Q1. Comment on the value stream mapping used in the case study for Lean Implementation.

Q2. What are the tangible and intangible benefits that ABC Ltd company got from VSM?

324 PART 2 DESIGNING OPERATIONS CASE STUDIES and delivery tory at raw material stores. tory ing workers , supervisors , engineers and top management. The existing stage of crank shaft gear line manufacturing is mapped with the help of VSM process symbols for produc- planning department of ABC Ltd. Then planning depart- ment sends its requirement to different suppliers manually or tool. ser Value Stream Mapping (VSM) for Lean Implementation in Indian firm To track hourly demand, a kanban system is proposed as helps to foster proper information flow regarding demand ABC Ltd is located near Patiala, Punjab (India) and deals It is expected that kanban system brought the necessary with manufacturing of sophisticated processed compo. nents to meet the maintenance need of diesel traction fleet Electronic information flow is proposed for the suppliers of Indian railways. It was established in 1982 covering an of ABC. It helped in reducing order quantity and we area of 47,000 sq.m and annual turnover is approxide . In order to match station cycle time with TAKT we milling machine should be changed with nitrided cutter. step milling station, it was proposed that the cutter At vertical turret lathe for chamfering operation, tivity Improvements. Demand comes from the customers to ccmented carbide tool is recommended in place of the HSS by electronic media. ABC Ltd. keeps raw material inventory * material If the proposed changed are implemented, the benefits will be of 15 days in their store, material moves from raw store to finished items store through a number of processes/ as follows: machines like face grindicg on RS grinder, drilling-tapping- - Work in process inventory will be reduced from 345 to 10 - Production lead-time will be reduced from 53.31 days on drill , deburing-bolting, chamfering, hug hole drilling, bore (53 days, 7 hours and 28 minutes) to 4.11 days (04 days, grinding, identification marking and quality chockup. hob- bing and quality checkup, grinding checkup. hours and 38 minutes) height maintained on R S grinder, key way cutting, benching, Processing time will also be reduced from 1702 minutes deburing, shot pinning and inspection. All the data for cur- (28 hours and 22 minutes) to 1,665 minutes (27 hours and rent state map were collected with the consultation to work 45 minutes). ers, supervisors, engineers and managers. The mapping was High demand at ABC will be easily achievable with reduc done with pencil and paper using various process symbols of tion in both WIP and finished goods inventory in the suy VSM to visualize the flow of material and information as a ply chain. product lakes its way in manufacturing line. The timeline at the bottom of the current value stream All these proposed changes will lead to a significant cost map has two components. The first reduction at ABC, and hence it will also help in reducing is value-added time or second component is overall costs in the supply chain processing time. Value-added time is calculated by adding the processing time for each reach process in in the value stream. The cycle time for each is the average cycle time, which is determined by Adapted from Bhim Singh and S.K. Sharma (2009), Value stream using actual data from the company. This current map pro- mapping as a versatile tool for lean implementation: An Indian case vides a picture of existing positions and guide about the gap study of a manufacturing firm, Measuring Business Excellence, areas. It helps to visualize how things would work when some improvements changes are incorporated. The gap area in the and quality tion lead time and second come first component is the produc- Vol. 13, No. 3, pp. 58-68. Discussion Questions existing state results in a road map for improvement. For the analysis of existing status, a few assumptions are made. Based on the analysis after data collection the following changes were suggested in the process. Store persons were asked to fulfil hourly demand instead of supplying shifi-wise. A high degree of information flow and coordination is required to fulfil hourly demand. 1. Comment on the Value Stream Mapping used in the case 2. What are the tangible and intangible benefits that ABC L:d study for Lean Implementation. Company got from VSM? Scanned with CamScanner