final year project report on value stream mapping and smed

LEAD TIME REDUCTION VIA VALUE STREAM MAPPINGFINAL YEAR PROJECT IN PARTIAL FULFILMENT OF REQUIREMENT FOR DEGREE OF INDUSTRIAL ENGINEERING AND MANAGEMENT

DAWOOD UNIVERSITY OF ENGINEERING AND TECHNOLOGY, KARACHI

2

PROJECT TEAM

STUDENTS UMAR YAZDANI D 11 IN

05 AFSAAR ALI

D 11 IN 27 MALIKAH IBRAHIM D 11 IN

41 MUHAMMAD HANIF D 11 IN

39 ZULFIQAR ALI

D 11 IN 37SUPERVISOR ENGR. SHAHAB AFROZE

2/16/2015


3

PROJECT OBJECTIVES

The primary objective of the project was to reduce the production lead time, for this purpose the team selected lean manufacturing tool Value Stream Mapping.In addition to reduction of lead time, following benefits were expected after the completion of the project. Improved productivity Determination of Value stream Better understanding of Wastes and their causes A roadmap towards an efficient, lean production line

2/16/2015


4

PROJECT METHODOLOGY

2/16/2015

Data Collection

Drawing Current State Map

Muda Identification

Future State Map

Recommendations


5

COMPANY PROFILE

The Printech Packages was established in 2010 in SITE area. Printech currently provides services for printing substrates for FMCG companies such as candy land, Mayfair, Danpak, Pakistan beverages etc.

2/16/2015


6

STATE-OF-THE-ART EQUIPMENT

PTP is well equipped with some of the latest machines available in the market today. The infrastructure comprises: Rotogravure printing machine 8colours Rotogravure printing machine 7colours Dry lamination solvent less lamination machine High end converting equipment like slitting, seaming, cutting, pouching,

bag making

2/16/2015


7

GRAVURE PRINTING DEFINITION

Gravure Printing or rotogravure printing is a printing process which is used to produce very high quality printing on flexible mediums such as films sheets made up of materials like aluminum foil etc. The layout of a gravure printing press follows an in-line arrangement where the required number of printing units is installed along a horizontal plane. In a conventional gravure printing press, each unit comprises of:Printing cylinder: a seamless tubular sleeve or full cylinder, made from either steel, aluminum, plastic, or composite material, which is engraved with the image to be printed. Doctor blade: the device that removes ink from the non-engraved portions of the printing cylinder and also removes excess ink from the engraved sections

2/16/2015


8

GRAVURE PRINTING (CONTD.)

Impression roller: (called rubber roller in Printech) a rubber covered sleeve that is mounted on a steel mandrel. Its primary purpose is to press the substrate against the printing cylinder Inking system: Typically consisting of an ink pan, ink holding tank, and ink pump with supply and return ink pipes.Drying system: consisting of a chamber which dries the ink once it is on the substrate and prior to it reaching the next printing unit. Drier capacities are determined based on the required printing speed, ink type (solvent or water based), and ink lay down volume, normally a shaft containing hot water was used for this purpose in Printech.

2/16/2015


9

GRAVURE PRINTING PROCESS DESCRIPTIONDuring the gravure printing process, the engraved cylinder on which the pattern to be printed has already been engraved (via an outside vendor) rotates and sinks in the ink fountain , cells are filled with the ink, as the cylinder rotates clear off the fountain the doctor blade removes all the excess ink on the cylinder. Further around, the cylinder is brought into contact with the substrate, which is pressed against it by the rubber covered impression roller (rubber roller). The pressure of rubber roller along with capillary draw of the substrate results into the impression on the substrate and as the cylinder rotates back into the ink fountain the substrate goes through the drying unit and then the substrate passes on to the next unit which is mostly another color ink or a varnish, in Printech the team observed as many as 8 color units In Printech after printing of all colors the substrate are rewound into a finished roll.

