSM is a language of symbol and is used as technique for analyzing material and
information flow (Jones and Womack, 2000). VSM, an essential tool to manage process improvements provides a visual
representation of the material and information flow for a product family.( Tom Luyster with Don Tapping, 2006).
Findings:- The Case study analysis shows that Value stream Map is a valuable Lean tool for redesigning the productive
system .
Managerial Implications:- The results which obtained in study will help other Industries to implement VSM .
Scope for Future Work /Limitation:- The main case limitation is confine focus only in a Motor cycle tyre plant . The Case
should be extended in other factories for wider generalization.
Keywords: Current State VSM, Future State VSM, Tyre, Lean Management
1. INTRODUCTION
India is becoming one of the major Tyre manufacturing hubs
in the world .ICRA expects the Indian Tyre industry to raise
by a Compound annual growth rate (CAGR) of 11%-12%
during 2014-17 with revenues of Rs. 623 billion by 2016-
17.Now a days there is a need for manufacturing firms to
redefine and restructure (redesign) the manufacturing process
to face the competitive demand by the challenges of current
market (European commission 2004). Lean is structured
common sense that aims to understand what our customers
need and redesign the best way to ensure cost effective, timely
and safe delivery (Mark EATON, 2013).
The Study considered case study approach to show the
significance of value stream mapping (VSM) tool in tyre
manufacturing industry .This approach checks the
applicability of any tool and generates the complex

Application of Value Stream Mapping (Lean Tool) in Tyre Industries: A Case of Indian Tyre Manufacturing Unit
relationship between various variables to propose new theories
(Wacker, 1998). The purpose of this case study was to chart
the different processes in a tyre manufacturing industry and
after that categories them under the value stream mapping tool
,and there by creating an improvised future state of map,
where in the value addition is enhanced .
2. LITERATURE REVIEW
The Lean tool can be used in level production that reduces
throughput time and costs dramatically and improves the
Quality (James PWomack, 2006). A Lean event (VSM)
consists of the focused effort of a team for a finite period of
time on a problem which is defined, at the end of which
something has changed. A Lean programme normally involves
a whole organization, or certainly a large percentage of it, in a
programme of improvement over a extended period of time.
Lean programme consists of both the daily improvement
activities as well as a mix of Lean events and projects as
needed (Mark Eaton , 2013). All value produced by an
organization is the end result of complex process, a series of
actions that Lean thinkers call a Value Stream. Moreover, the
customers are interested only in the value flowing to them, not
in the weighted average of an organization’s effort forevery
product orinthe value flowing to other customers(James P
Womack ,2006).
Rother and shook stated that wherever the product is
developing for customer, there should be a value stream .The
information for the VSM can be gathered by walking along
the pathways of material and information (Rother and shook,
2003). Managers can judge the current condition and any
possible opportunity to improve the value of product through
using VSM as a tool. VSM is a language of symbols and is
used as a technique for analyzing material and information
flow(Jones and Womack , 2000). VSM is an excellent way to
get everyone to see their value streams and agree to eliminate
waste (Kevin J. Duggan, 2013). Value Stream Mapping is a
powerful tool that combines material processing steps
withimportant data as well as the information flow
(TonyManos, 2006). The best and more easy way to create
VSM is to form a cross functional team that includes
supervisory and managerial level members throughout the
organization (TonyManos, 2006).VSM is one of the most
useful tools to understand and improve larger processes such
as an end to end process that covers one or more
organizations(Mark Eaton , 2013).
VSM is a technique that is used to map out , understand and
redesign information ,people and product flows. When done
correctly it is very powerful and is a great way of getting
groups of people to understand why processes are not as
effective as they could be and to work together to improve
them(Mark Eaton , 2013). The purpose of drawing the map is
to detect each significant action required to create the desired
value(James P Womack,2006). There are only few research
case study published in the area of Indian tyre manufacturing
industry. So present research tries to attempt how the VSM
can be put into practice in the Tyre industry to improve the
overall productivity.
2.1 VSM Symbols:-
Rother and Shook (1998) have proposed various process
material and information symbols to draw VSM. Symbols
provide a shorthand approach of representing lots of steps.

