Improvement of Productivity Using Value Stream Mapping

IJSRD - International Journal for Scientific Research & Development| Vol. 2, Issue 08, 2014 | ISSN (online): 2321-0613
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Improvement of Productivity Using Value Stream Mapping
G. M. Gohane1
A. S. Bonde2
C. S. Sable3
1,3
M. Tech Student 2
Assistant Professor
1,2,3
Department of Mechanical Engineering
1,2,3
Yeshwantrao Chavan College Of Engineering, Nagpur, India
Abstract— one of the most appropriate ways to emerge the
productivity for the particular area is through Lean
Manufacturing. Value stream mapping is that lean
manufacturing tool which helps to improve the productivity
for the area through its detailed mapping. It is the visualize
tool which describes the current state map followed by lean
techniques resulting into the final state map that aiming at
reduction of the non-value added activities throughout its
phase. This paper illustrates the review of VSM techniques
and its benefits in machining industry. The purpose of this
paper is to highlight the effective utilization of the VSM
tools for process and productivity improvements.
Key words: Lean Manufacturing, Value Stream Mapping.
I. INTRODUCTION
Lean manufacturing focuses at striving only for customer
value added activities by preventing the non-value added
activities comes into the plays at each of the particular phase
in terms of customer perspective [1]. Working from the
customer’s perspective, who consumes the end products or
services, value can be defined as any action or process that a
customer would be willing to pay for.
Lean manufacturing is a management philosophy
derived mostly from the Toyota Production System (TPS).
TPS is renowned for its focus on reduction of the original
Toyota seven wastes to improve overall customer value, but
there are varying perspectives on how this is achieved to its
best [2]. These seven wastes includes Overproduction,
Defects, Inventory, Inappropriate Processing, Excessive
transportation, Waiting and Unnecessary motion.
A value stream map is said to be an end-to-end
collection of processes or activities involves, that creates
value from the customer’s perspective. A value stream
usually quotes list of things such as people, tools and
technologies, physical facilities, communication channels
and policies and procedures. A value stream is all the
actions i.e. both value added and non-value added, currently
required to bring a product family through the main flows
essential to every product: (a) the production flow
transforming from raw material into the hands of the
customer, and (b) the design flow from concept to launch.
Standard terminology, symbols, and improvement methods
allows VSM to be used as a communication tool for both
internal communication and sharing techniques and results
with the larger lean community[3].
Value stream mapping differs from conventional
recording techniques, as it quotes the information at each
and every stations about station cycle time, uptime or
utilization of resources, setup time, WIP inventory,
manpower requirement and the information flow from raw
materials to finished goods. Value is from the customer’s
perspective and the customer is being the person who
utilizes the output in terms of end product or services. Non-
value-adding is everything done in the process which
contributes no value for the customer but which they are
forced to pay for when they buy the product or service.
In case of internal manufacturing point of view,
there are three types of operation that are to be serviced [4].
These can be distinguished are as follows:
 Non-Value Adding
 Necessary but Non-Value Adding
 Value-Adding
Non-Value adding operation is of total wasteful
activity which never be come to utilized in customer
perspective and hence such operations are called as pure
waste. It is necessary to eliminate these non-value adding
activities completely. These include activities such as
Scrapping, Sorting, Storing, Counting, Moving,
Documentation etc.
Necessary but Non-Value Adding operations may
conclude to be wasteful but these are necessary under the
present work of activities. These may includes walking
larger distance in order to receive parts or components,
unpacking deliveries and transfer tooling form one position
to another position.
A value adding operation involves those activities
which makes the final product or service by the processing
of raw materials and with the help of manual labour; but in
terms of customer perspective. These include valuable
activities such as Machining, Processing, Painting,
Assembling etc.
II. LITERATURE REVIEW
A. Nitin Pandhi and Sanjeev Verma (2012):
In this paper the author made an attempt to identify and
eliminate different types of wastes with the application of
Lean tools in an automotive industry. Gearbox Case
machining has been selected in the paper by considering
issues of high economic value and complicated processing
cycle which results into excessive rework, longer lead time,
and high rejection rate.
According to results found in this paper, Cycle
Time has been reduced from 50 days to 40 days on prorate
basis, as the proposed cycle of movement on workstations
has been reduced by approximate 21%, Number of
Operators involved in, Rejection Rate due to ovality caused
by overheating, waiting time has reduced to a low value.
B. R.M. Belokar, Vikas Kumar, Sandeep Singh Kharb
(2012):
This paper represents the application of Value Stream
Mapping as one of the Lean tools to eliminate waste, and
improved operational procedures and productivity in case of
automobile industry with inner wheel housing as a product
for case study.
Here in this case study inner wheel housing was
chosen because it was most critical product from the point
of view of safety purpose of the customer. There is a lot of