2/16/2015


10

PROJECT BACKGROUND

A shorter lead time results into better utilization of manufacturing resources, quick adaptation to customer’s demand, reduced cost and better products. Today companies are intensively indulging in activities to reduce their production lead times. The project team, keeping in mind, the importance of a short lead time, worked in Printech Packages with the intention to reduce Production Lead time. Technique that the team adopted was Value Stream Mapping

2/16/2015


11

VALUE STREAM MAPPING

Value stream mapping is a relatively new concept in Lean, it is not as old and renowned as JIT or Kaizen but it is no way less in proving to be effective than other tools. This tool at Toyota Japan was called material and information flow. It was given its present name by Mike Rother and John Shook in their book Learning to see.Value stream mapping refers to process of tracing the value stream of a product which it goes through from start to end. And ultimately differentiating between value added and non value added activities. A great thing about VSM is that it also helps to identify sources of wastes which other tools don’t.

2/16/2015


12

VALUE STREAM CYCLE

2/16/2015


13

DATA COLLECTION AT PRINTECH

VSM is ideally suited to high production low variety production facilities. Unfortunately it was not the case in the printech packages. Every job was different and due to lack of standardization, the work and it’s time were unpredictable. The team chose 3 of Printech's most in demand products and worked on them. The results drawn from these 3 products will act as a model for other products. Those jobs were; Chini Mini Chini mini is a product of Danpak food industries. Its packing is printed at Printech Packages. The printing substrate is BOPP of 20 microns and the lamination substrate is W.CPP of 50 microns. It is reverse printed therefore it needs to be re-winded before lamination. It is one of the most in demand job of Printech Packages. The team selected this job due to its large production.

2/16/2015


14

DATA COLLECTION(CONTD.)

Chili Milli Chili Milli Jelly is a confectionary product of Candy Land. Its packaging is printed at Printech Packages. The printing substrate is PET of 12 microns while the lamination substrate is CPP of 30 microns.it is also reverse printed therefore it is also needed to be re-winded before going for Lamination. This job also comprises of large production volumes at Printech Packages. Bunta Chocolate Bunta chocolate is a product of Danpak food industries. Its packaging is printed at printech packages. The printing substrate is M.PET. Like above two products it is also one of the most in demand job of Printech. Like other food items it is reverse printed therefore it is also needed to be rewinded.

2/16/2015


15

CRITICAL INPUTS FOR VALUE STREAM MAPPINGThe following data are considered to be important in a value stream mapping project. Cycle Time Changeover Time Machine Uptime # of Operators Queue Size

2/16/2015


16

DATA TABLE FOR PRINTING DEPARTMENTThe team collected following data on production floor of Printech Packages.

2/16/2015

Observation no. 1 2 3 4 5

Printing film material used BOPP PET PET PET PET

Thickness of the film(In microns) 20 18 12 12 12

Colors used 8 3 7 5 7

Length of substrate 61057 m 61057 m 19228 m 34880 m 31134 m

Area of substrate 42740 51593 9748 3000 26775

Time taken 360 min 540 min 90 min 300 min 240 min

Weight inserted 800 kg 1813 kg 202 kg 508 kg 457 kg

Weight obtained 810 kg 2037 kg 213 kg 509 kg 510 kg

Machine output 170m/min 113m/min 213m/min 116m/min 130m/min


17

DATA TABLE FOR DRY LAMINATION MACHINEObservation no.

