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OPTIMISING THE PRODUCTION

PROCESS OF EXPORT

COMPONENTS IN ROOTS CAST PVT

LTD.

A PROJECT REPORT

Submitted by

SRIDHAR V

Register No: 098001123096

in partial fulfillment for the award of the degree

of

MASTER OF BUSINESS ADMINISTRATION

SRI KRISHNA COLLEGE OF ENGINEERING AND TECHNOLOGY,

COIMBATORE641 008

ANNA UNIVERSITY OF TECHNOLOGY, COIMBATORE

JUNE 2011


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SRI KRISHNA COLLEGE OF ENGINEERING AND

TECHNOLOGY, COIMBATORE641 008

MASTER OF BUSINESS ADMINISTRATION

PROJECT WORK

JUNE 2011

This is to certify that the project entitled

OPTIMISING THE PRODUCTION PROCESS OF EXPORT

COMPONENTS IN ROOTS CAST PVT LTD.

is the bonafide record of project work done by

SRIDHAR.V

Register No: 098001123096

of MBA during the year 2010-2011.

------------------------ ---------------------------

Project Guide Head of the Department

Submitted for the Project Viva-Voce examination held on

----------------------------- ----------------------------

Internal Examiner External Examiner


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DECLARATION

I affirm that the project work titled OPTIMISING THE PRODUCTION PROCESS

OFEXPORT COMPONENTS IN ROOTS CAST PVT LTD being submitted in partial

fulfilment for the award ofMASTER OF BUSINESS ADMINISTRATIONis the original

work carried out by me. It has not formed the part of any other project work submitted for

award of any degree or diploma, either in this or any other University.

Sridhar.V

098001123097

I certify that the declaration made above by the candidate is true

Signature of the Guide,

Mrs.V.Kalyani

Assistant Professor


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ACKNOWLEDGEMENT

The list of people, who made this project a reality, is very large one. I take this

opportunity to try and identify each and every one of them and thank for their valuable and

generous contribution.

To begin with, I offer my humble thanks at the sacred feet of the Almighty; the

creator whose will was to make this project a great success.

I express my deep and sincere heartfelt gratitude to MR. K. RAMASAMY,

CHAIRMAN, ROOTS INDUSTRIES INDIA LTD. For giving me the opportunity to carry

out the internship in this esteemed organization.

I also take the privilege in thanking, DR. KAVIDASAN, HR HEAD, ROOTS

INDUSTRIES INDIA LTD., MR. N. SAMPATHKUMAR, SR. MANAGER,

TRAINING & DEVELOPMENT ROOTS INDUSTRIES INDIA LTD, MR .JAMES

BASKAR & MR.PREM KUMAR, ROOTS CAST PRIVATE LIMETED, MR.

SENTHIL GANESH, HPED, ROOTS INDUSTRIES for their support and guidance in

carrying out the project.

I take this opportunity to thank first the Principal of our collegeDr. S. SUBRAMANIAN, B.E., M.Sc.(Engg.)., Ph.D., for giving the permission to carry out

the project work. I am pleased to thank my guide, MRS. KALYANI,

SRI KRISHNA SCHOOL OF MANAGEMENT, for her guidance throughout the course

of project.

I would like to thank my family members and friends for their blessings and

encouragement to complete this work.


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TABLE OF CONTENTS

CHAPTER NO TITLE PAGE NO

Abstract ii

1

Introduction 1

1.1. Introduction to study 11.2. Company profile 2

1.3 Statement of problem 11

2

Objectives and Scope of study 13

2.1 Objectives of research 13

2.2 Scope of research 13

2.3 Key Assumptions 13

3

Review of Literature 15

3.1. Introduction 15

3.2. Lean Manufacturing 16

3.3. Lean Manufacturing Principles 17

3.4. Lean Manufacturing Goals 19

3.5. Value Stream Mapping 19

3.6. Value Stream Mapping and Process Flows 21

3.7 Value add versus Non-Value add analysis 22

3.8 Lean thinking 24

3.9 Lean Six Sigma 25

3.10 Sources of Waste 25

4

Research Design and Methodology 28

4.1 Introduction 28

4.2 Tools used in this research 28

5

Current State mapping 35

5.1 Inference 36

6

Implementation of Future State Map and

Improvements

37

6.1 Comparison between Current and Future state maps 37


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6.2 Future State Mapping 42

7

Findings and Suggestions and Conclusion 43

7.1. Suggestions 43

7.2. Findings 43

7.3 Summary of Research 44

7.4 Benefits brought by the research 44

7.3 Conclusion 45

Bibliography 46


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LIST OF FIGURES

S.No Particulars Page No

3.1.1 Goals and their level of abstraction 15

5.1 Current state mapping- Adapter 32

5.2 Current state mapping- Faden 33

5.3 Current state mapping- Largershitten Double 34

5.4 Current state mapping- Housing F Unloader 35

6.1 Future state mapping- Adapter 38

6.2 Future state mapping- Faden 39

6.3 Future state mapping- Largershitten Double 40

6.4 Future state mapping- Housing F Unloader 41


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CHAPTER 1

INTRODUCTION

1.1INTRODUCTION TO STUDY:The business environment has changed during the last ten years. It seems no industry is

immune to the direct or indirect consequences of global competition. For many organisations,

obsession with quality and productivity is evident. Very few organisations take into

consideration the following:

Production of item which are not needed Mistakes in processes which require work Steps in production process which are not actually needed Movement of employees and transportation of goods from one place to another

without any purpose

A group of employee downstream who are standing without any work to performAs much as 60% of operations in a manufacturing business do not add value to the

product and customer.

World class organisations tend to invest on sophisticated technology with the intention of

saving costs. This form of cost saving only applies to reduce labour cost, which is a short

term solution to the problem of inefficiency.

In this day and age, managers are forced to think lean. Some organisations especially in the

manufacturing industry, have decided to implement lean six sigma which has the following

benefits:

Helps the organisation become more profitable by cutting costs, improving deliverytime, reducing inventory and increasing customer satisfaction.

Develop valuable job skills such as decision making, problem solving and teamwork. Makes the workplace better by getting rid of waste.

Roots casting focuses on die casting, will be briefly discussed, depicting the problem that

they are now facing. The main problem will be identified and addressed by this study.


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This will be done by identifying the sub-problems, establishing and confirming the key

assumptions, conducting literature studies and implementing the philosophies and principles.

This study is aimed at answering the question of how value stream mapping will be used to

add value to bottom line of roots castings and eliminate all non-value adding activities in the

process flow of refurbishing rolling stock.

