PROJECT PRESENTATION

Project title : wastage reduction and productivity improvement of boot(99046) using value stream mapping

Improved in company

5s kaizen kanban quality pokayoke smed

About lean :The core idea of lean manufacturing is actually quite simplerelentlessly work on eliminating wastefrom the manufacturing process.

TYPES OF WASTE:DOWNTIMERD-DefectO-Over ProductionW-WaitingN-Not Utilized Human SkillsT-TransportI-InventoryM-MotionE-Extra processesR-Resist To Change

ESSENTIAL LEAN TOOLS

5sAndon lampBottle neck analysisContinuous flowGembaHeijunkaJidokaJITKaizenKanpanMudaOEEPDCAPoka-YokeTakt timeSMEDTPMVSM

VALUE STREAM MAPPING

About vsm (value stream mapping):Value Stream is all the actions (both value added and non-value added) currently required to bring a product through the main flows essential to every product: the production flow from raw material into the arms of the customer and the design flow from concept to launch

CURRENT STATE DRAWING

A current state value stream map will enable you to see the complete door-to-door flow in your facility and to identify and prioritize areas for improvement. Before you create a current state map, you should have already identified the value stream you want to analyses.In order to observe and understand the value stream from customer perspective, it is suggested to start from the closest point to the customer and work the way upstream through the various processes. When it comes to the drawing of current state map, it should be conducted by the common CSM procedure.

To begin with, draw the external (or internal) customer and supplier and list their requirements per month, e.g. in items, pieces, etc.Next step is to draw the basic processes in the sequencing order in the value stream by listing the process attributes, i.e. Cycle time, changeover time, quantity of operators, available working time, etc.Then, to draw queue times between processes, e.g. how many days or hours components wait until the next process.The following step is to draw all communications that occur within the value stream I.e. information flow. Finally, to draw push or pull icons to identify the type of workflow, i.e. physical flow.

CURRENT STATE ICONS

DATA REQUIREMENT FOR VSM Cycle time Changeover time Process reliability (uptime) Scrap/Rework/Defect rate Number of product variations Number of operators Production batch sizes Working time (minus breaks) Packsize

CURRENT STATE MAPPING FOR OILSEAL (99046):PROCESS:SHELL:PHOSPHATING:Cycle time : 4320secChange over: 1800 sec No of operators:3COATING :Cycle time:319secChange over: 1800 secBLANK :WARMING: Cycle time:180sec Change over: 0

CURING : Cycle time:600sec Change over :1shiftOVEN : Cycle time:9900secTRIMMING : Cycle time:7sec Change over:0 1 shift =775 products BARWELL: Change time:1200sec Change over:600sec

BUFFING: Cycle time:68sec Change over:0 1 shift=500 productsPAINTING: Cycle time:270sec Change over:01 shift=700 productsINSPECTION: Cycle time:24secAIR LEAKAGE: Cycle time: 27sec

PACKING: Cycle time:273secFINISH GOOD: In a finished good store, there is a safety stock for customer requirement is variation. There is 7000 numbers stock for safety purpose.240 products are daily passed shop floor to finished good.

FUTURE STATE MAPPING The purpose of value stream mapping is to highlight sources of waste and eliminate them by implementation of a future state value stream that can become a reality within a shorter period of time..

The proposed future changes and suggestions for the improvement of the value stream are based upon FSM including the different lean toolsStream of a product family should look like after eliminating or reducing all the in efficiencies

FUTURE STATE MAPPING:

SHELL: PHOSPHATING: Cycle time:4320 sec No of operators:2(loading &unloading)

COATING: Cycle time:319 sec 1 shift/day No of cavity:100

BLANK : WARMING: Cycle time:180 sec 2 shift/day Uptime:100% BARWELL: Cycle time:1200 sec 2 shift/day Uptime:100%

CURING: Cycle time:439 sec Change over:1 shift No of cavity:24

OVEN: Cycle time:10271 sec 1 shift/day No of operators:2(loading &unloading)

TRIMMING +BUFFING:(WORK CELL) Cycle time:5 sec (Trimming) Cycle time:23 sec (Buffing) 1 shift=5200 products (Trimming) 1 shift=602 products (Buffing) No of operators:2(1+1)

TRIMMING+BUFFING:(WORK CELL)

Cycle time:5 sec (Trimming) Cycle time:23 sec (Buffing) 1 shift=5200 products (Trimming) 1 shift=602 products (Buffing) No of operators:2(1+1)

PAINTING: Cycle time:220 sec 1 shift=1200 products 1 shift/day

INSPECTION+AIRLEAKAGE+PACKING: (WORK CELL) Cycle time:16 sec(Inspection) Cycle time:15 sec(Air leakage) Cycle time:150 sec(Packing)

packing and shipping is to control the customer fluctuations of its component need. No of operators:2(1+1)

Inspection and Packing is same oparator.

SUGGESTION: 5s: In our company 5s is implemented to the expected level. The implemented 5s can be sustained to keep your company in the improvement path.

Kaizen

Trimming machineIn trimming machine, for the operator comfort and to reduce the cycle time we can use tray stand.The flash is coming out from the machine and it spreaded outside and it mix with the finished goods.This can be reduced by making the hole of the table small with respect to the product. Instead of using the magnetic conveyor,we can use the slanting paththat directly attached to the tray.

Trimming machine

Mold cavity:

The most of the machine is not running with its full capacity of mold cavity due to some dirt problems, isr problem. After attaining the demand only the mold cavity is removed and is cleaned. Due to this, company has a lot of loss in its production. We suggeste to use the spare cavity to replace the problem cavity. By implementing this the company can increase the production upto 11,227 per day and 2,91,902 per month.

LEAD TIME Vs PROCESS

CONCLUSION:

PROCESSBEFOREAFTERCURINGC/T:600 SecC/T:439 secTRIMMINGC/T:7 SecC/T:5 SecBUFFINGC/T:36 SecC/T:23 SecPAINTINGC/T:270 SecC/T:220 SecINSPECTIONC/T:24 SecC/T:16 SecAIR LEAKAGEC/T:27 SecC/T:15 SecPACKINGC/T:200 SecC/T:150 Sec