Lean Enterprises & New Manufacturing Technology

Digital Assignment 2
By Advait Bawdekar (20BME0076)

1. Introduction
The research tests a case study in extreme detail involving the implementation of an
extremely suitable approach to advanced Lean Six Sigma problem solving for a plastic
bag manufacturing unit considering several other case studies in reference. The idea of
lean manufacturing has been used for many years in a variety of industries.
Lean can be viewed as a management concept for creating a workplace where everyone
actively participates in finding and minimising non-value-adding tasks, boosting the
happiness of employees and other stakeholders through continuous improvements.
Lean manufacturing and the continuous improvement process can both be supported by
a variety of strategies. One of them is Value Stream Mapping (VSM), which has
historically been seen as a foundation or fundamental pillar for the deployment of
others. When institutions use VSM, their goal is to create a culture that supports the
happiness of clients, staff, and management through continuous improvement, which is
defined by staff engagement in identifying areas that may be improved.
All value-adding (VA) and non-value-adding (NVA) activities that are carried out to
manufacture a selected product family's component from raw materials are combined
to form the value stream. The value stream mapping method is described by Rother and
Shook traditionally as "a pencil and paper tool that helps you see and comprehend the
movement of material and information as a product makes its way through its value
stream." VSM entails mapping the process's current state, or "as is," analysing it for
wastes, and then developing a map of the process' future state by removing the wastes
found. The VSM technique is more of a qualitative one. Material flow and information
flow are the two categories for production-related data flow.
The following table contains information about the industries pertaining to the
referenced case study –

Table 1. List of case studies using VSM

Sr. No. Key Contributors Type of Industry
1 Brian Byrne, Olivia McDermott Pharmaceutical manufacturing unit
and John Noonan (2021)
2 Juan A. Marin-Garcia, Pilar I. Healthcare industry
Vidal-Carreras and Julio J.
Garcia-Sabater (2021)
3 Adwait Deshkar, Saily Kamle, Plastic bag manufacturing unit
Jayant Giri and Vivek Korde
(2018)
4 Sandeep Jagtap, George Beverage factory
Skouteris, Vilendra Choudhari,
Shahin Rahimifard and Linh
Nguyen Khanh Duong (2021)
 5 Atul Palange and Pankaj Dhatrak Several industries including copper
(2021) wire drawing firm, connecting rod
manufacturing industry, plastic bags
manufacturing industry, small and
medium scale enterprises, computer
assisted maintenance, construction
management, green lean
manufacturing and information
technology

2. VSM Methodology
2.1. Define Product family
Value stream analysis does not map every process. For mapping, a certain product
family is used. A family is a collection of goods that go through comparable
processing processes and are handled by the same machinery.
2.2. Document Current State
The current state of the plant, or its as-is state, is mapped after choosing the
appropriate product family. Cycle time, Changeover time, Uptime, Inventory,
Customer requirement, Supply schedule, Sequence of operation, Number of
workers on each operation, Number of working hours, shifts, and breaks are
preconditions before mapping current state.
2.3. Analyse Current State
A detailed analysis of the current state map is done to look for waste, bottleneck
processes, and congestion locations. Overproduction, waiting, transport, unsuitable
processing, needless inventory, unnecessary motion, and defects are the seven
wastes described in TPS. All trash is analysed for the current state map, and each
waste identified is given a priority.
2.4. Design Future State
According to their priority, the wastes identified in the current state map are
eradicated. More continuous manufacturing flow is used, and pull is favoured over
push. Future state is drawn once wastes have been removed.
2.5. Create Implementation Plan
A simulation programme is built using the future map as a model. Future state maps
are subjected to simulations for various iterations, and data from each simulation is
recorded. Data from many simulations are analysed, and the most advantageous
iteration is chosen for use.
2.6. Implement
The top management is then shown the chosen iteration of the future state map for
approval prior to deployment.