1.2COMPANY PROFILE:

Roots-Group of Companies

NAME OF THE COMPANY PRODUCT/SERVICE

1 Roots Industries Ltd. Electric horns

2 Roots Auto Products Pvt. Ltd. Air horns, switches &

controllers

3 Roots Multi clean Ltd. Industrial cleaning equipment

4 Roots Cast Pvt. Ltd Aluminium and Zinc pressure

die cast

5 Roots Precision Products Dies, tools, jigs & fixtures

6 Roots Digital Services Pvt. Ltd. Digital Engineering Services

7 Roots Metrology Laboratory Instrument calibration,

quality system and

consultancy

8 Roots Polycraft Plastic components

9 RK Nature Cure Home Nature cure therapy, yoga

and massages

10 Crystal Clean Care Range for modern cleaning

techniques


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Roots Auto Product Private Limited:

Roots Air horns ensures a smooth and safe passage of thousands to heavy vechiles on

the move.

Roots Auto Products limited (RAPPL), the largest supplier of Air horns in India caters

to the needs of several OEMs : Ashok Leyland, Caterpillar India and JCB Escorts. Roots air

horns also finds a place of pride in passenger vechiles, trucks, earth moving equipment, etc.

Roots air horns are exported to countries in North America, Europe, Middle East, Africa

and SAARC region.

Roots Multi Clean Limited:

RMCL is situated in the suburbs of Coimbatore, is a joint venture with Hako Werke

Gimbh & Co., Germany. It commenced manufacturing of cleaning equipment in early 90s at

its modern factory located amidst natural greenery. RMCL is the sole representative of Hako

Werke Gimbh & Cos entire range of cleaning equipment for India and SAARC countries.

To improve and facilitate a better service to its customers, RMCL has established

regional offices in all metros and a huge dealer network in bigger Cities and States. The

superior quality products and the added advantage of good sales and after sales service has

established the company as the companys largest manufacturer of floor cleaning equipment.

Roots Cast Private Limited:

Roots Cast Pvt. Ltd., (RCPL) formally known as Aruna Auto Casting Pvt. Ltd., was

established in 1984 to meet the captive requirements of Roots group. With its ever probing

eye on the needs of the market, the company in the late 80s expanded its operation to

manufacture High Pressure Die Cast Aluminium and Zinc components to the extracting

needs of various customers in Automobile and Textile Industry with a high degree of

Quality and Perfection.

RCPL now has established itself a major player in the die cast component

manufacturing thanks to the expertise built in the core activities like tool design, tool making


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and pressure die cast component manufacturing. RCPL supplies machined castings and sub

assemblies as per customer requisitions.

Roots Precision Products:

Roots Precision Products was established in 1987 to address the in-house tooling needs

of the diverse industries in Roots group. Owing to continuous improvement and investment

into better resources, the company had become self-sufficient. It is catering to the needs of

various Industries RPP acts as a one-stop solution for tooling and precision machining.

Roots Digital Services Private Limited:

Roots Digital Engineering Services Private Limited specializes in offering cutting edge

engineering services that include Computer Aided Design and Computer Aided

Manufacturing with emphasis on product development technology. Companies that look for

digital engineering expertise use our services as a strategic tool to maximize their business

impact. Roots Digital specializes in New Product Development. Skills to develop concepts,

designs and prototype products, manufacturing fixtures, test equipment are assets on which

the business is built. The Company handles both Product Engineering Design and Product

Industrial Design.

Metlab:

Roots state-of-the-art Metrology Laboratory is a comprehensive calibration centre in

the South India that offers mechanical, electrical, torque, pressure and vacuum calibration

instrumentsall under one roof. The expertise of the laboratory has attracted the renowned

Public and Private Sector undertaking.

Roots Polycraft:

Roots Polycraft (PC) was established in 1988 to manufacture precision plastic

components. It is equipped with latest microprocessor injection moulding machines to

maintain consistent process parameters. Over the years, Polycraft has gained skills and

unique techniques to manufacture small and medium size components for Automotive,

Pump, Textile, and Medical Industries besides meeting the captive requirements of Roots


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Group. Being fully equipped to provide the best service, Polycraft has satisfied customers

who have helped augment its technological advances.

The Company's commitment towards the customer is demonstrated with quality products

and service. This has resulted in continuous growth and product diversification. The process

is closely monitored with proven techniques to obtain consistently good quality parts.

1.2.1 ROOTS -VISION STATEMENT:

We will stand technologically ahead of others to deliver world-class innovative products

useful to our customers. We will rather lose our business than our customers' satisfaction. It is

our aim that the customer should get the best value for his money.

Every member of our company will have decent living standards. We care deeply for our

families, for our environment and our society. We promise to pay back in full measure to the

society by way of selfless and unstinted service.

1.2.2 QUALITY:

They are committed to provide world-class products and services with due concern for the

environment and safety of the society.

This will be achieved through total employee involvement, technology up gradation, cost

reduction and continual improvement in

-Quality of the products and services-Quality Management system-Compliance to QMS requirements

Quality will reflect in everything we do and think

-Quality in behavior-Quality in governance-Quality in human relation


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Quality - An All Pervasive Entity

Roots is committed to manufacture customer-centric and technology-driven products on

par with international quality standards. For example, the horns manufactured undergo a

rigorous life-cycle test and are subjected to an endurance of over 200,000 cycles of

performance while the industry norm requires only 100,000.

Roots believe in a quality culture that goes beyond just products. Equal emphasis is given

to quality in human relation and quality in service. Roots in its journey towards Total Quality

Management have reached important milestones: ISO 9001, QS 9000, VDA 6.1, ISO/TS

16949 and ISO 14001 Certification, presently in the process of obtaining NABL accreditation

for our Metrology lab. The Group's TQM policy has a well-integrated Quality CircleMovement with active employee participation at various levels.

1.2.3 ENGINEERING:

The Engineering Research Centre (ERC) is involved in the continuous improvement and

enhancement of design to increase performance and reliability. The ERC functioning under

three distinct heads cater to the needs of Roots Industries, Roots Multiclean and Roots Auto

Products.

Though there is a three-pronged operational ethos, the ERC is integrated and meshed

seamlessly with one single objective: that of design research and performance monitoring.

Through extensive product engineering, the ERC cell of ROOTS achieves the following:

- Designing and developing new products with customer focus.

- Conducting required tests to ensure product reliability.

- Initiating necessary corrective and preventive action for ensuring peak

performance

- Fine-tuning products with available components to satisfy customer

requirements


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The ERC consists of the best talent that includes engineering graduates, ITI brains and

design engineers. The team works with top-notch tools like

- Proe2000i2 - for solid modelling- AutoCAD 2000 - for Drafting- CorelDraw V 8.0 - for Graphical Applications

1.2.4 PEOPLEVALUABLE ASSET:

Roots has a strong people-oriented work culture that can be seen and felt across all its

member concerns. Whether they work in group or in isolation, their effort is well appreciated

and achievements well rewarded. They have a sense of belonging and they revel in an

environment of openness and trust. Cross-functional teams function as one seamless whole

and foster the true spirit of teamwork.

