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Process Cycle Efficiency Improvement Through Lean: A Case Study

D. Rajenthirakumar* P.V. Mohanram S.G. Harikarthik

Department of Mechanical Engineering, Department of Mechanical Engineering, Department of Mechanical Engineering,
PSG College of Technology, Coimbatore, PSG College of Technology, Coimbatore, PSG College of Technology, Coimbatore,
641 004, India 641 004, India 641 004, India
E-mail Adres: [email protected]

ABSTRACT KEYWORDS
Lean Manufacturing,
Lean manufacturing is an applied methodology of Value stream mapping,
Cycle time,
Takt time,
scientific, objective techniques that cause work tasks in a Cycle efficiency.

process to be performed with a minimum of non-value ARTICLE INFO

adding activities resulting in greatly reduced wait time, Received 23 February 2011
Received in revised form 11 March 2011
Accepted 13 March 2011
queue time, move time, administrative time, and other Available online 23 March 2011

delays. This work addresses the implementation of lean

principles in a construction equipment company. The
prime objective is to evolve and test several strategies to
eliminate waste on the shop floor. This paper describes an
application of value stream mapping (VSM).
Consequently, the present and future states of value
stream maps are constructed to improve the production
process by identifying waste and its sources. A noticeable
reduction in cycle time and increase in cycle efficiency is
confirmed. The production flow was optimized thus
minimizing several non-value added activities/times such
as bottlenecking time, waiting time, material handling
time, etc. This case study can be useful in developing a
more generic approach to design lean environment.

________________________________
* Corresponding Author
 D. RAJENTHIRAKUMAR, P. V. MOHANRAM,S. G. HARIKARTHIK /International Journal of Lean Thinking Volume 2, Issue 1 (June 2011)

1. Introduction
Lean manufacturing is based on the Toyota Production System developed by Toyota which
focuses on eliminating waste, reducing inventory, improving throughput, and encouraging
employees to bring attention to problems and suggest improvements to fix them (Womack et al.
1991). Lean manufacturing has increasingly been applied by leading manufacturing companies
throughout the world. A core concept of lean manufacturing is pull production in which the flow
on the factory floor is driven by demand from downstream pulling production upstream. Some of
the changes required by lean manufacturing can be disruptive if not implemented correctly and
some aspects of it are not appropriate for all companies (Hobbs, 2004). A lean manufacturing
facility is capable of producing product in only the sum of its value added work content time.
Features of a typical lean manufacturing model include: one unit at a time production, non-value
added time eliminated, production in the work content time only, and relocation of required
resources to the point of usage.
In the present day of manufacturing, assembly line can be formed easily for any industry
whether it is a small-scale or a large-scale industry. When the takt times are calculated for every part
manufactured in the industry through different part movements, then the problem of locating
machines on the shop floor occurs when it is a job type production unit; this problem is the main
reason for reconfiguration of machines and layout design for every demand. To eliminate these
problems, a proper method is required to achieve a rhythm in manufacturing lean assembly line by
identifying value adding, non-value adding, and necessary non-value adding activities through an
optimum feasible takt time.
This paper presents a case study of a large-scale construction equipment manufacturing
industry facing the problems as discussed above. This work addresses the implementation of lean
manufacturing on the construction equipment assembly, with a focus on the activities of paint shop
which should have a proper rhythm of assembly line, minimizing wastages like bottleneck time,
waiting time, material handling time, etc. The prime objective is to develop different strategies to
eliminate waste. The lean tool value stream mapping (VSM) applied as a method to lead the
activities.

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 D. RAJENTHIRAKUMAR, P. V. MOHANRAM,S. G. HARIKARTHIK /International Journal of Lean Thinking Volume 2, Issue 1 (June 2011)

2. Literature Review
Currently, assembly lines are still fundamental to get the smoothing of production system
(Miltenburg, 2001), and they are studied under several operative perspectives seeking its flexibility
(El-Maraghy, 2005; Calvo et al. 2007). Both concepts are subjects of pull systems. In assembly lines,
pull and lean systems are concepts frequently connected, although they pursue different objectives;
pull system toward the reduction of work-in-process (WIP) and lean system toward minimizing the
buffer variability (Hopp and Spearman, 2004). Moreover, with respect to the election of production
control system in a pull system, the alternatives considered are focused on kanban (Monden, 1998)
and constant work in process (CONWIP) (Spearman et al. 1990), both of them focused toward the
reduction of WIP.
Although many tools exist, from its origin, VSM has demonstrated its efficacy (Womack and
Jones 1996; Sullivan et al. 2002; Abdulmalek and Rajgopal 2007; Serrano et al. 2008; Sahoo et al.
2008). Following the benchmarking perspective, as well the use of a contrasted tool, facilitates the
interchange of improvements. It is a tool that provides communication solutions for practitioners to
obtain maximum efficiency and definitions of theoretical development points to become a reference
among redesign techniques (Serrano et al. 2008). A detailed description of VSM can be seen in
Rother and Shook (1999). Thus, as improvement tool simplifies the measurement of times without
added value, so the calculation of indexes of lean metrics is easier and it is possible to enhance the
operative actions with strategic results.
This paper unifies several gaps and it shows how value stream transformation actions can
achieve high levels of performance in a short time and in a real industry, inside a context of an
assembly line with a small space and that it requires flexibility.

