Value Stream

Mapping
A Presentation On
INCREASING PRODUCTIVITY BY USING VSM IN GEAR MANUFACTURING
By

KUSHALPALSINGH

UndertheSupervisionOf
Prof.PRASHANTAKUMARPAUL

Value Stream
Mapping
ABSTRACT
There are the lot of opportunities for improvement in the process industries like
automobile industry if lean tools are utilized.
This case study addresses the application of Value Stream Mapping as one of the
Lean tools to eliminate waste, and improved operational procedures and
productivity.
Current state map is prepared and analysed and suggested to improve the
operational process.
Accordingly the future state map is drawn. The study reveals that there is an
improvement in the lead time by implementing the proposed changes if incorporated
in the future state map.
Value stream mapping helps us understand where we are (Current State), where we
want to go (Future State).
Maps a route to get there (Implementation Plan), which can create a high-level look
at total efficiency.
Visually show three flows - material flow, product flow and information flow to identify
improvement opportunities, and help identify applicable lean improvement tools and
plan for deployment.

Value Stream
Mapping
THEHISTORYOFLEANMANUFACTURING After World War I shortages of material, money, and human resources resulted in the birth
of the lean manufacturing concept.
Toyoda the president of Toyota company recognized that American automakers were outproducing their Japanese counterparts.
In order to make a move toward improvement early Japanese leaders such as Toyoda
Kichiro, Shigeo Shingo, and Taichi Ohno derived a new, disciplined, process-oriented
system, which is known today as the Toyota Production System, or Lean Manufacturing.
Taichi Ohno, who was given the task of developing a system that would enhance
productivity at Toyota is generally considered to be the primary force behind this system.
Ohno drew upon some ideas from the West, and particularly from Henry Fords book Today
and Tomorrow.

Value Stream
Mapping
Cont..
Fords moving assembly line of continuously flowing material formed on the basis for
the Toyota Production System.
After some experimentation, the Toyota Production System was developed and refined
between 1945 and 1970, and is still growing today all over the world.
The basic underlying idea of this system is to minimize the consumption of resources
that add no value to a product.

Value Stream
Mapping
LEANMANUFACTURINGPRINCIPLES
Lean Manufacturing focuses on eliminating waste while delivering quality products at the
lowest cost to the manufacturer and consumer.
Lean manufacturing is a management philosophy focusing on reduction of the 7 wastes
(Over-production, Waiting time, Transportation, Over-processing, Inventory, Motion and
Scrap) in manufactured products.
By eliminating waste, quality is improved, production time is reduced, and cost is
reduced. Lean "tools" include constant process analysis (kaizen), "pull" production (by
means of kanban), and mistake-proofing (poke yoke).
The Five lean manufacturing principles are 1.Accurately specific values from the customers perspective for both products and
services.
2.Identify the value stream for products and services and remove non-value-adding
waste along the value stream.
3.Make the product and services flow without interruption across the value stream.
4.Authorize production of products and services based on pull by customer.
5.Strive the perfection by constantly removing later of waste.
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Value Stream
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LEANMANUFACTURINGTOOLSANDTECHNIQUIES
Various key Lean tools and techniques are discussed one by one below and shown in
diagram below. Key lean tools are:

1.Kaizen
2.5S
3.Total Productive Maintenance (TPM)
4.Cellular Manufacturing/One-Piece Flow Systems
5.Just-in-time (JIT) Production Systems/Kanban
6.Production Smoothing
7.Standardization of Work
8.Six Sigma
9.SMED
10.ValueStreamMapping

Value Stream
Mapping
VALUESTREAMMAPPING
HISTORYOFVALUESTREAMMAPPING
The mapping of work processes began with the early industrial engineers from about
1890 until about 1920.
During this period, Frederick Taylor developed standardized work and time study.
Gilbreth was the originator of the first process mapping system originally known as
process charting.
Gilbreth viewed all work as a process and developed the symbols and conventions that
have most widely used ever since as described by Lee and Snyder (2006).
In the 1930s and 1940s, Ralph M. Barnes codified the principles and method of time
study and motion economy.
During the same period, Allan H. Mogensen incorporated most of this early work into a
system he called Work Simplification.
During the 1950s and 1960s, Toyota realized that to really refine production methods it
was essential to respect the knowledge and expertise of its work force.
Shigeo Shingo used these techniques at Toyota Production System (TPS) began to
migrate to the west about 1980 and became known as Lean Manufacturing after James
P. Womack and Daniel T. Jones wrote their book The Machine That Changed The
World.