Roots as a learning organization systematically train its employees at all levels.

Conducted in-house, the training programmes equip them to meet new challenges head on.

Employees are encouraged to voice their feelings, ideas and opinions. There is a successful

suggestion scheme in operation and best suggestions are rewarded.

Lasting relationship will evolve only when people know that their work is valued and that

they contribute meaningfully to the growth of the organization. At Roots, people across the

group companies, through interactions at workshops and seminars, get to know each other

individually, share their common experiences and learn something about life.

Personal Culture

The management has been encouraging and promoting a very informal culture, "Personal

touch", sense of belonging, enabling employees to become involved and contribute to the

success of the company. The top management also conscientiously inculcates values in the

people.


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Work Environment

Special and conscious efforts are directed towards housekeeping of the highest order.

Renovation and modernization of office premises and office support systems are carried out

on an ongoing basis.

Training

Roots believe in systematic training for employees at all levels. As a part of the

Organizational Development efforts, training programmers are being conducted in-house, for

employees at all levels. In addition, staffs are also sponsored for need based training

programmers at leading Management Development Institutes.

Total Quality Management

Customer Focus is not merely a buzzword but it has become an important factor of every

day work and has got internalized into the work environment. There is an equal emphasis on

internal customer focus leading to greater team efforts and better cross-functional

relationship.

Quality Circle Movement

To ensure worker participation and team work on the shop-floor, Roots Industries India

Ltd has a very effective Quality Circle Movement in the organization. As on today Roots

Industries India Ltd has 3 operating Quality Circles having 24 members and some of them

have won awards at different conventions and competitions.

Through interaction with workmen in these sessions, a process of 2-way communication

has been initiated and valuable feedback has been received on worker feelings, perception,

problems and attitudes. Simultaneously management has communicated the problems faced

by them and the plans to overcome these problems.

1.2.5 ROOTSPRODUCT RANGE:

Roots Industries specializes in the manufacture of a wide range and line-up of automobile

horns. Roots is a leading supplier to all the major vehicle manufacturers like Ford, Daimler


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Chrysler, Mitsubishi Lancer, Mahindra & Mahindra, Toyota, Tata Motors, Fiat Uno and

Siena, TELCO, TVS Motor Company, Kinetic Honda, etc.

Roots Industries India Ltd places a premium on original technology and innovation. Roots'

indigenous talent has kicked off a spree of growth unmatched in the history of automobile OE

manufacturers.

1.2.6 GLOBAL ALLIANCES FOR COMPETITIVE ADVANTAGE:

Roots is a leading Original Equipment supplier to major vehicle manufacturers like

Mercedez Benz, Mitsubishi, Mahindra & Mahindra, Toyota, Fiat, TELCO, Harley

Davidson, Navistar etc. The ever demanding requirements of Customer Satisfaction has

strengthened the R & D activities and increased Roots technical competence to international

standards.

Roots Multiclean Ltd. (RMCL) is a joint venture with Hako Werke GmbH & Co.,

Germany, one of the largest cleaning machine manufacturers with global operations. RMCL

is the sole representative in India and SAARC countries for Hako Werke's entire range of

cleaning equipment. The quality of RMCL products is so well established that Hako buys

back a major portion for their global market.

RMCL also represents several global manufacturers of cleaning products and is

gearing itself up to provide customized, total cleaning solutions.

1.2.7 MILESTONES:

1970 Promotes American Auto Service for manufacture of Electric Horns.

1972 First to manufacture Servo Brakes for Light Motor Vehicles.

1984 Roots Auto Products Private Limited was established to manufacture Air Horns.

Die Casting Unit commences commercial operations.

1988 Polycraft, a unit for Plastic Injection Moulding was established.

1990 Roots Industries India Ltd takes over Electric Horn business.


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1992 RMCL enters into Techno-Financial collaboration with M/s. Hako Werke GmbH, Germany.

1992 Roots Industries India Ltd obtains the National Certification - ISI mark of quality.

1994 Production of floor cleaning equipment commences. Roots Industries India Ltd wins American

International Quality Award.

1999 Becomes the first horn manufacturer in Asia to obtain QS 9000

2000 Becomes the first horn manufacturer in Asia to obtain VDA 6.1 and the first in the world to win

ISO / TS 16949

2000 The first to introduce digitally controlled air horns and low frequency, low decibel irritation free

Jumbo Air Horns.

2003 Roots Industries India Ltd., Horn Division is accredited with ISO 14001 : 1996

2003 Roots Industries India Ltd., upgraded its ISO / TS 16949 from 1999 version to 2002 version

2004 Roots Industries India Ltd (RIL) opens its 100% exclusive Export Oriented Unit at their Horn

Division, Thoppampatti, Coimbatore to cater the needs of Ford North America.

2004 RIL's EOU commences its supplies to Ford, North America

2004 Roots Multiclean Limited (RMCL) inaugurates its 100% EOU Plant at Kovilpalayam,

Coimbatore

2004 Roots Cast Private Limited (RCPL) inaugurates its Unit II at Arugampalayam, Coimbatore

2004 Roots Auto Products Pvt Ltd (RAPPL) expands with its Machining Division at Arugampalayam,

Coimbatore

2004 RIL successfully launches its Malaysian Plant

2004 The group company American Auto Service is accredited with ISO 9001 : 2000

2005 Roots Industries India Ltd., is certified with MS 9000, a pre-requisite for Q1 award for Ford

Automotive Operations Suppliers. Focus on Systems and Processes

2005 Roots Metrology & Testing Laboratory has been accredited by National Accreditation Board for

testing & calibration in the field of MechanicalLinear & Angular

2005 Roots Industries India Ltd., is awarded Q1 by Ford Motor Company

2005 Roots Industries India Ltd., Horn Division upgraded its ISO : 14001 from 1996 version to 2004


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1.3 STATEMENT OF PROBLEM:

Global competition is based on reduced waste, good product quality, efficiency and

cost reduction. Toyota in Japan was the first manufacturing company to develop and apply

lean manufacturing practices through Toyota production systems.

Lean manufacturing is a manufacturing strategy that seeks to attain a high level of

throughput with a minimum of inventory. One of the prime focuses of lean manufacturing is

to reduce waste by eliminating what does not add value to the bottom line of the organization.

Lean six sigma was subsequently introduced as another wing of lean manufacturing.

It focuses mainly on delighting the customer by meeting and exceeding product quality and

speed of delivery and in so meeting the organizational goal.

Value stream mapping is a combination of lean manufacturing and lean six sigma.

Value stream mapping is a method of visually mapping the flow of raw materials through all

the manufacturing process until final product stage. Value stream mapping has the following

benefits:

Helps to visualize the production process at plant level and not just the process. It is aholistic concept.