(IJSRD/Vol. 2/Issue 08/2014/023)
scope for study and go for further improvement in the
process to enable higher production rate.
They improved the cycle time of welding process
by introducing a new fixture and a new robot welding
machine and by improving layout of weld shop and by
implementation of milk run also there was reduction in lead
time.
C. V. R. Murugananthan, K. Govindaraj, D.Sakthimurugan
(2014):
This paper focus on the use of the value stream mapping
which reduces waste in manufacturing company. In this case
study which is in casting industry, the production process
path is visualized by mapping the current state value stream
map. After getting the entire process, wastage affecting the
cycle time are identified and its causes analyzed. On the
basis of all this; a future state value stream map was
developed and improvement ideas are suggested.
By applying 5s technique which results in effective
organization of the workplace, reduction of work’s
environment, and elimination of losses connected with
failures and breaks, improvement of the quality and Safety
of work. With the help of VSM in order to remove the non-
Valued activities during manufacturing and also to reduce
manufacturing lead time.
D. Peter Hines, Nick Rich (2013):
Author in this paper, outlined a new typology and decision-
making process for the mapping of the value stream or
supply chain. The typology was based on the identification
of the particular wastes the researcher or company or value
stream members who wish to reduce.
E. Palak P. Sheth, Vivek A. Deshpande, Hiren R. Kardani:
In this paper, author made the implementation of value
stream mapping in automotive industry. A case study was
carried out in Lear Corporation Halol. By using value
stream mapping; the author observed that non-value added
time was reducing by 25.6%. Also, the WIP was reduced
and thereby lead time was reduced by 66.7%.
F. William M. Goriwondo, Samson Mhlanga, Alphonce
Marecha (2011):
Basic aim of this paper was to use the Value Stream
Mapping tool in identifying, quantifying and minimizing
major wastes in a bread manufacturing set-up. This was a
case study of the bread-making process analysis using the
Value Stream Mapping tool. The study was; to use the
Value Stream Mapping tool in troubleshooting waste
generated in Bread Manufacturing and identify ways of
reducing this waste while at the same time increasing the
proportion of the processes that add value to the product.
This was well achieved through the development of the
Future State Map which has an increased throughput of
16%.
G. A. N. M. Karim, A. A. B. Jaafar, M. A. I. Abdullah, M.
Haque, M. Y. Ali, S. A. Azline (2012):
The author in his study conducted on application of VSM in
a metal stamping company which involves the production of
different stamped parts of which the LCD TV frame. With
their work as study, the efficiency of production line was
significantly increased from about 48% to more than 93%
vis-à-vis a reduced batch completion cycle time.
III. WASTE (MUDA)
There were seven wastes identified by Shigeo Shingo as a
part of Toyota Production System [7]. These are listed in the
table 1.
Wastes Description
Overproduction
Producing either in large stocks or too
soon, resulting in adverse flow of
information or goods and excess of the
inventory.
Defects
Frequent errors in documentations,
product quality issues, or adverse
delivery performance.
Inventory
Extra storage and delay of information
or products, resulting in extra cost and
adverse customer service.
Inappropriate
processing
Processes with the wrong set of
toolings, sequencing procedures or
systems, even when a simple approach
may work effectively.
Excessive
Transportation
Excessive movement of work labour,
data sharing or goods resulting in
excessive time, extra effort and
additional cost.
Waiting
Long periods of inactivity for work
labour, data sharing or goods, resulting
in poor flow and longer lead times.
Unnecessary
motion
Adverse workplace management,
resulting in poor ergonomics.
Table 1 Type of Wastes
IV. TYPES OF VALUE STREAM MAPPING
VSM has three types:
A. Process level VSM –
In process level VSM, it ensures the flow of material and
information within a phase or production line.
B. Factory level or door-to-door VSM –
In factory level VSM, it ensures the flow of material and
information within a four walls of a factory
C. Extended level VSM –
Extended level VSM focus on the material and information
flow of several companies [5]
V. VSM METHODOLOGY
The process analysis is carried out by acquiring the list of
information from various enquiries with experts in shop
floor level, labourers and by directly participating in
measuring time for various processes. The various steps in
the VSM methodology are as follows.
 Data Collection
 Current State Mapping
 Application of VSM Tools
 Creating Future State Map