3. OBJECTIVE / PROBLEM DEFINITION
The main objective of this research is to check the application
of VSM in Indian Tyre Industry .The main problem faced by
the company is that the customer demand of 6.25 lac
tyres/month is not attainable under the present situations.
By this project , it is intended to cover the following major
tasks:
• Check the application of VSM in Indian Tyre Industry
• Current and future state VSM
• Viable improvements
• Enhancement of value addition to the product.
4. RESEARCH METHODOLOGY
The Case study approach has been used to show Importance
and applicability of Value stream mapping in Indian Tyre
Industry. VSM is selected as a tool for increase the overall
productivity for that company could meet the present demand
(upto 6.25 lacsTyre /month).The research methodology
depends upon the case study approach(Eisenhardt, 1989; yin,
1994). In this paper, Rother and Shook’s VSM concept is
used. Case study strategy not only provides answers to how
and why questions, but it also helpful to build up new
concepts and thoughts, and it can be useful to test the theory
and refinement(Meredith, 1998; Snow and Thomas,
1994).This study aims to verify the application of VSM to
improve the production system performance (Productivity).
The production line has been manufacturing Tyres (BIRLA
TYRES) for different automobile companies (Hero corp,
Bajaj,etc) and Replacement market. The demand of
motorcycle Tyres ( 6.25Lacstyres/month from 5.40Lacs tyres)
from Customer was very high but organization was not able to
delivers there customer requirements. Study concentrated on
particular machine (Production Stage) to improve overall
productivity. For making 5.40 lacs tyre/month in every shift
we were making 18000 cure tyrein each shift and for 18000
cure tyre we were making 20,676 Green tyre (From Tyre
Building) in each shift. So for increase the overall productivity
we have to increase the productivity of Green Tyre and Cure
Tyre.
The study collected the data related to information flow,
material flow and cycle time, based on which, the study
prepared a current state of VSM .The Study performed
analysis on current state of VSM and proposed various
improvements/recommendation. All possible
Improvement/recommendation proposed by the current state,
contained by the future state of VSM. A VSMprovides a
visual representation of the material and information flow for
a product family and is an essential tool for managing process
improvements ( Tom Luyster with Don Tapping, 2006). Fig 1
shows complete set of VSM steps in flow chart .
Fig. 1. Flowchart showing five steps of VSM
5. CASE STUDY
In order to perform the study a team was formed. Firstly team
understand how current processes work (called current state
analysis). After this, Team create an improved plan of how the
process will work (called future state), and finally Team
develop the implementation plan that will take from current
state to the future state. For increase the productivity from
5.40 lacs tyre/month to 6.25 lacs/month , Team modified Tyre
Building machine and Tyre Curing machine. After study of
curing cycle process with blow point study method curing
cycle time was reduced by 1 minute for some size of tyre. R K
das , Ravishankar, Niranjan patra, Lalit kushwaha, Anil
Ramdas Gatkhane, Brijesh Janbhandhu, Rajnish ,Vivek and
Kamal are the dedicated members of Team. They all are from
different departments (Engineering, Technical & Production).
The data regarding material flow, informational flow was
collected.

Fig. 2. Motorcycle unit Process flow chart of Birla Tyre (Cavendish Industries ltd.)
5.1 Data Box Detail:- The Data box is a VSM tool used in
the chart to address the data input crossponding to each
process. PROCESS
Utilization (%) on
Man Power/machine
No, of shifts/shift
Time avilable/shift
No. of Machine
Cycle time
5.2 A. Current State VSM:-
The Current state map should exemplify that how the
processes in an organization are performed in today’s work
environment (Manos and Tony,2006). The current state map
puts a stack in the ground ; it ought to shown accurate, real
time data related to the targeted VSM. The data collection for
a current state value stream map start with the shipping
department(the closest point of customer) and works upstream
through the various processes. (Tom Luyster and D. Tapping,
2006). Analysis of the current state map is concerned with
ensuring everyone has a perfect understanding of what
actually is going on. It is plotted considering material flow,
information flow and cycles times. The studies have tried to
improve the productivity and to find out the wastage in
production process. One of the major observation of the study
is movement of material in production line.
Current Takt time = 43200/540000 = 0.08 minute
(Here customer demand in a month is 540000 tyres and total
available time in a month is (30*24*60) 43200 minute)

TyreBuilding :-
Type of Machine Number of Machine Target Total Production
/shift (Green Tyres)
Total production per
day (Green Tyres)
STU 15 244 3660 10980
BTU 15 168 2520 7560
SLC 1 244 244 732
RB1 6 78 468 1404
Total 37 6892 20676
Fig. 3. Current state of Map