1 2 3 4 5

Printing film material used PET PET PET PET PET

Thickness of the film

(In microns)12 12 12 12 12

Lamination Film Material ALUMINUM FOIL M.CPP PE M.PET PE.WHITE

Length of substrate 21179 49603 2538 8231 10426

Thickness of Lamination film 52 microns 25 microns 55 microns 12 microns 60 microns



Weight inserted Print + Lamination 250+255 kg 459+597 kg 35+83 kg 130+114 kg 125+410 kg


2/16/2015


18

Data Sheet for Solvent less Lamination:

Observation no. 1 2 3 4 5

Printing film material used BOPP BOPP PET PET BOPP

Thickness of the film(In microns) 20 20 12 12 15

Lamination Film Material M.BOPP M.BOPP M.CPP PE.WHITE BOPP

Length of substrate 26890 25250 34367 21275 51559

Thickness of Lamination film 20 microns 20 microns 25 microns 40 microns 30 microns



Weight inserted Print + Lamination 500+500 kg 500+500kg 461+592kg 300+663kg 549+839kg


2/16/2015


19

RESULTS OF DATA TABLES

Following conclusions were drawn from the data tables of different departments. Processes are highly unstable Results are unpredictable Work is not standardized

2/16/2015


20

1ST CURRENT STATE MAP

2/16/2015


21

FINDINGS OF 1ST CURRENT STATE MAP

2/16/2015

PRODUCTION LEAD TIME: 3.5 DAYS

VALUE ADDED TIME: 28 HOURS

Non Value Added Time

67%

Value added time33%

Time

Non Value Added Time Value added time


22

2ND CURRENT STATE MAP

2/16/2015


23

FINDINGS OF 2ND CURRENT STATE MAP

PRODUCTION LEAD TIME: 7 DAYS


2/16/2015


71%

Value added time29%

Time



24

3RD CURRENT STATE MAP

2/16/2015


25

FINDINGS OF 3RD CURRENT STATE MAP

2/16/2015

PRODUCTION LEAD TIME: 8.5 DAYS



75%

Value added time25%

Time



26

MAJOR SOURCES OF MUDA I.E. WASTES AND NON VALUE ADDED ACTIVITIESThe major wastes which team found with the help of current state map are as follows; Defects were not found on the production floor. Overproduction was not an issue either, on the contrary,

underproduction was an issue at the printech packages, the team witnessed many situations when production was done less than the required quantity due to various factors such as shortage of substrate, inks or other materials, or due to gas load shedding.

Transportation, the 3rd waste identified in Lean philosophy was also present at the printech packages, persons pulling, loading and unloading is a common sight at printech packages, the company consists of 8 floors and it results into a very inefficient system of material handling.

2/16/2015


27

MUDA IN CURRENT STATE MAPS(CONTD.) Waiting, the 4th waste identified in lean methodology was also present at

printech packages, but this waiting was in form of starvation i.e. machines were waiting for feeds from previous in-line machines and as a result accumulating wastes.

Inventory waste was also accumulated in printech packages as finished products were kept for longer periods of time without any reason and there were also cases of under inventory when the company ran out of stocks and production had to be stopped.

Motion waste was also present at the printech, it is ironic to suggest it as a waste because there was such lack of standardization that motion elimination could not be done immediately.

2/16/2015


28

FUTURE STATE MAP

The team addressed all the problems discussed in the previous sections. A future state map was drawn after some brainstorming sessions. Note: only one future state map was drawn, unlike current state maps, where there were separate current state maps for each product.

2/16/2015


29

FUTURE STATE MAP

2/16/2015


30

CHANGES PROPOSED IN FUTURE STATE MAPS

The kaizen bursts on a future state map represent kaizen opportunities which ,if implemented, will result into an overall improvement of the system. The team placed 6 kaizen bursts on the future state map. Following will be a description of all those kaizen bursts.

2/16/2015


31

KAIZEN BURSTS

1ST KAIZEN BURST(FORECASTING)The first kaizen burst placed on the FSM was forecasting. There is no forecasting done in printech, as a result there are incidents where order is not met. A proper forecasting method should be adopted. 2ND KAIZEN BURST(RELOCATION OF THE ELEVATOR)The 2nd kaizen burst suggests relocation of the elevator, which is currently outside the production hall, it should ne relocated into production hall, it will not only save the time but will also eliminate the need of a human operator. 3RD KAIZEN BURST(SMED)Quick changeover techniques should be practiced in all the departments of printech i.e. printing, lamination, rewinding etc.

