THE APPLICATION OF LEAN MANUFACTURING FOR OPERATION

IMPROVEMENT USING VSM

AT 
ELMAC FOODS LLP.

Sandipan Samuel Das

MBA

School of Business and Management

CHRIST
 Introduction
This project discusses about the application of lean manufacturing in pickle
manufacturing organisation, Elmac.

The research was conducted at the Chutney production line to find the wastes that
occur in the production process of the mango chutney.

The study was conducted over a week to improve operations in the manufacturing
plant by applying lean manufacturing to identify areas of overlap and delays, as well
as the challenges faced by them.
 Company Profile
 In 1948, Mr. Narayanji J. Thacker a humble trader in
dry fruits and nuts laid the foundation of Thacker
Group of Companies.
 Elmac is a B2B supplier to customes around the
world.
 PRODUCTS OFFERED
 Chutneys
 Pickles
 Pastes/curries
 Sauces
 Canned / bottled vegetables
 Canned / bottled fruits
 Preserves in brine
 Juices / pulp
 Jams
 Cordial / squash & syrup
 Problems Identified
 Longer cooling time in the production of the mango chutney

 Higher lead time in flavour maturation after cooling the chutney.

 Blanching, Cooking, Cooling, Storing and Filling and Packaging occurs at

different sections of the plant which leads to longer lead time in transportation of
the raw, cooked and semi-cooked products. This is a layout problem but due to
limited infrastructure the layout issue is hard to be mitigated.

 Use of human labour for doing repetitive tasks such as skinning of the raw fruits
and vegetables, picking up pulp from 100kg jars for sorting.
 Objectives
 Value Stream Mapping

 It is a way a business delivers value through a sequence of steps.

 The steps when mapped for value creation and delays between steps (value vs.waste) format
helps us to eliminate waste and gain quicker feedback and value delivery for business and
customers.
 The purpose of the map is to expose opportunities and help prioritize.
 The “value” in value stream mapping is simply anything a customer would consider worth
having.

 There are four objectives in this project:

a) To collect the data and analyze the current production flow.

b) To create the current state mapping by using the VSM method.
c) To analyze the current state mapping for creating future state mapping
d) To propose the improvement plan.
 Methodology
 VSM includes a step by step approach to transform a current manufacturing state into a lean future
state.
 It is done by visually separating value added from non-value adding activities.
 The steps are:
1. Mention all the operation or steps of job.
2. Create a cumulative chart for that specific style.
3. Measure the time required for each single step of job operation by time study.
4. Identify the non-value added activity.
5. Separate the each non value added time and make sum.
6. Calculate each value added activity time.
7. Identify the proportion of value added and non-value added.
8. Create the target flow chart by eliminating non value added.
 Detail description of the project

 The product in production is

Mango Chutney
 It is made up of 45% Mango
chunks and pulp, 55% acetic acid
and sugar syrup.
 An average monthly requirement
by the customer is around 60,000
kg
 Special packing of 290 kg, 300gm,
40kg product in special packaging
is available
 The daily demand is 2000 kg
Current State Mapping
Process Information
Preprocessing Automatic process with 1 operator as well as human driven activities
Cycle time: 105 minutes
Changeover time: 10 minutes
Batch: 2
Observed inventory: 2800 kg
Reliability: 100 %

Blanching It is automatic process with 1 operator for checking

Cycle time: 8 minutes
Changeover time: 5 minutes for cleaning
Batch: 1
Observed inventory: 2000 kg
Reliability: 95%

Cooking It is automatic process with 1 operator for checking

Cycle time: 15 minutes
Changeover time: 30 min for cleaning
Batch: 1
Observed inventory: 2000 kg 1300kg
Reliability: 100%

Cooling It is automatic process with 1 operator

Cycle time: 1 hours
Changeover time: 3 days (stored for maturation)
Batch: 1
Observed inventory: 2000 kg
Reliability: 90%

Filling It is a semi-automatic process with 1 operator for checking

Cycle time: 1 hr
Changeover time: 3 minute
Batch: 1
Observed inventory: 290kg 2 drums in hr, 300 gm 2500-3000 bottles in an hr.
Reliability: 70%

Packaging & The shipping department receives product

Labeling Labeling is done in an automatic process
Packaging is done in containers
Dispatched
Inference - Current State Mapping
 The Calculations taken into consideration were: Process Process Machine Changeover Observed Observed

1. Inventory Lead Time = observed inventory / daily Time reliability Time (min) inventory inventory

demand (min) (%) (kg) (days)

2. Takt Time = available production time / daily demand PRE-PROCESSING 105 100 10 2800 1.4
BLANCHING 8 95 5 2000 1
 By analysing the current value stream map, COOKING 15 100 30 2000 1
1. Total production lead time is found to be 4371 minutes. COOLING 60 90 3 days 2000 1
2. Total processing time or the value added time is 308 FILLING 60 70 3 4000 2
minutes. PACKAGING & 60 100 3 4000 2
3. Process efficiency = Processing time / Production lead LABELING
time × 100
4. Here, Process efficiency is 7.04%. From the Current state mapping, out of the 7 MUDA the three
5. 7% is value added time major causes of inefficiency were:
6. the rest 93% is non-value added time in inventory storage 1. Waiting
for maturation and transportation. 2. Transport
3. Unnecessary inventory
Future State Mapping
 The capacity and process time of following processes are
improved:
1. Pre-processing
2. Filling
3. Cooling
4. Packaging & Labelling

 The inventory stored before each process is reduced.

