Study On Implementation of Lean Tools

Study on implementation of lean tools
Chapter 1
INTRODUCTION
1.1INTRODUCTION
The project work is being carried out in VST Tillers Tractors Ltd. (VTTL), Mysuru.
This project is focused on implementing lean practices viz Value Stream mapping,
kaizen, 5S, layout optimization, etc. In VTTL (Mysuru) precision components are
manufactured. VWH crankshaft is one of them, which was not able to meet the customer
demand. Using the above lean tools the team focused to reduce manufacturing lead time
and to achieve the customers demand.
1.2 PROBLEM STATEMENT
During the overall study of VTTL our team recognized that company is failing to
meet the customer demand. As on company’s advice we studied VWH crankshaft process
which was nearly taking 22 days of manufacturing lead time to complete the order of
2500-3000 components per month.
Lean manufacturing system implemented in this project is done in a crankshaft

manufacturing cell to eliminate the non value added wastes like over production, waiting,
unnecessary transport movement, defects and unused employee creativity from the
manufacturing system and also to create product mix flexibility in the manufacturing cell.
The following wastages were identified in the current system of crankshaft production
process:
 High additional processing time.

 More number of workers.
 Consumes more resources.
 More inventory.
 More scrap and
 High Cycle time.
1.3 OBJECTIVE
The main objective of the project is to reduce the manufacturing lead time using
Value Stream Mapping (VSM) tool.
Department of Industrial Production & Engineering SJCE MYSURU Page 1

In order to remain competitive, waste from the value stream must be identified
and eliminated so to run system with maximum efficiency.
 To study the current production system of crankshaft division

 To enhance the line balancing up to its maximum level by studying and
diagnosing the process
 To improve kaizen and 5s principles.
 To improve customer satisfaction by implementing VSM tool. Customer demand
can be achieved by reducing manufacturing lead time.
1.4 METHODOLOGY
VSM is a tool to visualize and streamline work processes using the techniques of
LeanManufacturing.VSM help to identify, demonstrate and decrease waste in the
processes. Waste being any activity that does not add value to the final product.VSM can
serve as a blue print for Lean Manufacturing.
Generally VSM has four major steps as given by Rother and Shook (1996):
 Select a product family.

 Draw Current state map.
 Draw future state map.
 Develop work plan for implementation future state.
Fig 1.1: VSM methodology

1.4.1 SELECTION OF PRODUCT FAMILY
The first step is selection of critical part family. After study of all part families,
one part family was selected over all the product families.
1.4.2 CURRENT STATE MAP
Collect relevant and necessary data to draw current state map. Data is collected by
preparing the checklist, observing the activities that are performed in the shop floor using
stopwatch and measuring tape. To create a current state map following steps are followed.
Table 1.1: Time matrix for each process
Process name Cycle time Operator

(seconds)
chamfering 30 sec 1
threading 90sec 1
Face drilling 289sec 1

and chamfer
Step-1: Calculate Takt Time
Takt time is defined as the ratio of net available time to customer demand. The net
available time is the total operation time during a specific period, meaning the total
amount of time, which adds value on value stream. Customer Demand can be determined
on customer forecast or based on the currently customer order.
Step-2: Understand customer demand
Customer demand based on monthly or weekly. Customer demand is 3000

components per month.
Step-3: Map the process flow
This step involves various processes to complete the product. In addition, measure
the relevant data to add on to value stream mapping box.
Step-4: Map the material flow

The flow of material from raw material to finished goods is given by supplier to
customer. In addition to analyze Work-in-process(WIP) between two process.
Step-5: Map the information flow
The information flow provides demand information. Information flow is through

electronic means or by manual.
Step-6: Draw the Time line
Calculate production lead time for inventory triangles by dividing quantity of

inventory by the customer daily requirement.
1.4.3 FUTURE STATE MAP
By analyzing the current state map, the lead time and amount of inventory are
more between processes. Supermarket is used between two processes to reduce inventory
wastage during process and convert the process from build to stock (push) to make to
order (pull).