3. Problem Definition
This work deals with the end to end perspective of reducing waste at an assembly line paint
shop of a construction equipment manufacturing company. The major tasks involved in the paint
shop are sketched in Figure 1 and the layout is given in Figure 2.

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 D. RAJENTHIRAKUMAR, P. V. MOHANRAM,S. G. HARIKARTHIK /International Journal of Lean Thinking Volume 2, Issue 1 (June 2011)

Figure 1. Major taskks in the asseembly line paiint shop

Figurre 2. Layout of the assembbly line paintt shop

AAfter intense brain stormiing and a thoorough studyy of the paintt shop, it wass observed thhat the
paint shop activitiees contain vaarious forms oof non-value-adding activitties as follow
ws:
 Drying whhich takes eigght hours incrreases cycle time
t
 Paint shopp floor space insufficient ffor 100 toness
 Inadequatte lighting (850 lux)
 Paint coaggulation
 Ineffectivee blower perfformance
Certainly, all of these factors lead to hhigh production lead time. In the existiing conditionns, the
C
averagge productioon lead time is found to bee around 96888 min and th
he cycle efficieency is foundd to be
3%, w
which is not sufficient.

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 D. RAJENTHIRAKUMAR, P. V. MOHANRAM,S. G. HARIKARTHIK /International Journal of Lean Thinking Volume 2, Issue 1 (June 2011)

4. Leaan Implemeentation
IIn order to implement
i leean principlees, a task grooup was form
med with peoople from diffferent
parts of the orgaanization, all having richh knowledgee and inform
mation pertaaining to prrocess,
produuction, equippment and plaanning. The oobjectives of the operation
n were (i) to reduce the leevel of
non-vvalue activitiees present in any form byy implementiing the variou
us lean toolss (ii) to reduce the
overaall process tim
me of the asssembly line paint shop through imp
provements iin the water wash,
maskiing, drying processes
p andd eliminatingg over processsing of final black paint ((iii) to introdduce a
safetyy trolley for masking
m radiaator cover annd (iii) to increase the cyccle efficiency.. The methoddology
adoptted to achievee the objectivves is given inn Figure 3.

Fiigure 3. Methhodology forr lean implem

mentation

4.1 Cuurrent state value

v stream
m mapping
TTo constructt the currennt state valuee stream maap, relevant information was collectted by
intervviewing peopple on the paint shop flooor. As a pre-w
work, process and time stuudy was perfoormed
and TTable 1 sum
mmarizes the overall activvities associaated with thee paint shopp along withh their
proceessing time. Data
D relevant to the custom
mer, such as quantity to be
b delivered, delivery timee were
obserrved and infoormation relaated to the asssembly line, such as proccessing time, inventory sttorage,
inspeections, rework loops, number of worrkers and opeerational hou
urs per day w
were collecteed and
docum
mented propperly. To com
mplete the vaalue map, a timeline
t is ad
dded at the bbottom of thee map
recorrding the leadd-time and thhe value-addeed time. Evenntually, the vaalue stream m
map for the cuurrent
state is constructed as shown inn Figure 4.

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 D. RAJENTHIRAKUMAR, P. V. MOHANRAM,S. G. HARIKARTHIK /International Journal of Lean Thinking Volume 2, Issue 1 (June 2011)

Tablee 1. Current state

s paint shhop processess and processsing time
Name of the Average proceessing time in Average pprocessing timee in
Namee of the processs
processs minutes minutes
De-greease 15 De-masking 10
Water wash 60 Paintiing: yellow 60
Dry offff 55 Dryinng 290
Buff 45 De-masking 26
Mask 40 Paintiing: black 35
Yellow
w paint 120 Dryinng 120
Dry offff 240 De-masking 15
Mask 10 Decall 35
Black ppaint 20 PDI/reectification 30
Dryingg 60

Figure
F 4. Thee present valuue stream maap

AAs observed from the vaalue map, vaarious value--added activiities presentt in the flow
w line,
bottleenecks are identified and quantified inn time, as shoown in Figuree 5 and Tablee 2. It is founnd that
aboutt 293.80 min, or 22.85% out
o of 1286 m
min, were vallue added activities, comppared to 992..2 min
or 777.15% of non-value addedd activities. It is concludedd that the drrying processs is the majorr issue
whichh is not withiin the current levels of deemand. If the growing leveels of demannd increases, drying
d
is nott within the taakt time.