2/16/2015


32

KAIZEN BURSTS(CONTD.)

4TH KAIZEN BURST(Operator Sharing)There is a huge difference between cycle times of printing and rewinding and also lamination and slitting, which can result into inventory piling up at those station. To avoid this situation, the team recommends a sharing of workers between printing and rewinding and slitting and packing.

2/16/2015


33

OTHER IMPROVEMENTS IN FUTURE STATE MAPSUPERMARKET System at the Stores Department: A supermarket symbol is inserted beside the store department it suggests a setup in which the relevant departments can draw whatever they need and in whichever quantity. The kanban signaling system shows that production department will be alerted when supermarket runs low on stocks.

2/16/2015


34

OTHER IMPROVEMENTS IN FUTURE STATE MAPFIFO lane between the departments: The team recommends use of a FIFO lane between all the departments The usage of these FIFO lanes will also mean that there will be very little waiting time and very little bottlenecking as well. Material handling will also be improved. It should be kept in mind that production scheduling will only be done at the printing department and it will get its daily schedule from production department and all the other departments will process on the jobs they get from their previous in line departments, this will result into the overall smoothness of the operations.

2/16/2015


35

OTHER IMPROVEMENTS IN FUTURE STATE MAP Supermarket system after Packing: The team proposes a supermarket system at the packing end as well. All the finished and packed substrate would go to the supermarket where they will be retrieved and shipped accordingly. This system will ensure a smooth dispatching of finished goods materials.

2/16/2015


36

RESULTS OF FUTURE STATE MAP The data for the

designing of future state map was taken from the 3rd current state map, here is a comparison of the two maps i.e. current state and future state maps.

2/16/2015

PRODUCTION LEAD TIME VALUE ADDED TIME NON VALUE ADDED TIME

210

52

158

115

4966

COMPARISON OF CSM & FSM

CURRENT STATE MAP FUTURE STATE MAP


37

TIME REDUCTION TABLE

ACTIVITY PREVIOUS TIME

NEW TIME REASON

CHANGEOVER IN PRINT DEPARTMENT

1-3 HOURS 30 MIN SMED

WAITING BEFORE REWINDING

2 HOURS 10 MIN PROPER SCHEDULING

WAITING BEFORE LAMINATION

4 DAYS 2 DAYS PROPER SCHEDULING

LAMINATION CHANGEOVER

1 HOUR 30 MIN SMED

WAITING BEFORE PACKING

2 DAYS 1 HOUR PROPER SCHEDULING

2/16/2015


38

DOWNTIME REPORT OF PRINTING MACHINES THE TEAM

ALSO COLLECTED SOME DATA REGARDING DOWNTIMES OF PRINTING MACHINES.

THE RESULT IS AS UNDER.

2/16/2015

Changeover; 2145; 58%

Power failure; 750; 20%

No Production Plan; 615; 17%

Technical Issues; 180; 5%

Downtimes

Changeover Power failure No Production Plan Technical Issues


39

DOWNTIMES

It is evident from the previous cart that major cause of downtime of printing machines is “long changeover process”. 55% of the total down time in 15 days, was due to changeover, followed by power crisis and no production plan with 20% and 17% respectively.

These long changeovers made printech a strong candidate for adoption of SMED. The team gave detailed recommendation regarding SMED in printing department.