Chapter 2
COMPANY PROFILE
2.1 ABOUT VST TILLERS TRACTORS LIMITED

V.S.T.Tillers Tractors Ltd was promoted in the year 1967 by the VST group of
companies, a well-known century old business house in South India. The founder of the
group was Sri.V.S.Thiruvengadaswamy Mudaliar who started with humble beginnings
under the VST & Sons banner in the year 1911. The group built its reputation through
retailing of petroleum product & distribution of Automobiles in Karnataka and Tamil
Nadu.
Fig 2.1: Hosur plant
V.S.T.Tillers Tractors Ltd was promoted by VST Motors, as a joint venture (and
Technical collaboration) with Mitsubishi Heavy Industries Ltd, Japan. The company is
now the largest manufacturer of Power Tillers in India. From the time of inception in
1967 by the founder Managing Director, Sri V.T.Velu, the company has had a steady
growth. Today the VST family holds 51% of the equity in the listed company that has
recorded consistent growth and has given excellent returns to the shareholders. With the
growth in business, the manufacturing facilities for Power tillers has been retained on the
Whitefield Road in Bangalore, while that of Tractors has been shifted to Hosur in Tamil
Nadu.
This is keeping in mind the growing demand for compact tractor for small farmers
in the country. The manufacturing of key components for the Engine for both Power
Tiller and Tractor takes place in the Precision Components Division located in Mysore.
The company has a network of about 200 dealers and 300 vendors all over India
most of whom have been associated with the company over several decades.
While the company continues to be the leader in the Power tiller industry with
about 45% market share, its pioneering efforts for introduction of compact tractors have
been recognized all over India under the brand name of VST Mitsubishi Shakti. The
company has since introduced mechanized Rice transplanter and reapers.
The company also exports its products to Africa, Russia, Myanmar and other
countries while component parts are exported to UK and Europe.
The close knit and committed human resources have been the strong edifice of the
company. The continuing need for growth in Agriculture and the scarcity of rural labour
will be the key drivers for the future growth. With four decades of experience in the field
as well as its competitive edge, the company has limitless opportunities to expand the
business and as such is poised to take a big leap forward.
2.2 UNIQUENESS OF THE COMPANY
 VTTL has ISO-9001 certification for quality management system since January
1998.
 VTTL follows ISO 9001-2008 quality system requirements to satisfy all customer
needs.
 Certified to ISO/TS16949 certificate, best supplier award.
 Manufacturer of power tillers, Tractors, Rice Planter, Power Reaper, Engines,
Precision/ Auto components, Agriculture Implements.
2.3 VISION
V.S.T. Tillers Tractors Ltd. believes that the foundation of its business is to
provide excellence in its products through:-
 High Quality and Reliability

 Economic and competitive Prices
 Efficient services to the satisfaction of the customers

In order to achieve these goals and attain market leadership, it shall be the objective of
every employee to strive to be "'The Best in the Field".
2.4 QUALITY POLICY

To strive for Excellence by:
 Supplying Quality Products with high reliability at competitive price.

 Providing efficient and prompt after sales services.
 Achieving high degree of customer satisfaction through continuous improvement
process
2.5 PRODUCTS OF VTTL
The products which are manufactured in VTTL are as follows
 Power tillers.
 Power tractors
 Rice planter
 Power reaper
 Precision auto components and light engineering components
2.5.1 POWER TILLER
Power tiller is also referred as walking tractor powered by 10-15 horsepower

(HP). It is a versatile machine which carries out all the function of tractor except that the
operator has to walk behind the machine. Ideally suited for small farmers with popular
usage are wet puddling, dry land cultivation, ridging, water pumping and spraying. It can
also be coupled with a trailer that has a capacity of 1.5tons for transportation.
Fig 2.2: VST power tiller

2.5.2 TRACTORS
VST tillers tractors ltd. Is the pioneer and largest manufacture of compact four
wheel drive tractor in India. The state of art technology of Mitsubishi, very low weight
and inbuilt rotary fined exclusive application in wet puddling, inter cultivation, spraying
for all crops and horticulture requiring less than 5 feet of row width planting. The
attachments used are cage wheels, chaff cutter, seed cum fertilizer drills, spring loaded
cultivator, reversible plough, fertilizer and laying machine.
Fig 2.3: VST power tractor
2.5.3 POWER REAPER
VST tillers tractors ltd. Power reapers are mechanized units powered by a light
weight diesel engine which assists in harvesting rice, wheat, barley, etc with rotating
blades. Depending on the number of blades on the reaper, the unit can cut up to 8-12
sections on a single walk.
Fig 2.4: VST power reaper

