Final year project report on Value stream mapping and Smed

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

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 37
SUPERVISOR
 ENGR. SHAHAB AFROZE
2/16/2015DAWOOD UNIVERSITY OF ENGINEERING AND TECHNOLOGY, KARACHI
2

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
3

PROJECT METHODOLOGY
4 Data
Collection
Drawing
Current State
Map
Muda
Identification
Future State
Map
Recommend
ations

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.
5

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
6

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
7

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.
8

GRAVURE PRINTING PROCESS
DESCRIPTION
During 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.
9

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
10

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.
11

VALUE STREAM CYCLE
12

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.
13

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.
14

CRITICAL INPUTS FOR VALUE STREAM
MAPPING
The following data are considered to be important in a value stream mapping
project.
 Cycle Time
 Changeover Time
 Machine Uptime
 # of Operators
 Queue Size
15

DATA TABLE FOR PRINTING
DEPARTMENT
The team collected following data on production floor of Printech Packages.
16
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 𝑚2 51593 𝑚2 9748 𝑚2 3000 𝑚2 26775 𝑚2
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

DATA TABLE FOR DRY LAMINATION
MACHINE
Observation no.
1 2 3 4 5
Printing film
material used
PET PET PET PET PET
(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
17

Data Sheet for Solvent less Lamination:
Observation no.
1 2 3 4 5
Printing film material
used
BOPP BOPP PET PET BOPP
(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
18

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
19

1ST CURRENT STATE MAP
20

FINDINGS OF 1ST CURRENT STATE MAP
21
 PRODUCTION LEAD
TIME: 3.5 DAYS
 VALUE ADDED TIME:
28 HOURS
Non Value
Added Time
67%
Value added
time
33%
Time
Non Value Added Time Value added time

2ND CURRENT STATE MAP
22

FINDINGS OF 2ND CURRENT STATE MAP
 PRODUCTION
LEAD TIME: 7
DAYS
 VALUE ADDED
TIME: 48 HOURS
23 Non Value
Added Time
71%
Value added
time
29%
Time

3RD CURRENT STATE MAP
24

FINDINGS OF 3RD CURRENT STATE MAP
25
 PRODUCTION
LEAD TIME: 8.5
DAYS
 VALUE ADDED
TIME: 52
HOURS
Non Value
Added Time
75%
Value added
time
25%
Time

MAJOR SOURCES OF MUDA I.E. WASTES
AND NON VALUE ADDED ACTIVITIES
The 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.
26

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.
27

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.
28

FUTURE STATE MAP
29

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.
30

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.
31

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.
32

OTHER IMPROVEMENTS IN FUTURE STATE
MAP
SUPERMARKET 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.
33

MAP
FIFO 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.
34

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.
35

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.
36
210
52
158
115
49
66
PRODUCTION LEAD TIME VALUE ADDED TIME NON VALUE ADDED TIME
COMPARISON OF CSM & FSM
CURRENT STATE MAP FUTURE STATE MAP

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
37

DOWNTIME REPORT OF PRINTING
MACHINES
 THE TEAM
ALSO
COLLECTED
SOME DATA
REGARDING
DOWNTIMES
OF PRINTING
MACHINES.
THE RESULT IS AS
UNDER.
38
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

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.
39

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:
40

CHANGEOVER PROCESS AT PRINTING
DEPARTMENT OF PRINTECH PACKAGES
Steps 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.
41

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
42

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
43

BENEFITS EXPECTED OF THE NEW
CHANGEOVER
If 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.
44

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.
45

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.
46

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
47

 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.
48

 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
49

THANKS A LOT FOR YOUR
KIND PRESENCE
50

Final year project report on Value stream mapping and Smed

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