 The collection tank for cooling and storage tank with bigger
capacity is installed.

 The transportation of product from pre-processing to cooking,

cooling, storing and packaging occurs in different plant. This
layout if changed will yield more.

 By analyzing the future map,

1. total production lead time is found to be 2924 minutes.
2. The total processing time or the value added time is 253 minutes.
3. Here, Process efficiency is 8.65%.
4. 9% is value added time
5. the rest 91% is non-value added time in inventory storage and
transportation.
 Findings
Capacity Analysis of Current State Capacity Analysis of Future State
Map Map
PROCESS PROCESS TIME PERCENTAGE LEAD TIME PROCESS PROCESS PERCENTAGE LEAD TIME
34.09% TIME
PREPROCESSING 105 10
PREPROCESSING 95 37.54% 5
BLANCHING 8 2.59% 5
BLANCHING 8 3.16% 5
COOKING 15 5.92% 30
COOKING 15 5.92% 30
COOLING 60 19.48% 3 days
COOLING 45 17.78% 2 days
FILLING 60 19.48% 3
FILLING 45 17.78% 2
PACKAGING & 60 19.48% 3
PACKAGING & 45 17.78% 2
LABELING
  4371 minutes LABELING
TOTAL 308 minutes   2924 minutes
TOTAL 253 minutes

Comparison between production lead times of current and future state map
State Map Production lead time Process Efficiency(%)
(minutes)
Current 4371 7.04%
Future 2924 8.65%
 Recommendations
 The transportation and waiting of inventory in the plant needs to be
eliminated by changing the layout and using connected pipeline system
and operating using computerised system
 More efficient cooling equipment can be installed with increased capacity
and regular maintenance must be done to decrease the lead time.
 Installation of pump in pre-processing activities which would remove
human interactions thereby decreasing delay and increasing efficiency.
 Increasing the capacity of the cooling chamber.
Certificates and Formats.
Annexure 2 – Weekly Report Format
TO BE SUBMITTEDFrom BY THEToSTUDENT TO THE FACULTY MENTOR
(Date) Week Project Particulars Service learning impact
Name of the Student:
(Date) SANDIPAN SAMUEL DAS
Specialization: 06.09.21 LEAN OPERATIONS
06.09.21 01 ANDtheSYSTEMS
Visited plants and Identification of the problem in the
Register No: 2027402 studied the processes production processes and selecting the
Name of Organization: ELMAC FOODS LLP going on in the plant. right tool to approach the problems.
Place: HOWRAH, WEST BENGAL  
Signature of the Student:
04.10.21 05.10.21 02 Collected the data on This helped to develop the method to
the production approach the problem using time and
processes and identified motion study and use Value stream
the issues in chutney mapping to find the non-value added
plant to work on. activities.
 

06.10.21 08.10.21 02 Time study and motion This was used to gather data and
study is done to get the develop the current state map from
exact data required in where the non-value added activities
the processes of the were identified and future state
mango chutney line. mapping was developed.
 

08.10.21 09.10.21 02 Future state mapping Future plans of process improvement

was developed and and service development was ideated.
recommendations were  
discussed.
         
 

Name of Faculty Mentor and Signature: PADMANABH B.

Annexure 4
REPORT ON IMPACT OF SCP
TO BE SUBMITTED BY THE STUDENT TO FACULTY MENTOR
1. Name of the Student: Sandipan Samuel Das Register No:2027402
2. Specialization : LOS
3. Name of Organization :Elmac Foods LLP Place: Howrah, WB
4. Project Start Date: 06.09.21 End Date: 09.10.21
Brief of work done: The project was conducted at Elmac Foods LLP to identify the wastes that occur in the production processes of the mango chutney line.
By applying lean tools such as value stream mapping to identify the non value added activities by looking through the areas of overlap and delays and prescribe ways to eliminate them.
Objective: 1. Collect data 2. Analyse current state 3. Use VSM 4. Mapping of the Future state 5. Propose plans to eliminate the bottlenecks.
Signature of the Student:
Ideas Suggested Ideas accepted Ideas implemented Expected Impact of ideas accepted Measurement of Impact done (if
any)

Pull system must be implemented before the start of Yes Planned for the next five years This would lead to inventory being supplied  
production at the pre-processing level. according to demand.  

Changing the layout and using connected pipeline Yes Planned for the next five years The transportation and waiting of inventory in  
system and operating using computerised system the plant can be eliminated  

More efficient cooling equipment can be installed Yes Planning Stage It will decrease the lead time in cooling the  
with increased capacity and regular maintenance must chutney.  
be done.

Installation of pump in pre-processing activities Yes Planning Stage This would remove human interactions  
thereby decreasing delay and increasing  
efficiency.
Name of Faculty Mentor and Signature: PADMANABH B.

Increasing the capacity of the cooling chamber. Yes Planning stage This would decrease the lead time in cooling.  
 
Thank You