Post on 28-Nov-2014
description
Study on Improving Throughput
Time through
Value Stream Mapping
Alwin P ThomasCHRIST UNIVERSITY INSTITUTE OF
MANAGEMENT
L e a n O p e r a t i o n a n d S y s t e m s
Su
mm
er
Inte
rnsh
ip
Pro
ject
Apollo Tyres Ltd
@
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3
Company Profile
Apollo Tyres Limited
World's 7th biggest tyre manufacturer, with annual consolidated revenues of Rs 121.5 billion (US$ 2.5 billion) in 2011.
Acquired US based Cooper Tyres & Tyre Company valued USD 2.5 billion
The unit at Kalamaserry produces more than 25 types of tyres. But the unit is turning out to a full fledge unit for producing OHT (Off-Highway Tyres) in next 5 years.
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Aim of Study
To improve the throughput time by studying the values stream mapping of tyre manufacturing.
Objective of Study
To map the value stream of tyre manufacturing
To identify factors affecting throughput time
To reduce throughput time
Summer Internship Project
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L e a n O p e r a t i o n a n d S y s t e m s
Introduction
Value Stream Mapping is a tool that helps people to understand the flow of material and information, as a product makes it way through the value stream.
Summer Internship Project
This tool is used primarily to identify, demonstrate and decrease waste, as well as create flow in the manufacturing process.
Manufacturing throughput time is defined as the length of time between the release of an order to the factory floor and its receipt into finished goods inventory or its shipment to the customer.
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Manufacturing Throughput Time is the sum of Process Time, Move Time, Queue Time
VSM’s can be created using Microsoft Visio & Microsoft Excel
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ProjectStudy Approach
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1. Study the Manufacturing Process and Parts produced
Mixing & Extrusion
Tyre Building & Curing
Inspection & Final Finish
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ProjectStudy Approach
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L e a n O p e r a t i o n a n d S y s t e m s
Parts of Tyre
Identify problem areas & Create Future State VSM
Implement action plans with respect to the Future state VSM
Map the Process & Create Current State VSM
Define Product
Value Stream Mapping
(VSM)
12.4-28PR krishak premium tyre
2. Identify the steps to VSM
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ProjectStudy Approach
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ProjectStudy Approach
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3. Find the parameters required to map VSM
Parameters
Manpower
No. Of Shifts
Utilization %
Setup Time
Time Available
Cycle TimeData
box
Sign used in VSM
Factors Affecting Throughput TimeProcess time/cycle time
Handling TimeAgeing Time
Setup Time
Transportation Time
Summer Internship
ProjectData Analysis
Uti
liza
tion
%
8
Section
Time
Availab
le (hrs)
Schedul
ed (S)
Breakdo
wn (B)
Running
Time (R
= S-B)
Utilitisa
tion
(R/S)
Dual Extruder 672 496.67 55.6 441 89%
8" Extruder 672 208.83 10.33 198.5 95%
Fabric
Calendaring 672 486.92 26.17 460.75 95%
Recoat
Calendaring 630 547.92 15.25 532.67 97%
VBC 672 571.25 41.75 529.5 93%
HBC 1344 819.84 12.33 807.5 98%
Bead Winding 672 664 188 476 72%
Slitter 630 305.5 0 305.5 100%
Squeegee
Lamination Nil 87%
Bead Apexing 1260 576.5 98.25 478.25 83%
Band Building 3150 3148.33 0 3148.33 100%
Bead Flipping 1890 860.75 85.42 837.5 97%
Tyre Building 4032 2688 23.25 2664.75 99%
Curing 14112
10943.4
8 1911.23 9032.25 83%
Tyre Trimming
Based on requirementTyre Inspection
Tyre Repair
This represents what % of machine is utilized in each process with respect to schedule and breakdown hours..
Utilization Calculation
Retrieved from SAP Calculated
Time (Hrs) available to produce the demanded output part of tyre from each process section in a month.Time required to produce the parts of tyre from each process, after monthly holidays and break time(30min/shift) Time Available = 24hrs *
No. Of Days Scheduled Days Scheduled = 28
Time Available
Schedule Time
Cycl
e
Tim
eA
gein
g T
ime
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ProjectData Analysis 9
Time required to complete a task from start to finish. With the help of line speed obtained from the machine spec. We can find the cycle time.
Cycle Time (CT)
Process
Cycle
Time
(min)
Setup
Time
(min)
ManpowerUtilization
%
No. Of
Total
shift
Available
Total Shifts
worked
Dual Extrusion 0.361 0.15 14 85 84 55.125
8" Extrusion 0.138 0.2 8 95 84 24.8125
Fabric Calendaring 20.3 2.2 10 97 84 57.59375
Recoat Calendaring (per
roll) 1.5 1.6 3 97 78.75 66.58375
VBC 4.18 0.25
8
93 84 66.1875
HBC 1.16 0.25 98 168 100.9375
Bead Winding 0.34 0.1 2 72 84 59.5
Slitter 1.33 0.18 2 100 78.75 38.1875
Squeegee Lamination
(per roll) 5.23 0.25 2 87 nil nil
Bead Apexing 1.25 0.1 2 83 157.5 59.78125
Band Building 0.69 0.15 1 100 393.75 393.5413
Bead Flipping 0.43 0.12 1 97 236.25 104.6875
Tyre Building 9 0.55 5 99 504 333.0938
Curing 55 2.5 2 83 1764 1129.031
Tyre Trimming 1.08 0.12 1 nil nil nil
Tyre Inspection 0.9 0.2 2 nil nil nil
Tyre Repair 6.97 0.2 2 nil nil nil
Dual Extrusion Process Line Speed = 7.1metre/min Tread required for 1 tyre = 2.56m Cycle time = 2.56/7.1 = 0.361min 8 inch Extrusion Process Line Speed = 16m/min Sidewall required = 2.22m Cycle time = 2.22/16 = 0.138
CT ca
lcula
tion
Uti
liza
tion
%C
ycl
e
Tim
eA
gein
g T
ime
Time required to prepare the machine/process for the production. It is a part of cycle time.