3. Current State map

The current state map represents the shop floor's as-is or current condition using
symbols and process boxes as mentioned in [3]. All the data declared underneath is
directly taken from [3]. The prerequisites necessary to map the current state have
already been mentioned. Starting at the consumer end, the current state mapping. A
customer of XYZ needs 60 tonnes each month. Additionally, XYZ must meet the
weekly quota of 15 tonnes. The customer electronically transmits their requirements to
XYZ's production department five days before the prediction. A Memorandum of
Understanding (MoU) between XYZ and its raw material suppliers requires the
business to place a specified monthly order at a discounted price. Each month, 40 tonnes
of LLDP and 20 tonnes of LDP must be ordered for the product family under
evaluation. The same source supplies both raw material varieties. In 4 deliveries, raw
material is provided as a hybrid of the two forms. A delivery truck can carry a maximum
of 16 tonnes. Both varieties are kept together in storage after receiving the basic
materials.

Below is a brief explanation of the terminology used in the present state map:
• Cycle time - Cycle time is essentially the amount of time needed to finish a
cycle. Cycle time refers to the interval of time between the removal of one
product from a machine and the removal of another product (from the same part
family).
• Changeover time - Changeover time refers to the amount of time needed to load
and unload components before restarting the cycle.
• Lead time - Lead time is the amount of time needed to complete the
manufacturing process from beginning to end. WIP as well as time that adds
value and time that doesn't.
• Inventory - A company's partially finished goods that are awaiting completion
and ultimate sale are referred to as inventory. Both desirable and undesirable
inventory exists.
 • Value adding time - Value addition time refers to the amount of time spent
performing procedures on WIP. It is calculated by averaging the cycle times of
all the processes.
• Non value adding time - Non-value adding time refers to the amount of time
spent on tasks like inventory management, transportation, and handling.
• TAKT time - TAKT time is the rate at which goods must be produced to satisfy
current client demand. calculated by dividing the amount of available work time
by the daily demand.
The total working time available is 1305 min. 28 rolls are made every day and thus,
1305
(TAKT time)current = = 46.6 min.
28

Considering a customer demand of 15 tons per week, the factory needs to produce
50 rolls per week. Therefore,
1305
(TAKT time)required = = 26.1 min.
50
An increase in TAKT time is absolutely required to meet the demand.
The manufacturing process's overall lead time was estimated to be 6.04 days. The
present state has taken 46 minutes to process in total. Using Process Simulator, the
present state map was transformed into a simulation model. Due to the simulator's
size limitations, the demand was reduced and the mixing process was modelled for
25 work units using an in-process and out-of-process buffer. Due to their quick
cycle rates when compared to operations downstream, painting and sealing
processes have excessively long idle times, according to simulation studies.
Unwanted inventory exists between mixing and extrusion because mixing has a
shorter cycle time and generates 200 kg in a cycle, whereas extrusion utilises 50 kg.
The value stream's processes get daily requirements. However, final goods are only
shipped once every week. As a result, daily needs are not rigorously addressed, and
by the end of the week, both machines and employees must work extra to keep up
with demand. Both resources' efficiency is lowered as a result. The plant's current
output of 1.4 tonnes per day is insufficient to satisfy consumer demand. As a result,
issues with XYZ's current state include:
• Discontinuous flow - Due of the extreme variations in cycle periods, there
is hardly ever a constant flow downstream. Due to the lack of an assistant
for the operator, the extrusion machine does not operate at its maximum
output capacity. 28 rolls were produced during the course of the daylong
process, with a cycle time average of 1302 minutes.
• Idleness - At sealing and printing activities, idle time from both employees
and equipment contributes up to 25% of the shift duration. While the
extrusion process downstream needs 50 kg for one cycle, mixing yields 200
kg in 10 minutes. This causes raw materials to build up, using up time and
space on the shop floor. Nearly all surgeries involve push. Every process in
the value stream has a schedule that will meet the weekly need.
4. Future State map
Several models were developed and simulated to compare outcomes in order to solve
the stated issues in the current situation. Idleness and lengthy cycle times of
downstream operations are the main issues at present. The following modifications to
the state map were suggested:
4.1.There should be no mixing process at all. It can be replaced by two pull systems
inspired by supermarkets. The supplier's raw ingredients are immediately divided
into LDP and LLDP and stored separately. The second supermarket is filled with
the necessary raw ingredients for the day before the extrusion process is started. If
raw material is needed, the extrusion process sends a withdrawal Kanban.
4.2. The two operators are sent to extrusion and packaging as a result of the termination
of the mixing procedure. Extrusion machine's cycle time is now 10 minutes because
it operates at maximum output capacity.
4.3.The pacemaker process is the extrusion process. All downstream processes' cycle
times can be shortened as a result of its shorter cycle time, allowing them to function
at their peak effectiveness.
4.4.In order to maintain the flow, physical pull is added between processes. Operations
near to one another utilise FIFO (First in First out).
4.5.The pacemaker process is scheduled every cycle. Due to this, strict schedule must
be followed by each process upstream thus avoiding overtimes. Modified cycle
times and parameters are listed in Table 2.
 Table 2. Improved components in current VSM
Parameter Current State Future state
TAKT time 46.6 min 26 min
Maximum Cycle Time 12 min 10 min
Minimum Cycle Time 8 min 3 min
Value Added Time 15% 89.85%
Non-Value Added Time 55% 9.54%
Rolls made per day 28 50