Value Stream
Mapping
LITERATUREREVIEW
AbdulmalekandRajgopal(2007)- have explored the integration of VSM with
simulation. A multitude of VSM software (e.g. eVSM) is available over the internet. Such
software presents the user with a dynamic view of the value stream (not static), allowing
observation of the real-time impact of proposed improvements. Essentially it increases
flexibility and information available to improvement teams.
Chitturietal.(2007) -discussed practical issues like how to calculate TAKT time, what
process improvements can be done and how to handle different process and product
families while mapping job shop operations using a standard VSM and also explained
while drawing a VSM of a process, all pertinent data should be collected from first to the
last operation with respect to it.
BalkemaandRotterdam(2004)-have created current state map for a steel producer,
a steel service centre and first-tier component supplier. The current state map identifies
huge piled of inventory and long lead-time. In the future state map target areas were
subjected to different lean tools including kanban, supermarket, and continuous flow.
Halpan&Kueckmann(2001)explain value stream mapping in aircraft manufacturing.
They draw current and future state maps were developed with the objective of reducing
lead time according to customer requirements. The implementation of the future state
map attained lead-time reduction.
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Value Stream
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ACTIVITIESINVALUESTREAMMAPPING
The value stream is the entire creation process for a product.
The value stream starts at concept and ends at delivery to the customer.
Mapping of the value stream aids the identification of value adding and non-value adding
(i.e. waste) activities; some examples are listed below.
ValueAddingActivities
Machining, Processing, Painting, Assembling
WasteActivities
Scrapping, Sorting, Storing, Counting, Moving
The Value Stream Mapping method (VSM) is a visualization tooloriented to the Toyota
version of Lean Manufacturing (Toyota Production System).
It helps to understand and streamline work processes using the tools and techniques of
Lean Manufacturing.
The goal of VSM is to identify, demonstrate and decrease waste in the process.
Waste being any activity that does not add value to the final product, often used to
demonstrate and decrease the amount of waste in a manufacturing system.

Value Stream
Mapping
VSM can thus serve as a starting point to help management, engineers, production
associates, schedulers, suppliers, and customers recognize waste and identify its
causes.
The current state of the value stream map is drawn to clearly visualize the all types of
waste in value stream.
waste throughout the stream must be identified and eliminated to shorten lead-time and
improve the value-added percentage.

All seven elements can be identified (if they exist) on the current-state map. Take a look on
these:

1.Overproduction.
2.Waiting.
3.Transport.
4.Inappropriate processing.
5.Unnecessary inventory.
6.Unnecessary motion.
7.Defects.

Value Stream
Mapping
VALUESTREAMMAPPINGOBJECTIVES
Various objectives of using VSM as given by Mike and John (1996) are listed below:
It helps to visualize more than just the single- process level, i.e. assembly, welding, etc.,
in production. One can see the flow.
It helps to see more than the waste. Mapping helps to see the sources of waste in your
value stream.
It provides a common language for talking about manufacturing process.
It makes decisions about the flow apparent, so you can discuss them. Otherwise, many
details and decisions on your shop floor just happen by default.
It ties together lean concepts and techniques, which helps you to avoid cherry picking.

