In this competitive world, manufacturing companies has to look at redefining and redesigning of their production systems to attack the competitiveness demanded by the markets. Therefore it is essential to have tools which help in redesign manufacturing process. In this scenario, developed and presented value stream mapping tool as a practical method for redesigning the production systems .The main aim of lean manufacturing is to reduce waste, time to delivery, produce the quality products with economical and efficient manner with response to customer demand. The organizations which are practicing lean manufacturing have quality & cost advantages compared to the organizations that are still using traditional production. The VSM process is straight forward and simple. It always starts at customer demand and work back through documenting all the process and collecting data which is required for manufacturing of a product. It shows the map “Value stream” containing all the data such as work in process, cycle time, lead time, number of equipment’s, operators. Documenting relationship between the controls used to manage the manufacturing process is very important in VSM. Unlike other mapping techniques that only map product flow, VSM documents material & information flow.

1. Synopsis Presentation OnSynopsis Presentation On
Implementing Value Stream Mapping inImplementing Value Stream Mapping in
Manufacturing Processes with Integration ofManufacturing Processes with Integration of
2-2-Kaizen MethodologiesKaizen Methodologies
M.Tech DissertationM.Tech Dissertation
Seminar ISeminar I
September,2015September,2015
Guided by:
Mr. Avinash Nath
Tiwari
Coordinator (M.Tech.)
Submitted By:
Bhanu PS Tomar
M.Tech(Produ.Engg.)
Enr.No. 020814003

2. 22
HighlightsHighlights
a.a. Overview – Lean manufacturing & ValueOverview – Lean manufacturing & Value
Stream Mapping (VSM)Stream Mapping (VSM)
b.b. Introduction & Literature Review- VSMIntroduction & Literature Review- VSM
c.c. Implementation methodology optedImplementation methodology opted
d.d. Calculations to be madeCalculations to be made
e.e. VSM templateVSM template
f.f. ReferencesReferences
09/26/1509/26/15 Bhanu PS tomarBhanu PS tomar

3. Overview of Lean and VSMOverview of Lean and VSM
It starts with Lean manufacturing(LM).LM is aIt starts with Lean manufacturing(LM).LM is a
manufacturing philosophy with principle of “Less Is Best”manufacturing philosophy with principle of “Less Is Best”
Here the word less refers to lessen the lead time,cycleHere the word less refers to lessen the lead time,cycle
time, waste etc.time, waste etc.
In todays competitive world companies are striving hard toIn todays competitive world companies are striving hard to
compete and fulfilling customer demads. To meet customercompete and fulfilling customer demads. To meet customer
demands they are opting various cutting edgedemands they are opting various cutting edge
manufacturing processes and technological improvements.manufacturing processes and technological improvements.
VSM is such kind of a lean tool focusing on the wasteVSM is such kind of a lean tool focusing on the waste
elimination basically can be referred aselimination basically can be referred as MUDA.MUDA.
3309/26/1509/26/15 Bhanu PS tomarBhanu PS tomar

4. TheThe mudamuda is categorized into sevenis categorized into seven
types-types-
1.1. OverproductionOverproduction
2.2. OverprocessingOverprocessing
3.3. Unnecessary movements/motionUnnecessary movements/motion
4.4. Excessive InventoryExcessive Inventory
5.5. Transportation and conveyanceTransportation and conveyance
6.6. WaitingWaiting
7.7. DefectsDefects
VSM works for identifying and eliminating waste of all of theVSM works for identifying and eliminating waste of all of the
above categories.above categories.
4409/26/1509/26/15 Bhanu PS tomarBhanu PS tomar

5. 55
The Initial Concept of VSMThe Initial Concept of VSM
Define value
from the
customer’s
perspective
Map the
value
stream
Create flow;
eliminate the
root causes
of waste
Create pull
where flow
is difficult
to achieve
Seek
perfection via
continuous
improvement
09/26/1509/26/15 Bhanu PS tomarBhanu PS tomar