The overall idleness of the unit was lowered as the production flow became continuous.
Unwanted inventory between the extrusion and mixing processes was minimised thanks
to the supermarket system. There is a 6-day reduction in the overall lead time. There is
a 26-minute processing time reduction which is the same as the requisite TAKT time.
The errorless implementation of the future VSM will lead to alterations in the primary
components related to VSM to the projected values as mentioned above in Table 2.

5. Conclusion
The report provides a framework for applying VSM to Lean Manufacturing in a specific
enterprise. The company's current state map assisted in identifying the various
inefficiencies or rather 'wastes' in the chosen value stream. Wastes included lack of pull,
underproduction, unnecessary WIP, long TAKT delays, inactivity, and proper
scheduling. Understanding the wastes' underlying sources was made possible by
simulating the existing state map. To cut out non-value-adding operations and generate
a future state map, VSM tools were used. Value-added time as a percentage of overall
lead time grew from 15% to 89.85%. The TAKT time was cut in half, from 46.6 to 26
minutes. Roll production rose to 50 per day. The pacemaker process' cycle time was cut
down, speeding up the entire procedure. In order to meet rigorous demand criteria and
lessen the burden on personnel and machinery, scheduling of work orders was also
implemented. The management of XYZ was given the simulation's findings for
discussion and implementation.

6. References
[1] Marin-Garcia, Juan A., Pilar I. Vidal-Carreras, and Julio J. Garcia-Sabater. "The
role of value stream mapping in healthcare services: A scoping review." International
journal of environmental research and public health 18.3 (2021): 951.
[2] Byrne, Brian, Olivia McDermott, and John Noonan. "Applying lean six sigma
methodology to a pharmaceutical manufacturing facility: A case study." Processes 9.3
(2021): 550.
[3] Deshkar, Adwait, et al. "Design and evaluation of a Lean Manufacturing framework
using Value Stream Mapping (VSM) for a plastic bag manufacturing unit." Materials
Today: Proceedings 5.2 (2018): 7668-7677.
[4] Jagtap, Sandeep, et al. "An internet of things approach for water efficiency: A case
study of the beverage factory." Sustainability 13.6 (2021): 3343.
[5] Palange, Atul, and Pankaj Dhatrak. "Lean manufacturing a vital tool to enhance
productivity in manufacturing." Materials Today: Proceedings 46 (2021): 729-736.