2/16/2015


40

SINGLE MINUTE EXCHANGE OF DIES

Step 1: Creating the SMED Team: Step 2: Select the Equipment: Step 3: Document Every Step of the Changeover: Step 4: Define the Target Time for the Changeover Step 5: Differentiate between Internal and External Steps: Step 6: Convert Internal Elements to External Step 7: Streamline Remaining Elements: Step 8: Implement the new method and check for results:

2/16/2015


41

CHANGEOVER PROCESS AT PRINTING DEPARTMENT OF PRINTECH PACKAGESSteps involved in Changeover Winding of the substrate. Mounting rubber rollers. Emptying color tray. Mounting dr. blade. Washing color tray. Running the test run Dismounting the rubber rollers Cleaning the rubber rollers. Removing dr. blade. Bringing rubber roller, cylinder and inks on the site. Pouring the inks Mounting the substrate roll. Mixing different inks and solvents.

2/16/2015


42

PROPOSED CHANGEOVER METHOD

Washing color tray. Cleaning the rubber rollers. Bringing rubber roller, cylinder and inks on the site. Mixing different Inks and solvents

(these are external steps which should be performed before stopping the machine for changeover)

Winding of the substrate. Emptying color tray. dismounting the rubber rollers

2/16/2015


43

PROPOSED CHANGEOVER(CONTD.)

Removing dr. blade Pouring the inks Mounting the substrate roll Mounting rubber rollers. Mounting dr. blade.

(Internal setup activities that should be performed as quickly as possible, during this the machine is stopped)

Running the test run

2/16/2015


44

BENEFITS EXPECTED OF THE NEW CHANGEOVERIf the above stated sequence is followed and the continuous efforts are made to reduce the changeover times, the ultimate goal of changing over in single minute i.e. less than ten minutes can be achieved. Regular drills and workshops regarding quick changeover should be arranged and every worker should be made aware about how important it is to have a short changeover time.

2/16/2015


45

CONCLUSION

This was the presentation about the project under the title Lead Time reduction Value Stream Mapping, the team drew current state maps and identified the sources of wastes and gave means to eliminate the wastes in the form of Future State Map. It should be noted that Printech Packages needs to bring basic stability in their processes before they can run on the road to Lean.

2/16/2015


46

RECOMMENDATIONS

The detailed recommendations have been given in future state map and now they are being listed again below. Standardized Working: every job must be documented and all the work elements be defined and documented. Standard operating procedures be developed and followed. A Proper Forecasting Method: A proper forecasting method is recommended for printech packages. On numerous occasions it was observed that the production had to be stopped because of unavailability of one or two materials.

2/16/2015


47

RECOMMENDATIONS(CONTD.)

A feasibility of Cellular Manufacturing:There is a feasibility of a cellular type manufacturing layout in the printech facility, with every job passing through almost the same machines and steps , the condition is ideally suited for a cellular manufacturing system, they have space, they have machines and they are willing to bring the change. A try should be given to cellular manufacturing system as well. Measuring in the right unit: All the measurements of outputs of all machines should be taken in meters or in meter2 because this is how the true output of the machine may be found out. Also right type of equipment should be used to measure the quantity of inks being poured into the trays, this measurement should be in litres and not in kilograms (which is operating practice at printech). This right measurement and accurate record will help making decisions in future and a better understanding of profitability will be developed among the personnel concerned

2/16/2015


48


Adoption of SAP ERP application. This adoption can help overcome scheduling problems and will eliminate situations where no production is run or the inventory is out of stock. This type of application can also act as a database management application which is very necessary at Printech packages. An accurate record is what acts as information in a decision making process. Health, Safety &Environment: Due care should be given to consideration of a proper HSE method to ensure the maintenance of health of operators. All the chemicals and all the fumes produces during the printing should be dealt accordingly. Masks and gloves should be used when working in the print department. Fire safety system were observed but the exhaustion of fumes was not satisfactory. A better system of exhausting fumes is recommended.

2/16/2015


49


Future State Map: In addition with these guidelines, recommendations given in the Future State Map should also be followed. If implemented properly, these steps will result into a better, adaptive, agile, productive and profitable company

2/16/2015


50

THANKS A LOT FOR YOUR KIND PRESENCE

2/16/2015

final year project report on value stream mapping and smed

Engineering