Helps one see the source of waste in the organization. It shows the linkage between information flow and material flow. It forms the basis of the implementation plan and serves as a point of departure in the

improvement of manufacturing processes.

It ties together lean concepts and other manufacturing techniques to enableimprovements that are reflected in the organizations bottom line.

Multinational companies that reside in India have started implementing lean

manufacturing techniques. They have implemented Ford production system and Toyota

production system.

Roots cast a major casting producer in India and as a global competitor is not exempted

from these world best practices. Roots cast are currently using kanban system to control

manufacturing process, which is not even applied consistently throughout the organization.


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There are daily material shortages which lead to wasted time and inability to meet daily

output and customer demand. This tendency subsequently leads to lost profits and customer

dissatisfaction.

Raw material is received and accepted by inventory staff without proper inward

inspection. Raw material defects are only identified during manufacturing process. This also

leads to lost production and wasted time through rework.

Die casted materials are returned to inventory store as work in progress. This material

gets drawn from inventory stores to production lines. This is a time consuming flow. This

process described above leads to the discussion that Roots cast has poor quality systems that

fail to delight the customers. Roots cast is always behind on agreed delivery schedules withthe customers.

This leads to the research question mentioned below which will be addressed by this

research: How can Value stream mapping at Roots cast be used to add value to the bottom

line?

1.3.1 Sub problems

In developing the research strategy that will resolve the main problem, the following

sub problems were identified:

What manufacturing best practices are suggested by the literature? How is Roots cast applying manufacturing processes from the receipt of raw

material through production processes to the release of product to the customer?

How can the results obtained from the resolution of the first sub problem beintegrated and implemented in Roots cast?


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CHAPTER 2

OBJECTIVES AND SCOPE OF RESEARCH

2.1OBJECTIVE OF THE RESEARCH:

The result of this research would increase awareness of Roots cast management of the

available world best manufacturing practices like Lean manufacturing, Lean Six Sigma and

Value Stream Mapping.

2.2 SCOPE OF THE RESEARCH:

Applying the lean concept would increase Roots competitiveness by improving productivity,

quality; reduce waste, cost saving, and customer satisfaction.

It would also produce motivated workforce through working smarter rather than working

harder. In addition, it could result in integrated and holistic approach to manufacturing. As

Roots cast strive to be a globally competitive organization, the application of the best

practices, with particular reference to manufacturing was be considered and adapted to suit

Roots.

2.3 KEY ASSUMPTIONS:

In this research it was assumed that:

Assumption One:

Top management, from the chief executive officer to production foreman level, arecommitted and have successfully driven the implementation process.

Assumption Two:

A strong culture of productivity is entrenched within the organization.


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Assumption Three:

All employees were involved in the manufacturing process are well trained to perform their

function.

Assumption Four:

All employees take personal responsibility for their work and are competent.

Assumption Five:

An output measurement method was developed, through which employees can be monitored

and measured.


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CHAPTER 3

REVIEW OF LITERATURE

3.1 INTRODUCTION:

The information gathered in this chapter was used to help the researcher to implement

the relevant methodology when conducting value stream mapping at Roots cast.

The purpose of the organization may be earning profit for its owners. The mission

statement of the same organization may be offer a full service or product. The distinction

between the mission statement and the purpose of the organization can be a fine one. The

goals at the highest levels of abstraction express an organizations overall purpose, whereas

goals at the lower level are relatively specific as shown in figure below:

Figure No:

3.1.1

According to Smith, the well-managed business has goals in eight areas as follows:

Market standing

Innovation Productivity


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Physical and Financial resources Profitability Manager performance and development

Work performance and Attitude Public responsibilityThese areas can be performed successfully with the application of Lean Manufacturing

principles and Value Stream Mapping.

As global competition intensifies, achieving best practice and would class performance is

not just a desirable goal, it is a necessity for survival. Globally active companies today are

applying best practices in the form of Lean Thinking, Lean Six Sigma, Lean Manufacturing,

Value Stream Mapping et cetera. These manufacturing practices are discussed in the next

section.

3.2 LEAN MANUFACTURING:

Lean manufacturing has dramatically lifted the competitiveness of many

manufacturing companies and the value they deliver to the customers.

Smalley states that core elements of Lean Manufacturing were developed in Japan at

Toyota Motor Corporation between 1950 and 1955. The following key concepts were tested

under strict supervision during the development of lean manufacturing:

Task time, which is the desired time between units of production output and issynchronised to customer demand.

Process flow, which is relates to both material and information flows betweencustomer and suppliers who work together in a supply chain.

Standard work, which is found where the method of doing work has been planned andwritten in detail and to perform the same each time.

Single minute exchange of die (SMED) refers to the set up time or exchange of die thatcan be counted in a single digit of minutes.

Pull system, this is a system of planning and producing strictly acc to the customerdemand.


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In order to ensure that basic stability in the manufacturing process is achieved, the

following points must serve as a yard stick:

Availability of machine uptime to meet customer demand. Availability of material to meet production needs. Availability of trained employees to handle the current manufacturing processes. Availability of clearly defined work methods as basic instructions or Standard

Operating Procedures (SOPs).

Lean manufacturing is providing more and more with less human effort, less equipment,

less inventories, less time and less space while coming closer and closer to providing

customers with exactly what they want and when they want it.

Lean manufacturing is used in companies that pursue zero waste relentlessly in all

processes and operations. It is about operating the most efficient and effective organisation

possible with the least cost and zero waste.

The main goals of a lean organisation within a manufacturing process are the elimination

of waste and continued efforts to:

Provide world class customer service. Reduce manufacturing lead times. Increase labour efficiencies. Improve product quality. Increase labour flexibility. Increase market flexibility. Reduce inventories and. Lower the cost of overheads.

3.3 LEAN MANUFACTURING PRINCIPLES:

The organisations that subscribe to lean manufacturing practices focus on the reduction

of waste and the creation of value in all its processes. They continually improve their products

through research and development. Products that do not perform in the market are removed


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from the production lines and new ones are introduced through the results from market

research. Following are the principles to enhance lean manufacturing in order to ensure that

processes followed to produce products do add value to the bottom line of the organisation.

No buffer of safety stock

The authors point out that making only few parts before assembling before assembling them

makes mistakes to show instantly. It is therefore important not to retain buffer stock.

Work Teams

An important aspect is to group workers together into teams with Team Leaders rather than a

foreman. This allows shop floor employees to make decisions regarding their activities in the

manufacturing processes.

New Material Handling Systems

New ways are sought to coordinate the flow of parts within the supply system on a day-to-day

basis. These systems include the Just- In-Time system called KANBAN at Toyota.

New Model Development Time

Firms take a long time to change production and model specification in mass production and

are expensive. By contrast, a pre- eminent manufacturer such as Toyota needs half the time

required by mass production to design a new product. This means that Toyota can offer twice

as many cars with the same resources and budget. Having a competitive advantage over your

competitor is very important in the global market.