A. Data Collection-
1) Customer Demand:
 What is the product family?
 How many products are required and when?
 How many variety parts are made?
 How many products are dispatched at a time?
 How often are dispatches required?
 What sort of packing is required?
 How much amount of stock does the customer hold?
 Other information like number of delivery points,
delivery windows etc.
2) Information Flow:
 What kind of forecast information is given by the
customer?
 What kind of call-off information is given by the
customer?
 Which department does this information go to in
the firm?
 How long does it stay there before being
processed?
 How do they pass it to as it moves towards
suppliers?
 What sort of forecast information given by
suppliers?
 What sort of call-off information given by
suppliers?
 What order quantities do supplier specify?
3) Physical Flow:
 How many products are wanted and when?
 How many different parts are required?
 How many products are to be dispatched at a
time?
 How often do dispatches occur?
 What sort packing is make?
 How long does it take to dispatch?
 Other information like more number of suppliers
for a given part number?
B. Current State Mapping:
 What kind of scheduling information is used?
 What kinds of work instructions are produced?
 Where is the information and instruction sent
from and to?
 What happens when there are problems in the
physical flow?
C. Application of VSM Tools involves:
Tools Parameters
Process activity
mapping
Identify lead time & productivity
opportunities
Demand amplification
mapping
Volume with respect to Time
Quality filter mapping
Product defects, Scrap defects &
Service defects
Production variety
Funnel
No .of products variant-
manufacturing process path
Value adding time
profile
Value adding & Non-Value
adding costs- Time
Table 2 Vsm Tools
D. Creating Future State Map:
The improvement in the existing flow using various lean
tools which will ultimately help in reducing inventory, lead
time, changeover time and improving productivity comes to
this phase of work.
VI. VSM TOOLS APPLICABILITY
Each of VSM tools is not equally applicable to any of the
wastes. These are based on the kind of wastes and in which
point of area we are applying at. The defining
approximation weights are as shown in table 3 [7]:
Wastes/
Structure
VSM Tools
Process
Activity
Mapping
Supply
Chain
Response
Matrix
Production
Variety
Funnel
Quality
Filter
Mapping
Demand
Amplification
Mapping
Decision
Point
Analysis
Physical
Structure
(Volume
& Value)
Over-
production
Lower Moderate Lower Moderate Moderate
Waiting Higher Higher Lower Moderate Moderate
Excessive
Transportation
Higher Lower
Inappropriate
processing
Higher Moderate Lower Lower
Unnecessary
inventory
Moderate Higher Moderate Higher Moderate Lower
Unnecessary
motions
Higher Lower
Defects Lower Higher
Table 3: APPLICABILITY OF VSM TOOLS
VII. CONCLUSION
Value Stream Mapping works to be an effective tool in
order to improve and gather the information at each and
every stations about station cycle time, uptime or utilization
of resources, setup time, WIP inventory, manpower
requirement and the information flow from raw materials to
finished goods. VSM works in any of the sector such as
hospitability, manufacturing, service industry, automobile,
machining and casting industry etc.
REFERENCES
[1] Nitin Pandhi and Sanjeev Verma, “Value Stream
Mapping in an Automotive Industry”, International

Journal of Current Engineering and Technology,
ISSN 2277-4106, September 2012.
[2] R.M. Belokar, Vikas Kumar, Sandeep Singh Kharb,
“An Application of Value Stream Mapping In
Automotive Industry: A Case Study”, International
Journal of Innovative Technology and Exploring
Engineering (IJITEE), Volume-1, Issue-2, July
2012.
[3] V. R. Murugananthan, K. Govindaraj,
D.Sakthimurugan, “Process Planning Through
Value Stream Mapping In Foundry”, International
Journal of Innovative Research in Science,
Engineering and Technology, Volume 3, Special
Issue 3, March 2014.
[4] Peter Hines, Nick Rich, “The seven Value Stream
mapping Tools”, International Journal of Operations
& Production Management, vol.17, iss: 1 pp 46-64,
2013.
[5] Palak P. Sheth, Vivek A. Deshpande, Hiren R.
Kardani, “VALUE STREAM MAPPING: A CASE
STUDY OF AUTOMOTIVE INDUSTRY”,
International Journal of Research in Engineering and
Technology, eISSN:2319-1163 pISSN:2321-7308.
[6] Pravin Saraswat, Manoj Kumar Sain, Deepak
Kumar, July 2014, “A Review on Waste Reduction
Through Value Stream Mapping Analysis”,
International Journal of Research, vol 1 issue 6, July
2014.
[7] Professor Peter Hines, David Taylor, “Going Lean”,
January 2000.
[8] William M. Goriwondo, Samson Mhlanga,
Alphonce Marecha, “Use of the value strem
mapping tool for reduction in manufacturing. Case
study for bread manufacturing in Zimbabwe”,
International conference on Industrial Engineering
and Operations Management Kuala Lumpur,
Malaysia, January 2011.
[9] A. N. M. Karim, A. A. B. Jaafar, M. A. I. Abdullah,
M. Haque, M. Y. Ali, S. A. Azline, “Applying Value
Stream Mapping For Productivity Improvement Of
A Metal Stamping Industry”, Advanced Materials
Research, October 2008.

Improvement of Productivity Using Value Stream Mapping

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