Value Stream
Mapping
VALUESTREAMMAPPINGMETHODOLOGY
To start improving productivity by identifying waste and then removing it by implementing
lean principle in the industry there is no other tool better then VSM.
The Value Stream Mapping method (VSM) is a visualization tooloriented to the Toyota
version of Lean Manufacturing (Toyota Production System).
Helps to understand and streamline work processes using the tools and techniques of
Lean Manufacturing. The goal of VSM is to identify, demonstrate and decrease waste in
the process.
Waste being any activity that does not add value to the final product, often used to
demonstrate and decrease the amount of waste in a manufacturing system.
VSM can thus serve as a blue print for Lean Manufacturing.
Generally VSM has four major steps as given by Rother and Shook (1996):

1.Selecting the product family

2.Drawing current state
3.Drawing future state
4.Develop work plan for implementation of future state

Value Stream
Mapping
1.Selecting the product family:
First the product family is selected.
Family is group of product that passes through similar processing steps and over
common equipment in downstream process.
2.Drawing current state map:
Now Current state map for selected family is drawn.
For drawing this one must have a proper knowledge of VSM symbols.
3.Drawing future state map:
Now Future state map is drawn. Between current and future state there is brain storming
process.
Lean basics and techniques are applied to change the current map to future map.
4.Develop the work plan:
Now work plans are developed to implement the future state in industry.

Value Stream
Mapping
DEFINITIONOFPROBLEM
Gear plant was facing a challenge to improve quality, reduce cost and delivery which leads to
improve system productivity and profitability. So there was need to follow new philosophy
lean philosophy to improve systems productivity and hence profitability. Process layout of
gear plant is shown in Figure as below.

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Value Stream
Mapping
The problem consists of an existing traditional manufacturing system of gear plant.
Gear plant has job shop production, involves several machines and a number of parts to
be processed. Gear plant has 4 Drills; 2 Bend saw, 4Grinder's area, 1 Broacher, 1 C/F
M/C, 6 CNC's, 3 Shaper, 5 Hobbing m/cs, 1 Radial area, 1 Hydraulic press, Manual
Punching area, Manual Washing area and producing 27 types of shaft and 32 types of
gear, 7 types of sleeve and two types of clutches.
Although both the plants have ability to produce more then they are producing, they have
following limitations.

1.Lowerquality
2.Lesslaborproductivity
3.Morechangeovertimesandsetuptime
4.MoreWaitingtimes
5.LargeWIP
6.Longermaterialmovement
7.Toovercometheselimitationsthereisneedtoidentifythekeyareaswhichare
producingtroubleandwastes(sevenwastes)andtoidentifybottleneckoperations
atshopfloor.

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Value Stream
Mapping
INTERPRETATIONANDSOLUTION
VSM tool is purposed to introduce in gear plant to see the source of waste in value
stream by tie lean concepts and techniques together to improve the productivity & profit.
The below mentioned steps explains work done in cooper automotive gear plant for two
products PTO SHAFT 540 and CAM SHAFT GEAR .
1.SELECTIONOFTHEPRODUCTS

As VSM tool is selected for Cooper Automotive Ltd Gear plant so it is

needed to select product family .
Suppose we choose product family of two gears G1, G2. Now G2 is
sent directly on CNC for machining outer Dia and G1 first goes on
lathe for rough turning and then on CNC for final turning.
This is because G1 is not an urgent to customer, so to save running
cost of CNC they first put this component on lathe and in case of G2
which has always in demand by customer so to save time it is sent
directly on CNC.
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Value Stream
Mapping
So it is decided to plot VSM for single product instead of product family.
To start doing it two products are chosen, one from Gear components and other from
shaft components.
The products are chosen by PQ analysis on the basis of two factors.
Quantity of product manufactured.
Difference between no. of components ordered by customer and delivered by cooper
automotive .

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Value Stream
Mapping

PQAnalysisforGEARS
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Value Stream
Mapping

PQAnalysisforSHAFTS
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Value Stream
Mapping
DRAWINGCURRENTSATEOFVSM
Before drawing current state VSM, first data of customers end and
suppliers end is collected.
Collected data of raw material is shown in table 5.3 and 5.4
respectively for PTO 540 and CSG.