Demand fulfilment

All the variety available from lean manufacturing would be enought if the organisation could

not build or produce what the customer needs. Meeting the customer requirements is a key to

lean manufacturing. On time delivery of quality goods to the customers specification is

important for customer satisfaction.


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Make to order

At Toyota, the dealers become part of the production system. Build to stock system does not

add value to the organisations bottom line as products produced are kept in stock rather than

being sold to customers.

Customer involvement

Toyota focused relentlessly on repeat buyers and went directly to them to plan for the new

product. They added value and had a contribution in the development process of the cars.

Shop floor involvement

All information pertaining to daily production targets, equipment breakdowns, personnel

shortages, overtime requirements and so forth are displayed on the boards (Electronically

lighted displays) that are visible from every work station. Information sharing with employees

is important. It enables them to know how the business is performing.

Idea Stimulation

Employees must be encouraged to think actively, indeed proactive so they can devise solutions

before problems become serious. Employees are the source of solutions as they are involved in

Everyday processes and have long term experience of certain processes. Involving employee

leads to then taking ownership of the organisation and thinking proactively to resolve

problems.

3.4 LEAN MANUFACTURING GOALS:

The main goals of a lean organisation are the elimination of waste and continued efforts to:

Provide world class customer service. Reduce manufacturing lead times. Increase labour efficiencies.


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Improve product quality. Increase market flexibility. Reduce inventories.

Lower the costs of overheads.

Lean manufacturing addresses all aspects of business from strategic planning to

maintenance, engineering, work culture, information management and production systems.

Smooth flow of production is important in a manufacturing organisation. Lean manufacturing

strives to reduce waste of material and time that results from a manufacturing process that is

not operating and flowing smoothly. Continuous and smooth production flow is a key attribute

of lean manufacturing.

3.5 VALUE STREAM MAPPING:

Value Stream Mapping is all the, both value adding and non-value adding in the

process. These actions are required to bring the product through the processes flows that are

essential for every product. The product flows from new material into the hands of the

customer and the design of the product flows from concept to launch.

It is important that waste, in manufacturing processes be reduced to an absolute minimum.

Other organisations like Goodyear Tyre Manufacturers, Ford Motor Company of South Africa

and General Motors South Africa measure their efficiency on waste. Tar gets are set for waste

on each and every process and explanations accompanied by corrective action plans are

expected from the department manager. Waste in manufacturing is all the efforts that do not

add value to the final product from the point of view of the customer. The following are the

actions in reducing waste:

Reduce variability in the manufacturing process Reduce the share of non-value adding activities Reduce lead time Simplify by minimising the number of steps, parts and linkages Increase flexibility

Value stream mapping is all about mapping all the process steps, each individual action


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involved in the process of physical production and order taking for specific products.

3.6 VALUE STREAM MAPPING AND PROCESS FLOWS:

Following are the process flow tools:

Process Mapping: This is a process where the analysts observes and documents theprocess steps through the production line. It is recommended that walking the floor

and talking to staff asking questions about the process must be done when mapping the

process. Flowcharts get into detail only on processes that will be helpful to identify the

problem.

SIPOC (Suppliers, Inputs, Process, Output and Customer): This is a simple diagramthat identifies the basic elements of the process. It is a good tool for translating

customer requirements into output requirements and identifying Key Process Outputs

(KPOs).

These tools are use for various purposes as suggested below:

Visually documents and processes, including key data as captured on the value streammap.

Provides fact-based process description as a basis for understanding current problems(poor flow, rework loops and delays) and opportunities to improve.

Enables the team to quickly see improvement opportunities in the process and begin todefine underlying causes.

Helps the team to see how the process should work (future state) once they eliminatewaste.

Helps communicate inside and outside the organisation

A value stream is all the actions both the value added and non value added currently

required to bring a product through the main flows essential to every product. The flows are

the production flow from raw material into the arms of the customer and the design flow from

concept to launch. Value stream mapping analyses the current state and converts it to the

future state, having identified and eliminated all the non value added activities in the

production flow.


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Rother and Shook (2003) state the following reasons why value stream mapping is an essential

tool:

It helps one to visualise not only the single process, but the entire flow. It helps one see the sources of waste in the value stream. It provides a common language for talking about manufacturing processes. It makes the decisions about flows apparent so one can discuss them. It ties together lean concepts and techniques. It forms the basis of an implementation plan. Value stream becomes a blueprint for

lean implementation.

It shows the linkage between the information flow and the material flow.

It is much more useful than other quantitative tools and layout diagrams that produce atally of non value added steps, lead time, distance travelled, and the amount of

inventory. Value stream mapping is a qualitative tool by which one describes in detail

how the facility should operate in order to create flow.

3.7 VALUE ADD VERSUS NON-VALUE ADD ANALYSIS:

The above analysis is used to highlight and distinguish process steps that customers are willing

to pay for from those they are not.

Identify and eliminate the hidden costs that do not add value for the customer. Reduce unnecessary process complexity which results in errors. Reduce the process lead time. Increase capacity by better utilisation of resources.

Value add activity

This is any activity that is essential to deliver the product or service to the customer. It must

be performed to meet customer needs and add form or feature to the product or service. It

must also enhance quality and have an impact on price competition.

Business non-value adding activities

These are activities that are required by the business to execute value adding work but add no


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value from the customer perspective. These activities usually include:

Tasks that reduce financial risk.

Support financial reporting requirement. Aids in execution of value add work. Is required by law or regulation.

Non Value adding activities

These are activities that add no value to both the customer and the business, they are waste.

These activities include:

Excessive handling and transportation. Rework to fix errors that should not have happened in the first place. Waiting and role time and delays. Over production. Over processing, having too many steps in a production process.

Value stream mapping has fundamental pillars that are aimed at ensuring that the customer

reaps from the benefits of the service or commodity. It does not only apply within the

confines of manufacturing and team manufacturing processes. It also ensures that these

benefits are derived from the economies of scale. Economic value mapping properly

distinguishes between the values of highly differentiated products benefits compared to the

generally commoditised benefits. Commodity and product value are the worth of the benefits

associated with the features of a product that resemble those of competitors product.

Once the Value Stream Mapping is done properly during the manufacturing stage of the

product, Customer Value Model surfaces. The customer value model has value in use as one

of its four different categories.

Value in use is the monetary worth of product or service benefits received by the customer as

a result of using the product or service.

Value Stream Analysis focuses on a specific process of the business and map out the

steps of how something is currently done. It identifies value added aspects of the business


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operation or manufacturing process that equate to steps required to put actual value into

producing a product. Now value added time is the time that is devoted to activities that

diminish the operations of the business and the actual production of the product. An analysis

of the process in most businesses finds that value adding activities are actually a small

percentage of the process time.