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 D. RAJENTHIRAKUMAR, P. V. MOHANRAM,S. G. HARIKARTHIK /International Journal of Lean Thinking Volume 2, Issue 1 (June 2011)

Figure
F 5. Thee present statte VA/NVA tim
me

Tablee 2. Current state

s VA/NVA time analysiss
Name of the processs %VA VA time (minn) NVA timee (min) Aveerage processin
ing time in min
nutes
De-greease 60% 9.00 6.00 15
Water wash 60% 36.00 24.00 60
Dry offff 0% 0.00 55.00 55
Buff 60% 27.00 18.00 45
Mask 30% 12.00 28.00 40
Yellow
w paint 70% 84.00 36.00 1200
Dry offff 0% 0.00 240.00 2400
Mask 30% 3.00 7.00 10
Black ppaint 70% 14.00 6.00 20
Dryingg 0% 0.00 60.00 60
De-maasking 60% 6.00 4.00 10
Paintinng: yellow 70% 42.00 18.00 60
Dryingg 0% 0.00 290.00 2900
De-maasking 30% 7.80 18.20 26
Paintinng: black 70% 24.50 10.50 35
Dryingg 0% 0.00 120.00 1200
De-maasking 50% 7.50 7.50 15
Decal 60% 21.00 14.00 35
PDI/rectification 0% 0.00 30.00 30

4.2 Taact time

TTact time cann be defined as the time rrequired prodducing one unit
u of daily ssalable quantiity. To
calcullate tact timee in the conteext of presentt problem, thhe average deemand per tw
wo shifts was found
to bee 3.2 units off componentts under studdy. The comppany runs fo
or two shifts, 500 min peer shift
excluding break tiime. This resuults in a tact time of nearlly 312.5 min.. Therefore, iit is concludeed that
one uunit of product must comee out during every 312.5 min
m interval.

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 D. RAJENTHIRAKUMAR, P. V. MOHANRAM,S. G. HARIKARTHIK /International Journal of Lean Thinking Volume 2, Issue 1 (June 2011)

4.3 Total cycle time and cycle efficiency

Reducing the lead time in any production system is a continuous improvement process. While
addressing the problem, the production lead time for the existing conditions was first calculated.
The various components associated with lead time are identified separately and different practical
strategies are adopted for improvement. In general, the various components associated with the
lead time of any production process are (i) Waiting time before process (ii) Setup time (iii) Process
time (iv) Waiting time after process (v) Transfer time. Considering all the elements involved, a total
cycle time of 9687.50 minutes was calculated.
Also, the total cycle efficiency involved in the process is found to be approximately 3.2%. In
order to reduce the total cycle time and increase the cycle efficiency, various strategies such as
problem identification, data documentation, motion and time study, improvements made,
operation sheet review, and continuous monitoring are adopted.
Initiatives taken to increase the cycle efficiency are:
 Standard work sheet is prepared
 Warm water is utilized to facilitate quicker drying process
 Permanent mask using rubber material designed to facilitate better functioning
 Stringent monitoring is done and improvement opportunities are addressed in time
 Wherever possible, inefficient operations are eliminated; for example, oven drying process is
developed
 To handle higher capacity, construction equipment layout modification was done
 To improve operator safety, safety trolley was designed for masking process

4.4 Reducing time for masking process

To Reduce the masking time, permanent mask using rubber material was designed which in
turn reduces the cost of masking. The improvements are shown in Figure 6.