B. Recommendation:-
1. To Increase the productivity Modify the Tyre building
machine from BTU to STU .
2. Modify the 15 Tyre Curing press(from 45 inch for
LCVto 36 inch motorcycle curing press).
3. The curing cycle time to be reduced.
4. Green Tyre standardization.
5.3. Future State mapping
Lean thinking is providing the guideline to develop a future
state of map and methodology of map drawn(Rother and
Shook,1998). Future state of map has been constructed with
various modification/recommendation on current state of map.
Based on this recommendation,Team modified the 7 BTU
Tyre Building machine into 7 STU Tyre building machine,
which increased the productivity of Tyre Building from 20676
green tyres to 22272 green tyres on per day (3 Shift) basis. Per
day difference of production is 1596 Green Tyres and in a
month now Team build(1596*30) 47880 more green tyres. 15
Tyre curing press (45 inch LCV Press) modified into 36 inch
motorcycle tyre curing presses .so number of Motorcycle Tyre
Curing press increased from 100 to116. Curing cycle time for
curing process of tyre have reduced by 1 minute for different
size of Tyre. Blow point study method is used for reducing the
cycle time of curing process. Green Tyre Standardization has
done for reducing manpower and the manufacturing time(
machine set up time for different size). Earlier, for two size of
green tyre, two machines were used but now we are using
single tyre building machine on same set up. Hence, for two
different type of Tyre, earlier we were used two type of Green
tyres but now we are cured two different tyres by same Green
tyres. For this we have modified tread and carcas of green
tyre, as example two type of tyre 275-17-F22 and 275-17-F81
were made by two different size of green tyre but now after
modification in tread and carcas both different size of tyres are
made by same green tyre (275-17-F81 GT). After
implementing all recommendation of current state of map now
production of Tyre curing increased upto 625000 Tyres on per
month basis.
Final Takt Time = 43200/625000 = 0.0692 minute. (Here
customer demand in a month is 625000 tyres and total
available time in a month is (30*24*60) 43200 minute).
Earlier Takt time is 0.08 minute while now Takt Time is 0.06
minute; Hence, Takt time is reduced by 0.02 minute.
Type of Machine Number of Machine Target Total Production
/shift(Green Tyres)
Total Production
/Day(Green Tyres)
STU 22 244 5368 16104
BTU 08 168 1344 4032
SLC 1 244 244 732
RB1 6 78 468 1404
Total 37 7424 22272
Tyre Curing Cycle
S. No. Tyre Size
Loading/
Unloading
time (min)
Previous
cycle time
Existing cycle
time
Difference
1 2.75-17 ROADMAXX F21 1.5 11.3 10.3 1
2 3.00-17 ROADMAXX R42 1.5 13.3 12.3 1
3 100/90-17 ROADMAXX R81/R45 1.5 15.3 15.3 0
4 100/90-17 FIREMAXX R81 (TUBELESS) 1.5 15.3 15.3 0
5 2.75-18 ROADMAXX F21 1.5 11.3 10.3 1
6 2.75-18 ROADMAXX R41/42/46/R48 1.5 13.3 12.3 1
7 3.00-18 ROADMAXX R42 1.5 13.3 12.3 1
8 2.75-17 ROADMAXX F81/F82/F22 1.5 12.3 11.3 1
9 3.00-17 ROADMAXX R82/R84 1.5 13.3 12.3 1
10 2.75-18 ROADMAXX F81/F22 1.5 12.3 11.3 1
11 3.00-18 ROADMAXX R82 1.5 13.3 12.3 1

S. No. Tyre Size
Loading/
Unloading
time (min)
Previous
cycle time
Existing cycle
time
Difference
12 100/90-18 ROADMAXX R81/R43 1.5 15.3 15.3 0
13
100/90-18 ROADMAXX R81/R43
TUBELESS
1.5 15.3 15.3 0
14 2.50-18 ROADMAXX F21 1.5 11.3 10.3 1
15 4.50-10 ROADMAXX BT339+/BT222+ 1.5 24.8 24.8 0
16
4.00-8 ROADMAXX
BT339+/BT112+/BT222+
1.5 17.8 17.8 0
17 3.00-18 ROADMAXX R43/R44/45 1.5 15.3 14.3 1
18 300-19 ROADMAXX F21 1.5 13.3 13.3 0
19 3.00-17 ROADMAXX R43/44 1.5 15.3 14.3 1
20 3.25-19 ROADMAXX R43 1.5 15.3 15.3 0
21 2.75-18 ROADMAXX R43/44/45 1.5 13.3 12.3 1
22 3.25-19 ROADMAXX F21 1.5 13.3 13.3 0
23 3.50-19 ROADMAXX R44 1.5 15.3 15.3 0
24 5.00-10 ROADMAXX BT112+/ ULTRA 1.5 26.8 26.8 0
25 3.50-10 ROADMAXX S61/S62 1.5 11.3 11.3 0
26 3.00-10 ROADMAXX S61 1.5 11.3 11.3 0
27 2.75-10 ROADMAXX S61 1.5 11.3 11.3 0
28 3.00-18 ROADMAXX R46 1.5 13.3 12.3 1
29 2.50-16 ROADMAXX F22 1.5 11.3 10.3 1
30 2.50-16 ROADMAXX R45/R48 1.5 12.3 11.3 1
31 3.00-19 ROADMAXX R42 1.5 13.3 13.3 0
32 3.00-17 ROADMAXX R48 1.5 15.3 13.3 2
33 3.00-18 ROADMAXX R48 1.5 15.3 13.3 2
34 2.50-16 ROADMAXX F21+(plus) 1.5 11.3 10.3 1
35 90/90-12 ROADMAXX S63 1.5 13.3 13.3 0
36 90/90-17 FIREMAXX F83 (T/L) 1.5 15.3 13.3 2
37 90/90-18 FIREMAXX F83 (T/L) 1.5 15.3 13.3 2
38 2.50-16 ROADMAXX F23 1.5 11.3 10.3 1
39 100/90-10 & 90/100-10 ROADMAXX S63 1.5 13.3 13.3 0
40 3.50-8 ROADMAXX S61 1.5 11.3 11.3 0
41 4.00-8 ROADMAXX RUSTOM 1.5 17.8 17.8 0
42 2.25-17 ROADMAXX F21 1.5 11.3 10.3 1
43 2.75-17 ROADMAXX R42 1.5 12.3 11.3 1
44 3.25-19 ROADMAXX R42 1.5 14.3 14.3 0
45 120/80-17 ROADMAXX R45/ R50 1.5 15.3 15.3 0
46
120/80-17 FIREMAXX R45/ R50/R51
TUBELESS
1.5 15.3 15.3 0
47 120/80-18 ROADMAXX R43 1.5 15.3 15.3 0