3.8 LEAN THINKING:

Lean Thinking is a way to specify value, line up value creating actions in the last sequence.

Lean Thinking has five key principles namely: -

Specify value

Value is expressed in terms of specific product or services, delivered at a specific price, at a

specific time and meets the needs defined by the customer.

Identify the value

Prepare that value stream in the macro view of the entire door-to-door perspective of

productions, from raw materials to delivery. It includes the determination of all actions

necessary to produce a product and the separation of non-value adding activities. This

includes not only the physical transformation of the physical product, but also the information

system necessary to produce the right quantity at the right time.

Flow

Once waste has been eliminated, flow can be accomplished. Flow is the opposite of batch

production and requires the movement of product from one value adding step to the next with

no waiting or scrap.

Pull

Pull is the production of customer requirements against specified delivery dates. Information

travels upstream from the customer, signalling production only when a need is shown instead

of pushing product from raw materials to the customer.


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Perfection

Continuous improvement is vital for to perfection, where waste is constantly being

eliminated. Perfection reminds manufacturers that reducing waste is never ending. Lean is

not a specific control tool, improvement tool, floor layout or principle. It is the methodology

or framework that focuses on the ideas of value, waste and meeting customer demand.

Womack and Jones also state that Value Stream Mapping resulted as a of determining where

the value and waste are located and aids in the reduction of lead time to help make the right

product at the right time. The 5 key principles of lean thinking are illustrated below to further

explain the philosophy.

Lean Thinking is about putting value stream for specific products relentlessly in the

foreground and rethinking every aspect of jobs, careers, functions and firms in order to

correctly specify value and make it flow continuously along the whole length of the stream as

pulled by the customer in pursuit of perfection.

3.9 LEAN SIX SIGMA:

Lean Six Sigma is an improvement method which user data to eliminate and identify

unnecessary processes or activities in a certain process. It has four foundations that are

fundamental to improving processes and keeping the customer happy at all times.

To delight the customers by delivering high quality product and service at low cost andhigh speed.

To improve processes by eliminating defects in products and service and focus on theflow of work through the process.

Implement teamwork for sharing ideas in order to solve the problem. Basing all decisions on data.

3.10 SOURCES OF WASTE:

Womack and Jones (2003:42) refer to over production as the main source of waste. According

to Womack, over production strives to produce sooner than required by the customer in the


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form of mass production.

It is based on pushing production according to schedules received from the Production

Control instead of the needs of the waste stream process and end user.

Over production causes all kinds of waste, not just excess inventory and money tied up to it. It

production requires storage space for product that has been produced unnecessarily. It

requires handling, people, equipment sorting and reworking of products. It also leads to

material and product shortages as resources are tied up an unnecessary product. Money is

wasted in that extra capacity must be created to manufacture the required part or product.

Womack and Jones (1996:38) also refer to the following types of waste in addition to

overproduction. :

Waiting- this is time wasted where resources are ideally waiting for the precedingoperation.

Transporting- this is time wasted transporting an item from one operation to the other. Over processing- it normally happens where the product or service has met the desired

or specified condition the process still continues.

Inventory- this is material in stock that gets wasted due t o the fact that it is not neededfor production.

Motion- when motion is excessive, it becomes waste.

There are three measurements which express the goal of making money in any organisation,

which helps a manager to develop the operational rules for running the plant.

Throughput- the rate at which the system generates money through sales. Inventory- all the money the organisation has invested in purchasing material for

production.

Operational expenses- all the money the company spends is converting inventory intothrough put.

A company that strives to make profits will focus on reducing waste and unnecessary

activities, which leads to waste time and material.


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3.11 CONCLUSION

Value Stream mapping and all Lean Manufacturing principles have been around and applied

for a long time. Companies that have applied Lean manufacturing principles in their processes

have improves their productivity and reduced waste. Toyota is an example. Literature also

confirms that proper use of lean manufacturing principles has yielded good results and

improved the manufacturing efficiencies.


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CHAPTER 4

RESEARCH DESIGN AND METHODOLOGY

4.1 INTRODUCTION:

This chapter explains the research tools that have been applied by the researcher to

collect data analyse and interpret results. In this study, the researcher seeker to understand the

current situation and process followed by Roots cast. Results obtained were analysed and used

as a measure to decide on the appropriate production process to be implemented. Researchmethods are a programme that guides the researcher in collecting, analysing and interpreting

data and facts. The following tools were used in this research:

4.2 TOOLS USED IN THIS RESEARCH:

4.2.1 Interviews

There are many possible ways of gathering information directly from participants if

such information cannot be observed. One of these direct ways of gathering information

directly from participants is by interviews. An interview involves direct personal contact with

the participant who is asked to answer questions.

There are two types of interviews, namely, non- scheduled structured interview and

scheduled structured interview. Non-scheduled structured interview is structured in that a list

of issues which have to be investigated is made prior to the interview. It is non-scheduled inthat the interviewer is free to formulate other questions as judged appropriate for the given

situation.

The most structured way of getting information directly from the respondents is by

means of scheduled structured interview. This method is based on an established questionnaire

with fixed wording and sequence of presentation. The researcher used a scheduled structured

questionnaire in this research.


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Non Structured Interviews were conducted among production foreman and managers

at Roots cast by the researcher to establish the attitudes of production foreman and managers

towards manufacturing process as well as to evaluate the current manufacturing system.

4.2.2 Advantages and disadvantages of interviews:

Advantages

The interviewer is able to assess the extent to which the respondent is prepared to co-operate and the constraints that may affect co-operations. Constraints may be lack of

time, fatigue and other priorities the respondent may have.

In many cases, the researcher is able to assess whether the respondent is answeringquestions to please the researcher or to distort reality.

The researcher is also able to assess the extent to which the interview is asking for theinformation the respondents do not have.

Interviews ensure that the respondent understands the questions.

Disadvantages

Interviews are very time-consuming and expensive. Research assistants need training. May introduce interviewer bias.

4.2.3 Time Studies

The purpose of conducting time studies was to determine time taken to perform a

specific activity in the process. Line balancing and activity sampling was also conducted to

ensure that all operators are fully and equally utilised on the production line. Results obtained

from the time studies suggested that certain stations were idling for longer periods. A decision

was taken to select activities that must be eliminated or combined.

Accurate time study was conducted to determine the cycle time, the time it takes to

transfer material from inventory stores to production lines as well as determining time lost


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waiting for material. The value stream map was drawn, showing the current state from which

a future state value stream map could be drawn, with recommendations.

The results of literature survey and the empirical survey were integrated to develop a

value stream map that would reduce waste, eliminate unnecessary processes and add value to

the organizations profit line.