Setup Time
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ProjectData Analysis 10
Uti
liza
tion
%C
ycl
e
Tim
eA
gein
g T
ime
Section
Handling
Time
(min)
Transportatio
n time (min)
Ageing Time
Dual Extrusion 1.2 1.3 4hrs
8" Extrusion 1.2 1.1 6hrs
Fabric Calendaring 2.3 1.35 Nil
Recoat Calendaring
(per roll)1.2 0.55 Nil
VBC 0.55 0.5 Nil
HBC 0.5 1 Nil
Bead Winding 0.5 0.55 Nil
Slitter 1 1.2 Nil
Squeegee
Lamination (per roll)1.1 1.5 Nil
Bead Apexing 0.45 0.5 Nil
Band Building 1.2 1.2 Nil
Bead Flipping 0.55 1.1 Nil
Tyre Building 1.3 3.2 Nil
Curing 2.3 2.2 5 min
Tyre Inspection 1.1 1.1 Nil
Tyre Trimming 0.55 1.1 Nil
Tyre Repair 1.3 1.3 Nil
Time required to heal the raw material produced from the specific machine. Eg: After curing process, the treated tyre cannot be used suddenly after the process, a healing time is required.
Ageing Time
Time required to handle the raw material before and after a process. Eg; time is required to handle the nylon roll from storage to the setup place.
Handling TimeFie
ld
Stu
dy
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ProjectData Interpretation
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Current State VSM
From the data analysis, we can map the current state VSM and assess the throughput time.Throughput time = VA time + non-VA time = 1hr 44.55min + 14 hr 30.10min = 15hr 74.65min
Cycle Time Setup timeTransportation timeHandling timeAgeing time
Value Added Time
Non-Value Added Time
Keywords
VA time – Value Added TimeTTC – Current Throughput TimeTTF – Future Throughput Time
It was found out that the cycle time of fabric calendaring was high. The non-VA time was also high for the same, which delayed the following processes.
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ProjectRecommendation
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Increase the line speed of Fabric Calendaring machine. The speed can be increased from 40 metre/min to 46 metre/min. This will reduce the cycle time. Modify the 3-rolled calendaring machine to 4-rolled calendaring machine. The cycle time will be reduced by more than 50%. It was analysed that time taken to calendar one dipped roll is 86 min through a 3-rolled calendaring process. If the machine is changed to a 4-rolled machine, the time taken for the process will be reduced to 75min. Modify the tyre building machine to turret type tyre building machine. By installing the machine, the process like band building, 50% of squeegee lamination process, and the breaker lay-up can be discarded. Thus reduces the overall lead time, as well as the manpower. By proper planning, the PPC can forecast the electrical and mechanical breakdowns by understanding the machine use and its nature. By doing such, the process can be continued without making the band building section to delay.
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ProjectImplementation of Action Plan
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Future State VSM
After the recommendation that can be suggested , we can map the future state VSM and assess the throughput time. Also we can find the time saved in each process.Throughput time = VA time + non-VA time = 1hr 28.96min + 14hr 17.65min = 15hr 46.61min
Cycle Time Setup timeTransportation timeHandling timeAgeing time
Value Added Time
Non-Value Added Time
Reduced throughput time
= TTC - TTF
= 15hr 74.65min – 15hr 46.61min = 28.04min
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ProjectCurrent State Value Strea Map
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ProjectFuture State Value Stream Map
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ProjectConclusion
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The value stream map thus helped to identify the factors affecting the throughput time and helped to reduce the same through proper action plan.
The various factors that affected the throughput time were studied through VSM and necessary recommendations were suggested to improve the throughput time.
It can be concluded that the company strives for improved performance and effectiveness, and by analysing the throughput time the company can forecast the necessary action plans.
Company profile retrieved from http://www.apollotyres.com/india/aboutus-overview.aspx
Hines, P., and Rich, N., (1997), "The Seven Value Stream Mapping Tools.
Houtzeel, A. (1982). “Computer integrated manufacturing.” Proc. Of 1982 Academic-Practitioners Liaison Operations Mgmt. Workshop, American Production and Inventory Control Society, pp23-37.
Jazar, Reza N. (2008). Vehicle dynamics: theory and applications. Springer. p. 11. ISBN 978-0-387-74243-4. Retrieved 2011-03-16. "Inner layers are made of different fabrics, called plies”.
Suri, R.; Wemmerlöv, U.; Rath, F.; Gadh, R.; and Veeramani, R. (1996). “Practical issues in implementing quick response manufacturing: insights from 14 projects with industry.” Proc. of Mfg. and Service Operations Mgmt. (MSOM) Conf., Dartmouth College.
Tyre manufacturing retrieved from http://www.maxxis.com/AutomobileLight-Truck/How-a-Tire-is-Made.aspx
Werner Obrecht, Jean-Pierre Lambert, Michael Happ, Christiane Oppenheimer-Stix, John Dunn and Ralf Krüger (2012), "Emulsion Rubbers" in Ullmann's Encyclopedia of Industrial Chemistry
Reference
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2013
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