PTO 540

CSG

Eichers Ltd, Parmanu

E.T. Ltd, Alwar

Monthly Demand

1600 Pcs / Month

1050 Pcs / Month

Delivery Requirement

Daily 50- 60 Pcs

Weekly 240- 280 Pcs

Customer

Customersdata

PTO 540

CSG

Supplier(Raw Material)

Aarti Steels, Ldh

Sonu Forging

Form of Raw Material

Steel(EN-19) Rod

Forging

20 Ton

1200 Pcs / Month

1 / month

1 / Month

Monthly Supply
Supply Rate

SuppliersData

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Value Stream
Mapping

Processsequenceflow(PTO540)

Processsequenceflow(CSG)

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Value Stream
Mapping

ProcesssequenceflowshowingNVAand
VAactivities(PTO540)

ProcesssequenceflowshowingNVA
andVAactivities(CSG)

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Value Stream
Mapping
Now the data for each value added process is collected such as batch size, C/T, C/O, setting
time, no. of operators. Data collected for PTO shaft and CSG are as respectively

C/T

C/O

No. of

(Secs)

(Mins)

operators

Lot size

Available Time of

Inventory in

M/C Per process

front of

(Hrs)

each
process

Cutting(Bend saw)
Toughening(Outsourcing)
Center facing(Lathe)
Centering, Reaming, Grooving,

120

Random

53.1587

450 Rods

14400

150 Pcs

220 Pcs

72

60

Random

60.262

176 Pcs

1380

30*

Random

74.19,314.29 ,

120 Pcs

Rough Turning (Lathe)

182.2

Turning T1 and T2(CNC)

360

90

Random

159.2,106.15

120 Pcs

Hobbing Z6 and Z21 (Hobbing

462

90*

Random

181.45,150.52

60 Pcs

Drilling(Radial Drill)

150

20

Random

57.5

60 Pcs

No. Punching and Induction

220

120

60 Pcs

177.833

60 Pcs

Grinding (Grinder)

240

60

Random

92

60 Pcs

Grinding (Outsourcing)

600

Random

60 Pcs

M/C)

Hardening(I.H. M/C)

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Value Stream
Mapping

C/T

C/O

(Secs)

( Mins)

No. of operators

Available Time of

Inventory in front

M/C Per process

of each process

(Hrs)
Drilling (Drill M/C)

120

30

34.26

1200

Rough Turning (Lathe)

480

30

113.33

1000

Turning T1 & T2 (CNC)

360

90

51.57, 74.52

500

Grinding (Outsourcing)

180

500

Hobbing (Hobbing M/C)

553

120

213.99

100

Deburring (Deburring

60

20

31.48

100

M/C)
Shaving (Shaper)

70

120

63.81

100

Broaching(Broaching M/C)

47

30

21.96

300

Punching(Manually)

40

10.493

300

162

30

51.51

300

Drill& Tapping

Calculation
1.Target C/T =
60 minutes / Production target per hour
2.Total C/T in month for = Monthly production X Target C/T_
particular component
OEE (in percentage)
3.Available Time =
Total C/T per month X 100 hours / OEE (in percentage)
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Value Stream
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DRAWINGFUTURESATEOFVSM
To build future state first of all Takt time is calculated For PTO 540 and CSG.
As Copper Automotive Ltd has job shop production and product variety is very large,
moreover particular equipment is used by number of products so common Takt time for
all operations is not calculated.
As it is calculated in VSM traditional method because available time for same product
on different equipment is different.
TakttimeforindividualProcess(orMachine)=(netavailabletimeforindividual
Process/period)/(customerrequirements/period)

Takt time (Secs)

C/T (Secs)

Cutting(Bend saw)

119.60

120

Center facing(Lathe)

135.58

72

775.895, 409.95

900, 480

358.2, 298.5

178,182

408.26, 338.67

257, 205

129.375

150

733.87

220

207

240

Centering, Reaming, Grooving, Rough Turning

(Lathe)
Turning T1 and T2(CNC)
Hobbing Z6 and Z21 (Hobbing M/C)
Drilling(Radial Drill)
No. Punching and Induction Hardening(I.H. M/C)

Grinding (Grinder)

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Value Stream
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Takt time (Secs)

C/T (Secs)

Drilling (Drill M/C)

102.78

120

Rough Turning (Lathe)

425.93

480

Turning T1 & T2 (CNC)

154.73, 223.57

180, 180

641.99

553

94.44

60

Shaving (Shaper)

191.44

70

Broaching(Broaching M/C)

65.889

47

Punching(Manually)

31.479

40

Drill& Tapping

154.53

162

Hobbing (Hobbing M/C)

Deburring (Deburring M/C)

TaktTimewithC/Tfordifferentprocesses(PTO540)&TaktTimewithC/Tfor
differentprocesses(CSG)respectively.

