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Application of Value Stream Mapping in Rubber Industry- A Case Study Author A.EPHREM 1 Co-Authors S.GANESHKUMAR 2 ,K.P.PARANITHARAN 3 ,D.CHELLAGANESH 4 ,R.CHANDRAMOULI 5 1,2,3,4 Department of Mechanical Engineering, SACS MAVMM Engineering College,Madurai-625301 5 Department of Mechanical Engineering, PRIST University,Madurai-625301. Cont……

Application of Value Stream Mapping in Rubber Industry- A Case Study




1,2,3,4Department of Mechanical Engineering, SACS MAVMM Engineering College,Madurai-625301 5Department of Mechanical Engineering, PRIST University,Madurai-625301.



Today modern industry has current market place due to strong competition for

the survival and increase work forces; where companies look for in to

increasingly efficient & financial side activity fulfilling the high expectation

and requirements of customer for a reasonable value products & also

continuous improvement of process make a long period marketplace


This paper provide the useful platform for research in the implementation

process of rubber industries. The result shows the important development in

increasing the efficiency, reduction in lead time, reduction in inventory and

also eliminates the customer end line rejection. This can be achieved by create

a flow by layout modification and balance to Takt time.



Today, manufacturing industries in the world are restless. In the recent years,

challenges for the survival of any industry with emerging economics face

situation with competitive power. Because of it, many manufacturers have

started implementing lean manufacturing practices. The goal of lean

manufacturing system is doing more with less of time, space, human effort

while giving the customer what they want to be highly economical manner.


Literature ReviewS.NO


1 K.P.Paranitharan et al.

2011 Lean thinking Improvement in increase productivity, reduction in lead time, eliminates the customer end line rejection

2 P.Hines and N.Rich

1997 Value Stream Mapping Describing the seven mapping tools for mapping process.

3 Panvnaskar et al.

1998 Lean manufacturing The various lean tools which are eliminating waste are VSM, Kanban, CM, TPM etc.

4 M.Rother and J.Shook

1999 Value stream mapping VSM is the one of lean tool which unveils all kind of waste and it is the only tools which link the information flow and material flow

5 B.Singh and S.K.Sharma

2009 Value stream mapping as a versatile tool for lean implementation: an Indian case study of a manufacturing firm

This paper is to explain how value stream mapping (VSM) is helpful in lean implementation and to develop the road map to tackle improvement areas to bridge the gap between the existing state and the proposed state of a manufacturing firm.

6 P.Gallone and D.Taylor

2001 value stream mapping to the development of lean logistics Strategy: a case study

VSM is one of the important tools used in LM that are identified the various kind of wastages occurred in manufacturing for future state of implementation in industry.

7 Womack et al. 1990 lean Lean focuses on removing wastes and ads value from customer perspectives, it is necessary to identify the non-value added activity and value added activity in the manufacturing system which creates wastes.


Figure 1. Methodology of Lean Implementation


Selection of Critical Product (Oil seal)

Preparation of Current Manufacturing Scenario

Analysis the Problem with Lean Tool

Preparation of FVSM

Continuous Monitoring and Review for Improvement

Selection of Critical Part Family

The first step is the

selection of the critical part

family. After the through study of

a various part families, one part

family were rather preferred over

all the product families. That part

which has high demand over

other. Here shell moulding is

identified as critical part.

Oil Seal


Preparation of Current Manufacturing Scenario

Interaction with the sales and marketing team for customer

requirements. The company has a wide range of customers requesting for a

different types of shell The requirement of shell and rubber has demand of

15100 per day. Production problem are examined with appropriate lean tool and

resolve by kaizen process of production activity. In order to implement lean

principles, a task of group formed with different part organization. The objective

of operation is to reduce the lead time, improve the process ratio, reduce the

inventory and eliminate customer end line rejection.


In matching process of value stream shell rubber moulding

operation has cycle time of 360 seconds in the moulding, 60 seconds

in lift and change over time of 120 seconds. Mapping of process is

carried out with a customer demand 15100 per day and in real time

product moulded in industry is only 13070 per day which a stores in

present state mapping.