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CHAPTER 5

CURRENT STATE MAPPING


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RCPL

Production

Control

DIE

CASTING

.5

C/O

Min

1

Cycle

Time

Min

100

UP

TIME

%

0

C/O

Min

7

Cycle

Time

Min

100

UPTIME

%

FETTLING

HPED

INTERMEDIATE

STORE

(INSPECTION)

0

C/O

Min

1440

Cycle

Time

Min

100

UPTIME

%

MACHINIG 2

C/O

Min

5

Cycle

Time

Min

100

UPTIME

%

FINAL

INSPECTION

0

C/O

Min

5

Cycle

Time

Min

100

UPTIME

%

S

URFACE

TR

EATMENT

2

C/O

Min

5

Cycle

Tim

e

Min

100

U

P

TIM

E

%

FINAL

INSPECTION

0

C/O

Min

10

Cycle

Time

Min

100

UP

TIME

%

Customer

1day

1.5mins

2

d

ays

7mins

2days

1day

18days

1day

1day

7mins

2days

5mins

1day

7mins

10mins

14days

CurrentStateMapFor

ADAPTER-16135841

01

d

Figure No: 5.1 Current State mapping - Adapter


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RCPL

Production

Control

DIE

CASTING

.5

C/O

Min

1

Cycle

Time

Min

100

UP

TIME

%

0

C/O

M

in

10

Cycle

Time

M

in

100

UPTIME

%

FETTLING

HPED

INTERMEDIATE

STORE

(INSPECTION)

0

C/O

Min

1440

Cycle

Time

Min

100

UPTIME

%

MACHINIG 2

C/O

Min

3

Cycle

Time

Min

100

UPTIME

%

FINAL

INSPECTION

0

C/O

Min

15

Cycle

Time

Min

100

UPTIME

%

IM

PRIGNATION

0

C

/O

Min

5

Cycle

T

ime

Min

100

UP

TIME

%

FINAL

INSPECTION

0

C/O

Min

10

Cycle

Time

Min

100

UP

TIME

%

Customer

1day

1.5mins

2days

10mins

2days

1day

30days

1day

1day

5mins

2days

15mins

1day

5mins

10mins

14d

ays

CurrentStateMapFor

F

ADENFUEHRUNG-

ACW-5-2929

d

Figure No: 5.2 Current state mapping- Faden


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RCPL

Production

Control

DIE

CASTING

.5

C/O

Min

1

Cycle

Time

Min

100

UP

TIME

%

0

C/O

Min

5

Cycle

Time

Min

100

UPTIME

%

FETT

LING

HPED

INTERMEDIATE

STORE

(INSPECTION)

0

C/O

Min

1440

Cycle

Time

Min

100

UPTIME

%

MACHINIG 2

C/O

Min

3

Cycle

Time

Min

100

UPTIME

%

FINAL

INSPECTION

0

C/O

Min

5

Cycle

Time

Min

100

UPTIME

%

IMPRIGNATION

0

C/O

Min

10

Cycle

Time

Min

100

UP

TIME

%

FINAL

INSPECTION

0

C/O

Min

10

Cycle

Time

Min

100

UP

TIME

%

Customer

1day

1.5mins

2days

5m

ins

2days

1day

20days

1day

1day

5mins

2days

5mins

1day

10mins

10mins

14days

CurrentStateMapFor

LARGERSCHITTEN-

D

OUBLE4-340.37.0010

d

Figure No: 5.3 Current state mapping- Largershitten Double


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RCPL

Production

Control

DIE

CASTING

.5

C/O

Min

1

Cycle

Time

Min

100

UP

TIME

%

0

C/O

Min

15

Cycle

Time

Min

100

UPTIME

%

FETTLING

HPED

INTERMEDIATE

STORE

(INSPECTION)

0

C/O

Min

1440

Cycle

Time

Min

100

UPTIME

%

MACHINIG 2

C/O

Min

8

Cycle

Time

Min

100

UPTIME

%

FINAL

INSPECTION

0

C/O

Min

10

Cycle

Time

Min

100

UPTIME

%

S

URFACE

TR

EATMENT

2

C/O

Min

13

Cycle

Tim

e

Min

100

UP

TIM

E

%

FINAL

INSPECTION

0

C/O

Min

10

Cycle

Time

Min

100

UP

TIME

%

Customer

1day

1.5mins

2

days

15mins

2days

1day

10days

1day

1day

10mins

2days

10mins

1day

15mins

10mins

14days

CurrentStateMapFor

HousingFUnloader-1622

171305

d

Figure No: 5.4 Current state mapping- Housing F Unloader


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Inference

Based on the Current State Map the total manufacturing times for the following components

are found to be:-

1. Adapter-1613584101 : 43 days 38 mins2. C77 Housing-16226141 : 115 days45mins3. Fadenfuehrung-ACW-5-2929 : 55 days 45 mins4. Lagerschlitten-double-4-340.37.0010 : 45 days 37 mins5. Housing F Unloader-1622 1713 05 : 34 days 62 mins


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CHAPTER 6

IMPLEMENTATION OF FUTURE STATE MAP AND

IMPROVEMENTS

6.1 Comparison between Current and Future State maps.

Current State Future State

1. Material delivered in bulk by supplier to

inventory stores and then released to the

production line

2. Buffer stock between stations maintained at

five days stock.

3. Capturing of received material by

inventory stores.

4. Physical and bulk withdrawal of material

by Production Planners and transported to the

lines.

1. Material delivered to straight to

Supermarket in the production lines.

Withdrawn from Supermarket when required

for production. Material is delivered in the

basis of Just- In Time principle.

2. Buffer stock reduced to one and a half days

between stations.

3. Electronic communication between

Supermarket and inventory stores in material

received.

4. Withdrawal and use of material by

operators from Supermarkets No distance

travelled.


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RCPL

Production

Control

DIE

CASTING

.5

C/O

M

i

n

1

Cycle

Time

M

i

n

100

UP

TIME

%

0

C/O

Min

7

Cycle

Time

Min

100

UPTIME

%

FETTLING

INTERMEDIATE

STORE

(INSPECTION)

0

C/O

Min

1440

Cycle

Time

Min

100

UPTIME

%

MACHINIG 2

C/O

Min

5

Cycle

Time

Min

100

UPTIME

%

FINAL

INSPECTION

0

C/O

Min

5

Cycle

Time

Min

100

UPTIME

%

SURFACE

TREATMENT

2

C/O

Min

5

Cycle

Time

Min

100

UP

TIME

%

FINAL

INSPECTION

0

C/O

Min

10

Cycle

Time

Min

100

UP

TIME

%

Customer

1day

1.5mins

1day

7mins

1day

1day

1day

7mins

2days

5mins

1day

7mins

10mins

7days

FutureStateMapFor

ADAPTER-1613

584101

d

Figure No: 6.1 Future state mapping- Adapter


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RCPL

Production

Control

DIE

CASTING

.5

C/O

Min

1

Cycle

Time

Min

100

UP

TIME

%

0

C/O

Min

5

Cycle

Time

Min

100

UPTIME

%

FETT

LING

INTERMEDIATE

STORE

(INSPECTION)