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 D. RAJENTHIRAKUMAR, P. V. MOHANRAM,S. G. HARIKARTHIK /International Journal of Lean Thinking Volume 2, Issue 1 (June 2011)

1 00 30

Thousands
25
80 25

Cost of m asking/fiv e units

Masking time (min)

20 Cost of m asking/u nit

Masking cost (Rs)

60

15
40

10

20
5
5
2
0 0.4
Pr esen t st a t e m a sk in g Ma sk in g pr ocess w it h 0
pr ocess n ew desig n Pr esen t st a t e Ma sk in g w it h n ew desig n
Cost for masking process
Time for masking process

Figure 6. Masking process time reduction

4.5 Improvement of drying process

As a part of improved drying process, warm water was used for water washing of the
equipment which results in 58% of time savings. From the current state analysis, it was clear that the
drying process was the major bottleneck. In the present state, drying process was carried out
outside the paint shop by allowing the unit to dry in hot sun which took 16 hours to complete. Also
time amounts to 650 minutes on an average was spent for paint drying operation which included
yellow painting, black painting and final yellow painting. Instead ovens of LPG type were
introduced for drying process and the process time was decreased to 240 minutes. The
improvement is shown in Figure 7.
1 000

9 00

800
Time for drying process (min)

7 00

6 00
% Tim e sav ing : 63 %
500

4 00

3 00

2 00

1 00

0
Present state dry ing process New im prov ed ov en dry ing

Figure 7. Improved drying process

4.6 Improvement in safety

It was found that the operator masks the unit by standing in the bumper of the construction
equipment which is unsafe as shown in Figure 8. As a part of safety risk assessment, a new trolley
was designed for masking radiator cover, where the operator stands near the corner of the
equipment. By using the newly designed trolley, the operator is able to mask the radiator easily

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 D. RAJENTHIRAKUMAR, P. V. MOHANRAM,S. G. HARIKARTHIK /International Journal of Lean Thinking Volume 2, Issue 1 (June 2011)

w
without any issues
i as show
wn in Figure 9. Since the trolley was developed
d usiing scrap matterials,
the laabour cost is the
t only cost element assoociated with the
t new safetty equipmentt.

ure 8. Presennt state maskiing-operator risk involvedd

Figu

9 Masking w
Figure 9. with safety trolley-operatorr risk eliminatted
4.7 Fuuture state vaalue stream mapping
m
FFinally, the fuuture state vaalue stream m
map is construucted as show
wn in Figure 110, which repported
a connsiderable deppletion in noon-value-addeed time. A drrastic reductio
on in time foor drying process is
also oobserved. Furrthermore, thhe process leaad time is redduced to 725 min as illusttrated in Figuure 11.
Tablee 3 outlines thhe value streaam analysis reeport for the future state. It is found thhat about 5544 min,
or 766.4% out of 725 min, weree value-addedd activities coompared to 171
1 min or 2 3.6% of non--value-
addedd activities. Comparing
C the value mapss, it can be cooncluded that a 821.2-minn reduction inn non-
value--added activvities is achhieved. Figurre 12 depiccts the vario
ous benefitss made afteer the
impleementation of lean.

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 D. RAJENTHIRAKUMAR, P. V. MOHANRAM,S. G. HARIKARTHIK /International Journal of Lean Thinking Volume 2, Issue 1 (June 2011)

Tablee 3. Future sttate VA/NVA time analysis

Namee of the processs %VA VA time (minn) NVA tim
me (min) Avverage processsing time in miinutes
De-grease 80% 12.00 3.000 15
Water wash 80% 48.00 12..00 60
Dry off 100% 60.00 0.000 60
Buff 80% 36.00 9.000 45
Mask 80% 12.00 3.000 15
YYellow paint 70% 84.00 36..00 120
Dry off 100% 120.00 0.000 120
Mask 80% 4.00 1.000 5
Black paint 70% 14.00 6.000 20
Drying 50% 30.00 30..00 60
De-masking 70% 7.00 3.000 10
Paainting: yellow 70% 42.00 18..00 60
Drying 50% 30.00 30..00 60
De-masking 50% 5.00 5.000 10
Decal 100% 35.00 0.000 35
PD
DI/rectification 50% 15.00 15..00 30

Figure 10. The ffuture state value

v stream map
m

1 2 00
Process lead time (min)

9 00
% im prrov em ent : 45%

6 00

3 00

0
Preesent state Future state

Fiigure 11. Redduction of prrocess lead tim

me

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 D. RAJENTHIRAKUMAR, P. V. MOHANRAM,S. G. HARIKARTHIK /International Journal of Lean Thinking Volume 2, Issue 1 (June 2011)

2 00

1 80

1 60 153.13

1 40

1 20

1 00 88.56
80

60

40 29.03 29.03

20

0
% WIP reduction % Total cy cle tim e % im prov em ent in Cy cle efficiency
reduction v alue added tim e im prov em ent (%)

Figure 12. Improvement after lean approach

5. Conclusion
This present work provides a case study of the improvement of a construction equipment
company non value added activities by means of lean tools. It focuses the revamp of operations by
eliminating non value-added time and improving cycle efficiency through VSM. It can be concluded
that VSM is an effective tool for identifying the processing wastes.

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