2.5.4 RICE TRANSPLANTER:
VST tillers tractors ltd. Is the pioneer in the introduction and leader in mechanized
rice planter. VST deals with both 8 row ridding and 6 row walk behind rice trans planter.
This is a high labour saving machine, eliminates drudgery, increase productivity and
gives very high return on investment.
Fig 2.5: VST rice transplanter
2.5.5 PRECISION AUTO COMPONENTS
The precision auto components which are being manufactured at VST Tillers Tractors
ltd, Mysuru are Diesel engine components and light engineering components. The
functions of these precision components is as described below.
 In a reciprocating piston engine, the connecting rod connects the piston to the
crank or crankshaft. Together with the crank, they for a simple mechanism that
converts reciprocating motion into rotating motion.
 A camshaft is a shaft to which a cam is fastened or of which a cam forms an
integral part.
 A crankshaft is a mechanical part able to perform a conversion between
reciprocating motion and rotational motion.
 The crankcase is the housing for the crankshaft.
 Transmission case is a jacket usually of cast iron for the transmission of an
automobile.
 Caliper brake uses “short pull” brake levers, for drop handlebars or upright
handlebars.
 Brakes yoke is used to slow or stop a moving vehicle.
 Brake shoe is a piece of metal that supports the brake pad.

 Suspension is a system of tires, tire air, springs, shock absorbers and linkages that
connects a vehicle to its wheels and allows relative motion between the two.
 A hydraulic actuator consists of cylinder or fluid motor that uses hydraulic power
to facilitate mechanical operation. The mechanical motion gives an output in
terms of linear, rotary or oscillatory motion.
Fig 2.6: precision auto components

2.6 VST DEALERS MAP AND CUSTOMERS

VST is doing something unique. By partnering with Mitsubishi it developed
expertise in tiller manufacturing. It slowly built its dealer network (335 dealers) in
Sothern, Western and North-Eastern India where farms are small. By doing this over time
VST built a loyal customer base and dealer network to support them.
Fig 2.7: VST dealers map
2.7 ABOUT MYSURU PLANT (PRECISION COMPONENTS DIVISION)
Incorporated in the year 1996, the Precision Components Division of V.S.T.

Tillers Tractors Ltd. are a customer manufacturer, exporter and supplier, engaged in
delivering quality Precision Diesel Engine Parts, Diesel Engine Spare Parts Engine
Parts and Light Engineering Parts. We are TS 16949:2009 & ISO 9001:2008 certified
firm and supply client's with high grade products like Diesel Engine Parts, Diesel Engine
Spare Parts, Crank shaft, Cam shaft, Con Rod, Transmission Case, Crank case, Chain
Case, and more.

All these are manufactured using quality S G iron castings, alloy steel forgings
and various other inputs under the expertise of professional engineers. Moreover,
advanced technology and high performance machines are used in the production process.
The perfect combination of premium inputs and modern machines assist in providing a
quality output to the market. Our Engine are highly appreciated by the clients for
their dimensional accuracy, high tensile strength, minimal, maintenance and durability.
The Precision Component Division of VST Tillers Tractors is located on a 5 acre

plot in Mysuru. This unit manufactures critical engine components like crank shafts, cam
shafts, connecting rods, transmission cases for both captive consumption. VST Tillers
Tractors limited, Mysuru has both international customers and domestic customers.

Chapter 3
LITERATURE REVIEW
3.1 LEAN MANUFACTURING

Lean manufacturing or lean production is a systematic method for elimination of
waste (muda) within a manufacturing system. Lean also takes into account waste created
through over burden (muri) and waste created through unevenness in workloads (mura).
Lean manufacturing initiative is being followed by various organizations in the

recent years which mainly focus on improving the efficiency of operations by eliminating
and reducing wastes. The implementation of lean manufacturing techniques in the
crankshaft manufacturing system at an automotive manufacturing plant located in south
India. A multi criteria decision making model, analytical hierarchy process is applied to
analyze the decision making process in the manufacturing system. The objective of the
case industry was to reduce the lead time and to minimize the transportation. Lean
manufacturing system was selected to meet the company’s quality, cost and delivery
targets.
Crankshaft was manufactured in a single piece flow system with the low cost
machines developed indigenously and the results are that the crankshafts have passed the
testing, validation and approval by the customer to produce any variant in the company.
After implementing lean manufacturing system, the manufacturing lead time reduced,
defects were reduced, higher process capability achieved, quick response to customer
demand small lots were achieved.
Lean manufacturing system implemented in a crankshaft manufacturing cell to

