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Assignment 2 Value Stream Map of Lean Six Sigma...

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64 views7 pages

Assignment 2 Value Stream Map of Lean Six Sigma...

assignment of advanced design of experiments

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sukhasing37
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© © All Rights Reserved
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ASSIGNMENT - 2

VALUE STREAM MAP


SUBJECT:- LEAN SIX SIGMA
QUAL8052 – 11
PROF. HAFIZ ANWAR

SUBMITTED BY:-

SUKHRAJ SINGH

(8997317)

DATE:-

10/20/2024
OBJECTIVE:- The objective is to identify important phases, cycle times,
and inefficiencies in the production process of wooden chairs by creating a
value stream map. Reducing waste, improving process flow, and increasing
efficiency are the goals of this investigation. Better production quality and
shorter lead times are anticipated results.

VALUE STREAM MAP:-

CURRENT STATE VALUE STREAM MAP SUMMARY:-


The production flow of making wooden chairs is depicted in the value stream
map (VSM) that is provided, which covers every stage from the supplier until
shipping. Cycle time, setup time, uptime, inventory levels, and overall process
flow are among the important metrics it contains.

1. Cutting Wood:-

 Cycle Time: 30 min


 Setup Time: 5 min
 Uptime: 85%
 Shift: 1
 Inventory: 1,000 units (indicates significant WIP)
 Waste Identified: Overproduction due to high WIP at this stage.

2. Sanding:-

 Cycle Time: 20 min


 Setup Time: 3 min
 Uptime: 80%
 Shift: 1
 Inventory: 500 units (WIP indicates moderate production flow)
 Waste Identified: Unnecessary motion due to workstation layout
inefficiencies.

3. Assembly:-

 Cycle Time: 45 min


 Setup Time: 7 min
 Uptime: 75%
 Shift: 1
 Inventory: 400 units (high WIP signals potential delays)
 Waste Identified: Idle time during assembly due to inconsistent material
flow and rework.

4. Staining:-

 Cycle Time: 40 min


 Setup Time: 5 min
 Uptime: 70%
 Shift: 1
 Inventory: 300 units
 Waste Identified: Long waiting times between stain applications, leading
to process delays.

5. Drying:-

 Cycle Time: 60 min


 Setup Time: 4 min
 Uptime: 65%
 Shift: 1
 Inventory: 200 units (indicates bottleneck)
 Waste Identified: Slow drying process causing high WIP and bottlenecks.

6. Final Inspection:-

 Cycle Time: 15 min


 Setup Time: 2 min
 Uptime: 90%
 Shift: 1
 Inventory: 100 units (relatively low, indicating better flow)
 Waste Identified: Minor rework due to inspection delays.

7. Shipping:-

 Shift: 1
 Inventory: 400 units (awaiting shipping)
 Frequency: Daily shipping

8. Overall Metrics:-

a. Total Process Time: 210 min

b. Total Downtime: 38 days

ANALYSIS OF KEY AREAS OF WASTE AND


INEFFICIENCIES:-
1. Overproduction:- is noticeable at the Cutting Wood stage, when an excess
of parts are manufactured, resulting in a large 1,000-unit work-in-progress
inventory. Without providing value, this leads to material accumulation,
resource ties, and expense rises. This waste can be reduced by matching
demand with production rates.
2. Waiting:- happens mostly during the staining and drying stages because of
the long drying times, which lead to large WIP (300 and 200 units, respectively)
and idle intervals. This lengthens lead times and hinders the flow of
production. Using quicker drying methods can increase output and decrease
waiting.

3. Excess Inventory:- is present at all phases, but especially at the cutting,


assembling, and drying stages, suggesting an unbalanced manufacturing flow.
While concealing additional inefficiencies, high inventory raises lead times and
storage expenses. Just-in-Time (JIT) production helps optimize flow by lowering
WIP levels.

4. Unnecessary Motion:- is seen at Sanding and Assembly, when workers are


forced to travel between equipment frequently due to disorganized
workstations, lengthening handling time. Motion and cycle time can be
decreased by using 5S concepts to improve workstation arrangement.

5. Defects and Rework:- occur during the Final Inspection, increasing expenses
and wasting time that isn't useful. By identifying flaws early on, in-process
quality checks can reduce rework and enhance product quality.

POTENTIAL KAIZEN PROJECTS AND EXPECTED


BENEFITS:- To address the main inefficiencies, the following Kaizen
initiatives are suggested in light of the VSM analysis:-

1. IMPLEMENT PULL BASED PRODUCTION AT CUTTING WOOD:-

Objective:- Introduce a Kanban or Just-in-Time (JIT) system to synchronize the


cutting process with actual demand.

Benefits:- Reduced overproduction, lower WIP, decreased lead time, and cost
savings.

2. INVEST IN FASTER DRYING METHOD:-

Objective:- Invest in faster drying methods (e.g., UV drying or heat-assisted


drying) to accelerate the drying process between staining coats.

Benefits:- Shorter drying times, increased throughput, improved product


consistency, and reduced lead time.
3. OPTIMIZE WORKSTATIONS FOR SANDING AND ASSEMBLY:-

Objective:- Utilize the 5S principles (Sort, Set in Order, Shine, Standardize,


Sustain) to minimize worker movement and optimize workstation layouts
during the sanding and assembly phases.

Benefits:- Reduced handling time, increased worker productivity, and faster


production flow.

4. INTRODUCE IN PROCESS QUALITY CHECK:-

Objective:- Implement quality checks at critical stages (e.g., sanding and


assembly) to detect defects early.

Benefits:- Fewer defects, reduced rework, improved product quality, and


better customer satisfaction.

5. IMPLEMENT PREVENTIVE MAINTENANCE:-

Objective:- To avoid unplanned downtime, schedule routine maintenance for


important machines, especially during the staining and drying phases.

Benefits:- Higher machine availability, stable production flow, and reduced


downtime.

CONCLUSION:- An examination of the production process for wooden


chairs finds a great deal of waste and inefficiencies, such as waiting,
overproduction, extra inventory, and lengthy setup times, all of which increase
lead times and expenses. manufacturing can be streamlined, waste can be
decreased, and efficiency can be increased by putting specific enhancements
like pull-based manufacturing, quicker drying techniques, and in-process
quality checks into place. It is anticipated that the process will become more
competitive and economical as a result of reduced lead times, increased
capacity, enhanced customer satisfaction, and better product quality.

REFERENCES:-
Desire2Learn.https://conestoga.desire2learn.com/d2l/le/content/1255898/
viewContent/27517408/View

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