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Value Stream
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RESULTANDDISCUSSION
Future state proposed to Cooper Automotive Ltd removes large amount of waste. This
can be seen in tables given below compares before current state and after future state
data for PTO 540 and CSG respectively.

Production

Before
After

WIP

No. of

lead time

operators

58.422 Days
13.2 Days

involved
13
10

25.25 Days
5.3 Days

BeforeandAfterTableforPTO540

Before
After

Production

WIP

No. of

lead time

operators

41 Days
12.4 Days

involved
13
7

13.17 Days
5.6 Days

BeforeandAfterTableforCSG
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Value Stream
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CostAnalysis
For PTO 540 total production lead time is reduced by 77.40%.Also no. of operators
involved in processing of PTO 540 is reduced from 13 to 10.
For CSG total production lead time is reduced by 69.75%.Also no. of operators
involved in processing of CSG is also reduced from 13 to 7.
If we take avg. wages of Rs.12000 per month for an operator, annual saving on
wages for PTO 540 will be
= (12000*3)*12
= Rs.4,32,000
Similarly annual saving on wages for CSG will be
= (12000*6)*12
=Rs.8,64,000
ThusVSMtoolprovesausefultechniqueforglobalcompetitivenessinjobshop
manufacturingenvironment

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Value Stream
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CONCLUSION
In this study, a methodology of using Value Stream Mapping in job shop environment
with case study of two components is presented..
A pull system is introduced to control production and raw material delivery using kanban
system .
The current manufacturing system is compared with the proposed pull system.
Comparison showed the superiority of the proposed lean manufacturing system over
the existing traditional manufacturing system.
The lean system showed reduction in total lead time 77.40 % and 69.75 % for two
selected components PTO 540 and CSG respectively .
Also no. of operators involved in processing of PTO 540 and CSG is reduced from 13 to
10 and 13 to 7 respectively.
Cost benefit is Rs.12,96,000perannum.

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Value Stream
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FUTURESCOPE
The Concept and technique of VSM can be extended beyond the suppliers and customers
for a given facility where certainly opportunities for cost savings are much more.

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Value Stream
Mapping
REFERENCES
O. Ram Mohan Rao, Dr. K Venkata Subbaiah, Dr. K Narayana Rao, T Srinivasa Rao
[2011], Enhancing Productivity of hot metal in Blast furnace -A case study in an
Integrated Steel Plant.International Journal of Engineering Science and Technology
(IJEST). pp 3518-3525
Dimple Khatri, Pardeep Dhull, Rajender Kumar, Vinod Dhull [2011], Reduce the Work
In Progress by using Value Stream Mapping (A Lean Manufacturing Key Tool) ISSN:
2249 6564. International Journal of Mechanical Engineering Applications Research,
pp 91-99
V. Ramesh, K.V. Sreenivasa Prasad, T.R. Srinivas [2008] Implementation of a Lean
Model for Carrying out Value Stream Mapping in a Manufacturing Industry Journal of
Industrial and Systems Engineering Vol. 2, No. 3, pp 180-196
Anders Nielsen [2008] Getting Started With Value Stream Mapping
D. Rajenthira Kumar, P.V. Mohanram, S.G. Harikarthik [2011] Process Cycle Efficiency
Improvement Through Lean: A Case Study International Journal of Lean Thinking
Volume 2, Issue 1, pp 47-58
S. P. Vendan , K. Sakthidhasan [2010] Reduction of Wastages in Motor Manufacturing
Industry Jordan Journal of Mechanical and Industrial Engineering Volume 4, Number 5,
pp 579-590

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THANKYOU

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