![]() ![]() The multi-hierarchical cross-functional team developed the current value stream map to know the “as-is” state. Gemba walks were conducted to establish the concept of “walk the flow, create the flow” along the assembly line. This study depicts the application of VSM at the case organization, where top management is concerned about the challenges of higher cycle time and lower productivity. This paper proposes an integrated value stream mapping (VSM) for a complex assembly line to improve the leanness of a complex automotive component manufacturing organization. This paper depicts a true picture of the implementation of lean manufacturing tools in an organization. The findings of this case study are valid due to limited selection of products only. While for Weldon ball end product 51.87 percent reduction in cycle time, 21.51 percent reduction in work in‐process inventory, 25.88 percent reduction in lead time was noted. A few modifications in current state were made and, with these modifications, a future state map is suggested.Īfter comparison of the current and future states of the selected manufacturing unit, it has been found that there was 69.41 percent reduction in cycle time, 18.26 percent reduction in work in‐process inventory and 24.56 percent reduction in production lead times for the replacement ball product. Current states of the selected manufacturing unit were prepared with the help of VSM symbols and improvement areas were identified. ![]() VSM process symbols were used to discuss lean implementation stages in the auto‐parts manufacturing unit. Using value stream concepts, both current and future states maps of the organization's shop floor scenarios have been discussed to identify sources of waste between the existing state and the proposed state of the selected organization for improving its competitiveness. This paper aims to address the application of lean manufacturing using value stream mapping (VSM) concepts in an auto‐parts manufacturing organization. ![]()
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