S. No. Tyre Size
Loading/
Unloading
time (min)
Previous
cycle time
Existing cycle
time
Difference
48 120/80-18 FIREMAXX R43 TUBELESS 1.5 15.3 15.3 0
49 4.50-10 ROADMAXX RUSTOM 1.5 24.8 24.8 0
50 100/90-17 FIREMAXX R51 (TUBELESS) 1.5 15.3 15.3 0
Fig. 4. Future state of Map
6. RESULT& CONCLUSION
The Result after improvement are as following –
1. Tyre building production of green tyre increased from
20676 to 22272 on per day basis .
2. Takt time reduced from 0.08 m to 0.06 m .
3. Number of Motorcycle Tyre curing press increased from
100 to 116 after conversion of LCV 45 inch press into
motorcycle 36 inch press.
4. Green Tyre Standardized
5. Overall production capacity increased from 540000 tyres
to 625000 tyres.
6. Approx. cost saving 2cr./month

7. CONCLUSION
Indian Tyre Industry is expanding rapidly with growth rate of
11-12% per year. Although, the major tyre manufacturing
organizations are facing problem to satisfy the requirements of
the customer and to stay in competition with the global players
in terms of performance cost and quality .Lack of knowledge
and information is one of the reasons why most of Indian Tyre
manufacturing industries are yet unable to implement the
advance manufacturing system (Like LM). Due to this reason,
many Tyre Industries spend more resources to satisfy the
requirements of customer. The Objective of the research is to
check the application of VSM in Indian Tyre Industries. The
research clearly shows the importance of VSM (LM tool) for
identifying/reducing the waste and non-value added time in
Indian Tyre Industries or Indian Manufacturing Industries.
VSM gives one sight view of all the processes and helps in
finding the inefficient and the most efficient process at plant.
This study is contributed towards the implementation of Lean
concept in Indian tyre Industry.
REFERENCES
[1] Mark Eaton, 2013. The Lean Practitioner’s handbook.
[2] James P Womack, Manufacturing Engineering May 2006; 136,
5; ABI/ INFORM complete pg. 145
[3] Jones, D. and Womack, J.2000, Seeing the whole : Mapping the
extended value stream, Lean Enterprise Institute, Cambridge,
MA.
[4] J. J. Jacob and J.J. E, 2014. Reducing throughput time by value
stream mapping in a tyre manufacturing industry. Vol.3 issue 11
[5] Kevin J. Duggan,2013. Creating Model Value Streams :
Practical Lean Techniques for building to Demand.
[6] N. V. krisna Jasti and Aditya Sharma, 2013. Lean
Manufacturing Implementation using Value Stream Mapping as
a Tool.
[7] Rother and Shook, 1998. , Learning to See: Value stream
mappingto create value and eliminatemuda. Lean Enterprise
Institute.
[8] Rother and shook, 2003, Learning to See: Value stream mapping
to crate value and eliminatemuda. Lean Enterprise Institute
Brook ,online, P. 102.
[9] S. Vinodh, M. Somnaathan and K.R.Arvind, 2013. Journal of
Engineering design and technology Vol.11 No.2: Development
of value stream map for achieving leanness in a manufacturing
organization.
[10] Tom Luyster with Don Tapping, 2006. Creating Your Lean
Future State: How to move from seeing to Doing.
[11] TonyManos ,2006. Value Stream Mapping – An Introduction .
[12] Wacker, 1998. A definition of theory: “Research guideline for
different theory building research methods in operation
management”, Journal of operations management vol.16
No.4,PP. 361-385.

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