Current State Value Stream Mapping


Figure 2. Current State Value Stream Mapping of Rubber Industry. cont……

Future State VSM of Rubber Industry


In the assembly line during assembly process there is a back flow

of material and operator motion due to improper layout design. The

assembly of present layout material are placed separately in front of every

workstation, due to that more space is occupied for assembly process and

non value addition of a part is increased. In order to avoid non value

addition assembly line is modified by lean principle to creating flow.

Activity Before AfterAssembly space 15 meters 8meters

Product flow on m/c table 3000 seconds 1200 secondsProduct flow on testing 2700 seconds 600 seconds

Workers 4 3

Current State and Future State layout flow time

Create Flow


Flow in current layoutFlow in Proposed layout


Layout Diagram

Balance to Takt Time

In this balance to Takt time where all the process time value

stream are reduced below the Takt time, in which shell moulding,

inspection, packing to entire value stream. To improve process

and meet the customer demand on time bring the process time

below the Takt timeTakt Time = Available Work time per Shift / Customer Demand per Shift

= (480-65)/5030

= 4.95*20

= 99 seconds


In moulding process previously they are pressure 160kg/cm2,

temperature 433K, stroke length 150mm which is time consuming and

moulding time is long, stroke length is high. Alternatively to improve the

process by increasing pressure and temperature and also reducing stroke length,

by which moulding time is reduced. For improving change over time current

process of using to be hand with master slide. By using master slide the change

over time reduced from 120 seconds to 85 seconds.

Figure 3. Operation Cycle Time Exceeds the Takt TimeCont…..

Activity Lean Solution Current State VSM Future State VSM

Cycle Time Increase Press & Temp 360 sec 300 sec

Change Over Time Using master slide 120 sec 85 sec

Lift time Using stopper 60 sec 30 sec

Rejection 5’S 40-50 per day zero

Inspection Source inspection

Washing the Cavity Cause and Effect Diagram 600 sec zero

Implementation of Rubber Industry of Current and Future States Data










Before After



ity (p



Figure 4. Comparison of Productivity Implementation


Figure 5. Future State Value Stream Mapping of Rubber Industry Cont…..

ConclusionsThe lean implementation study is proposed to give a comprehensive

system lean approach towards the traditional manufacturing. This research

carries evidence of genuine advantages of applying lean principles in a Oil

seal manufacturing industry. Present work provides elimination of non-value

added activity from the process which increases the process ratio from 7.63%

to 10.3%. It is concluded that lean approach in traditional manufacturing

system is effective tool to identifying the process waste and current work

propose to reduce the non-value added activity ,shorten the lead time in the

confrontational environment, Eventually it enables the companies to move

towards their Ultimate goal leading to, sustainability and profitability.


Reference[1]. Paranitharan, K.P., Syath abuthakeer, S., Subha, M.V., and Shabeena Begam P.V, Redesigning an Automotive

Assembly Line Through Lean Strategy, International Journal of Lean Thinking, 2011, Vol.2, Issue 2.

[2]. Hines, P. and Rich, N. The seven value stream mapping tools, International Journal of Operations and

Production Management, 1997, Vol.17, pp 46–64.[3]. Womack, J.P., Jones, D.T. & Roos, D., The Machine That Changed the World: the story of lean

production, New York: Rawson Associates, 1990.

[4]. Pavnaskar, S.J., Gershenson, J.K. and Jambekar, A.B., Classification scheme for lean Manufacturing tools,

International Journal of Production Research, 2003; Vol. 41, pp. 3075- 90.

[5]. Rother, M. and Shook, J. Learning to See: value stream mapping to create value and eliminate

muda, Lean Enterprise Institute, Cambridge, MA. 1999.

[6]. Singh, B. and Sharma, S.K., Value stream mapping as a versatile tool for lean implementation: an Indian case

study of a manufacturing firm, Measuring Business Excellence, 2009; Vol.13.No3, pp 58-68.

[7]. Gallone P., and Taylor, D., From value stream mapping to the development of lean logistics Strategy: a case

study, Manufacturing Operations and Supply Chain Management: the Lean Approach, Thomson Learning,

London, 2001;