0

C/O

Min

1440

Cycle

Time

Min

100

UPTIME

%

MACHINIG 2

C/O

Min

5

Cycle

Time

Min

100

UPTIME

%

FINAL

INSPECTION

0

C/O

Min

5

Cycle

Time

Min

100

UPTIME

%

SURFACE

TREATMENT

2

C/O

Min

10

Cycle

Time

Min

100

UP

TIME

%

FINAL

INSPECTION

0

C/O

Min

10

Cycle

Time

Min

100

UP

TIME

%

Customer

1day

1.5mins

1day

5m

ins

1day

1day

1day

7mins

2days

10mins

1day

12mins

10mins

7days

FutureStateMapFor

C77Housing-1622

6141

00

d

Figure No: 6.2 Future state mapping- C77 Housing


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RCPL

Production

Control

DIE

CASTING

.5

C/O

Min

1

Cycle

Time

Min

100

UP

TIME

%

0

C/O

Min

5

Cycle

Time

Min

100

UPTIME

%

FETTLING

HPED

INTERMEDIATE

STORE

(INSPECTION)

0

C/O

Min

1440

Cycle

Time

Min

100

UPTIME

%

MACHINIG 2

C/O

Min

3

Cycle

Time

Min

100

UPTIME

%

FINAL

INSPECTION

0

C/O

Min

5

Cycle

Time

Min

100

UPTIME

%

IMP

RIGNATION

0

C/O

Min

10

Cyc

le

Tim

e

Min

100

UP

TIM

E

%

FINAL

INSPECTION

0

C/O

Min

10

Cycle

Time

Min

100

UP

TIME

%

Customer

1day

1.5mins

1da

y

5mins

2days

1day

5days

1day

1day

5mins

2days

5mins

1day

10mins

10mins

7days

FutureStateMapFor

LA

RGERSCHITTEN-

DOU

BLE4-340.37.0010

d

Figure No: 6.3 Future state mapping- Largershitten Double


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RCPL

Production

Control

DIE

CASTING

.5

C/O

Min

1

Cycle

Time

Min

100

UP

TIME

%

0

C/O

Min

15

Cycle

Time

Min

100

UPTIME

%

FETTLING

HPED

INTERMEDIATE

STORE

(INSPECTION)

0

C/O

Min

1440

Cycle

Time

Min

100

U

PTIME

%

MACHINIG 2

C/O

Min

8

C

ycle

T

ime

Min

100

UP

TIME

%

FINAL

INSPECTION

0

C/O

Min

10

Cycle

Time

Min

100

UPTIME

%

SU

RFACE

TRE

ATMENT

2

C/O

Min

13

CycleTime

Min

100

UPTIME

%

FINAL

INSPECTION

0

C/O

Min

10

Cycle

Time

Min

100

UP

TIME

%

Customer

1day

1.5mins

1day

15mins

2days

1day

5day

1day

1day

10mins

2days

10mins

1day

15mins

10mins

7days

FutureStateMapFor

HousingFUnloader-16

22

171305

d

Figure No: 6.4 Future state mapping- Housing F Unloader


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CHAPTER 7

SUGGESTIONS, FINDINGS & CONCLUSION

7.1 SUGGESTIONS

Lean manufacturing techniques can be implemented in order to reduce inventorylevels at each stage.

Transportation of components from RCPL to HPED should have bulk quantities sothat HPED can start machining without keeping inventories.

Initial delay in production must be avoided and production must be startedimmediately after receiving the order.

HPED must have fully dedicated machines for RCPL in order to deliver the productswithout any delay.

It is also recommended that Roots cast ensures that their suppliers are made aware ofthe value stream mapping process and material requirements and forecasts have

changed.

In all future process improvement initiatives, employees must be informed and trainedso that they take ownership of the process.

7.2 FINDINGS

Based on the Future State Map the total manufacturing times for the following components

are found to be:-

1. Adapter-1613584101 : 15 days 38 mins2. C77 Housing-16226141 : 15 days 45mins3. Fadenfuehrung-ACW-5-2929 : 22 days 45 mins4. Lagerschlitten-double-4-340.37.0010 : 22 days 37 mins5. Housing F Unloader-1622 1713 05 : 23 days 62 mins


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7.3 SUMMARY OF RESEARCH

The use and benefits of lean manufacturing principles were identified. When the researcher

conducted this research, it became clear that the industry is in desperate need of leanmanufacturing principles. The enthusiasm and co-operation that was rendered by labour

unions, management and production foremen was a clear indication of the desperation.

The literature study that was conducted in chapter two presented the researcher with a number

of lean manufacturing options to choose from. Due to the fact that not all of the options were

pertinent to the casting industry, Value Stream Mapping was implemented as it was more

relevant.

The results presented to the researcher the benefits of having management and labour buy-in

when implementing a new initiative in the organisation. Roots cast was always operating

inefficiently, the results suggest. With the involvement of management and labour from the

start of the tr eaties, it became a success.

7.4 BENEFITS BROUGHT ABOUT BY THE RESEARCH

The research brought about the following benefits:

Cost saving on material

Cost saving initiatives was implemented during the research. Cost savings came from

procuring less material, which was only delivered to the; lines as opposed to the stores.

Material was wasted as it was procured in bulk and kept in stock. During transportation from

stores to the production lines, material was damaged as it was transported on trailers. Due to

the fact that material was no more transported in this manner, there were no more material

damages.

Cost saving on labour

With the improvements made in the future state map, operators were utilised more effectively


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and were idling time was eliminated. The combining of welding and inspection stations also

led to effective operator utilization. Values add per employee also improved in the financial

statements.

7.5 CONCLUSION

This research was conducted in Roots cast. Management and labour was involved throughout

the process of implementation of Value Stream Mapping in the manufacturing process.

The value stream mapping identified inefficiencies in the process of die casting where

employees were idling for longer period of time, resulting in wasted capacity. Operations thatwere utilised inefficiently were combined in order to be more efficient and value adding. This

was done to address the main problem of Roots Industries of how to implement value stream

mapping in Roots cast in order to eliminate activities in the die casting process that do not add

value to the bottom line of the organisation.


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BIBILIOGRAPHY

Lean Production Simplified by Pascal Dennis Advanced Material Handling, 2nd Ed., Production Technology, Nag, Second edition (1988) www.leanadvisors.com/valuestreammapping.cfm www.wisegreek.com/whatis lean manufacturing.html http://www.valuebasedmanagement.net/methods_value_stream_mapping.html http://www.igrafx.com/solutions/vsm/
http://www.leanadvisors.com/valuestreammapping.cfmhttp://www.leanadvisors.com/valuestreammapping.cfm

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