6. 66
VSM – Why, What, Where?VSM – Why, What, Where?
Key tool for Lean implementation, makes process & problems visibleKey tool for Lean implementation, makes process & problems visible
Forms the basis of an improvement plan and a common languageForms the basis of an improvement plan and a common language
Highlights Suppliers, Inputs, Process, Outputs and Customers (SIPOC)Highlights Suppliers, Inputs, Process, Outputs and Customers (SIPOC)
Is a qualitative tool for identifying and eliminating waste (or muda)Is a qualitative tool for identifying and eliminating waste (or muda)
Aligns organisations processes, creates a sense of teamwork / ownershipAligns organisations processes, creates a sense of teamwork / ownership
Involves drawing - current state, future state, & an implementation planInvolves drawing - current state, future state, & an implementation plan
Spans the entire value chain, from raw materials receipts to finishedSpans the entire value chain, from raw materials receipts to finished
goods deliverygoods delivery
A paper and pencil tool to help you visualise and understand the linkageA paper and pencil tool to help you visualise and understand the linkage
between material and information flowbetween material and information flow
09/26/1509/26/15 Bhanu PS tomarBhanu PS tomar

7. 77
Value Adding & Non ValueValue Adding & Non Value
AddingAdding
Except eliminating and controlling MUDA VSM also works for identifying
value added(VA)and non value added(NVA) activities.
Value Add (VA)
Any activity the customer values (and is willing to pay for)
– Who are your customers?
– What do they really want?
Non Value Add (NVA)
Any activity that consumes time and / or resources & does not add
value to the service or product for the customer. These activities
should be eliminated, simplified, reduced, or integrated.
– Necessary – Legal / regulatory requirements
– Unnecessary - Waiting, Unnecessary processing, Errors/defects,
Motion (people), Transportation (product), Underutilised people,
Inventory
09/26/1509/26/15 Bhanu PS tomarBhanu PS tomar

8. 09/26/1509/26/15 Bhanu PS tomarBhanu PS tomar 88

9. The 2-The 2-kaizen methodology-kaizen methodology-
KaizenKaizen 11-implementation of modified process by eliminate and
combining operations
Kaizen 2Kaizen 2- by optimizing process parameters and
improvements in tools and technology.
Softwares to be used-
Edraw Max v7
Minitab 17
Quality companion v3.2.1.0
Arena simulation
9909/26/1509/26/15 Bhanu PS tomarBhanu PS tomar

10. 1010
Calculations to be MadeCalculations to be Made
1.1. Cycle Time (C/T)Cycle Time (C/T) – time to complete a single unit of production– time to complete a single unit of production
2.2. First Time Through (FTT)First Time Through (FTT) - % of jobs that are complete and- % of jobs that are complete and
accurate the first time that they are processed.accurate the first time that they are processed.
3.3. DemandDemand – average number of units per shift– average number of units per shift
4.4. Batch Size (BS)Batch Size (BS) – size of typical batch that is processed as a unit– size of typical batch that is processed as a unit
5.5. Takt timeTakt time – rate of demand(time available per shift divided by– rate of demand(time available per shift divided by
demand in that shift)demand in that shift)
6.6. Throughput timeThroughput time – sum of delays and process time– sum of delays and process time
7.7. Process RatioProcess Ratio = Total process time / Throughput time= Total process time / Throughput time
8.8. Value Added RatioValue Added Ratio = Total VAT / Throughput time= Total VAT / Throughput time
9.9. Uptime- available time of machine workingUptime- available time of machine working
09/26/1509/26/15 Bhanu PS tomarBhanu PS tomar

11. 1111
Data to be CollectedData to be Collected
Pack sizes at each processPack sizes at each process
Working hours and breaksWorking hours and breaks
Inventory Points (locationInventory Points (location
& size)& size)
How Operations areHow Operations are
scheduledscheduled
Overtime per weekOvertime per week
Process cycle timesProcess cycle times
ScrapScrap
ReworkRework
DowntimeDowntime
Demand rates by processDemand rates by process
(Takt Time)(Takt Time)
Number of productNumber of product
variations at each stepvariations at each step
Shipping/ReceivingShipping/Receiving
schedulesschedules
ActivityActivity
Department performingDepartment performing
IT systems usedIT systems used
Current backlog/WIPCurrent backlog/WIP
Demand rateDemand rate
Work TimeWork Time
Number of people /Number of people /
operatorsoperators
Prioritisation rulesPrioritisation rules
% Quality (first pass Yield)% Quality (first pass Yield)
Batch sizeBatch size
Run frequencyRun frequency
Equipment availabilityEquipment availability
C/T - Cycle (touch) timeC/T - Cycle (touch) time
(observed & effective)(observed & effective)
C/O - Changeover time &C/O - Changeover time &
frequencyfrequency
09/26/1509/26/15 Bhanu PS tomarBhanu PS tomar

12. 1212
Defined Data To Be CollectedDefined Data To Be Collected
Cycle Time (C/T)Cycle Time (C/T)
Changeover Time (C/O)Changeover Time (C/O)
UptimeUptime
Number of OperationsNumber of Operations
Break TimeBreak Time
Work Time (minus breaks)Work Time (minus breaks)
09/26/1509/26/15 Bhanu PS tomarBhanu PS tomar

13. 1313
Current State VSMCurrent State VSM
A Representative Current State Map for a Family of
Retainers at a Bearings Manufacturing Company
09/26/1509/26/15 Bhanu PS tomarBhanu PS tomar

14. References:References:
Abdulmalek, F.A. and Rajgopal, J. (2007). Analyzing the benefits of Lean Manufacturing
and Value Stream Mapping via simulation: a process sector case study, International
Journal of Production Economics, Vol. 107, pp. 223-36.
Hines, P., Rich, N. and Esain, A. (1999). Value stream mapping – a distribution
industry application, Benchmarking International Journal, Vol. 6 No. 1, pp. 60-77.
Introduction to Lean (n.d.). Available from:
http://www.mamtc.com/lean/intro_intro.asp (Accessed 10 May 2010)
Lasa, I.S., Laburu, C.O. and Vila, R.C. (2008). An evaluation of the Value Stream
Mapping tool, Business Process Management, Vol. 14 No. 1, pp. 39-52.
Liker, J.K. and Meier, D. (2007). The Toyota Way, Field Book, Tata McGraw-Hill Edition,
New Delhi, pp. 41.
ummus, R.R., Vokurka, J. and Rodeghiero, B. (2006). Improving quality through Value
Ohno, T. (1988). Toyota Production System, Productivity Press, New York, pp. ix
Seth, D. and Gupta, V. (2005). Application of Value Stream Mapping for Lean
operations and cycle time reduction: an Indian case study, Production Planning &
Control, Vol. 16 No. 1, pp. 44-59.
Seth, D., Seth, N. and Goel, D. (2008). Application of Value Stream Mapping for
minimization of astes in the processing side of supply chain of cotton seed oil industry in
Indian context, Journal of Manufacturing Technology and Management, Vol. 16 No. 4,
pp. 529-50.
The VSM Font A tool for Value Stream Mapping in Lean Manufacturing / 6-Sigma (n.d.).
Available from: http://www.ambor.com/public/vsm/vsmfont.html (Accessed 29 April
2011
Womack, J.P. and Jones, D.T. (2003). Lean Thinking. 1st Free Press ed., New York:
Free Press, pp. 16-26
141409/26/1509/26/15 Bhanu PS tomarBhanu PS tomar

15. Thank YouThank You..
09/26/1509/26/15 Bhanu PS tomarBhanu PS tomar 1515