eliminate the non-value adding wastes like over production, waiting, unnecessary
transport movement, defects and unused employee creativity from the manufacturing
system and also to create product mix flexibility in the manufacturing cell. The limitation
in the crankshaft manufacturing cell set-up changeover between the crankshaft variants is
not within the takt time and the agreement with the customer is also to produce one
variant for one week and changeover to the next variant, will not have an impact on the
project.

3.2 VALUE STREAM MAPPING

Value stream mapping is a lean manufacturing or lean enterprise technique used to
document, analyze and improve the flow of information or materials required to produce
a product or service for a customer.
Nowadays in a competitive market, companies require small lead times, low costs
and high customer service levels. As such, companies pay more effort to reduce lead
time. Value Stream Mapping (VSM) techniques are used in almost all companies. Value
Stream Mapping (VSM) is the one of the lean manufacturing tool. Value Stream mapping
aim is identified waste in terms of non-value added activities. Current State Map is
prepared to give details about the existing position and identify various problem areas.
Future State Map is made to show the implementation action plan.
Companies are continually striving to increase productivity and output of their

operations. Lean has been originally created and defined as the process of eliminating
waste along with the support system to reduce or eliminate waste and non-value added
activities from the various processes. Value Stream mapping is all the steps, both value
added and non-value added required taking a product or service from raw material to the
customer. Some examples of value added and non-value added activities are listed below:
Value Added activities-moulding, welding etc. Non-value added activities - walking,
waiting, inspecting, reworking etc. Value Stream Mapping is visualization and
streamlines work processes using the tools and techniques of Lean Manufacturing. VSM
help to identify, demonstrate and decrease waste in the processes. Waste being any
activity that does not add value to the final product. VSM can serve as a blue print for
Lean Manufacturing.
VSM has three types
1. Process level VSM – In process VSM, material and information flow with in a
particular cell or production line.
2. Factory level or door-to-door VSM –In factory level VSM, material and information
flow within a four walls of a factory
3. Extended level VSM – Focusing material and information flow of several companies

Value Stream Mapping is used to identify the current process of small scale
industry. The current state map is used to identify the wastes and non-value added
activities in the production process. A future state map is created with the waste activities
eliminated and improve process cycle time and reduce work in process inventory. The
current and future state map was developed with the objective if improving productivity
according to customer requirements. Draw and analyze the current state map found that
the large inventory between two processes, and big difference between total lead times
and value added time. Then draw a future state map with providing a supermarket pull
system and one work cell and reduced a lead time.
3.2.1 ABOUT VALUE STREAM MAPPING
VSM is a special type of flow chart that uses symbols known as “the language of
Lean” to depict an improve the flow of inventory and information. Value stream mapping
is a lean manufacturing or lean enterprise technique used to document, analyze and
improve the flow of information or materials required to produce a product or service for
a customer.
A value stream is all the actions (both value and non-value added) currently required to
bring a product through the main flows essential to every product:
(1)The production flow from raw material into the arms of the customer.
(2)The design flow from concept to launch.
Fig 3.1: total value stream

Taking a value stream perspective means working on the big picture, not just
individual processes, and improving the whole, not just optimizing the parts.
A value stream map takes into account not only the activity of the product, but the
management and information systems that support the basic process. This is especially
helpful when working to reduce cycle time, because you gain insight into the decision
making flow in addition to the process flow. It is actually a Lean tool. The basic idea is to
first map your process, then above it map the information flow that enables the process to
occur.
Current state VSM Future state VSM
+ + Lean Basic =
Fig 3.2: value stream mapping
3.2.2 VALUE STREAM MAPPING PURPOSE
Provide optimum value to the customer through a complete value creation process
with a minimum waste in:
-Design (concept to customer)
-Build (order to delivery)
-Sustain (in-use through life cycle to service)
The basic purpose of value stream mapping exercise is to identify all possible
opportunities for ensuring that the time taken to produce items and have them ready and
transported out in as short a time as possible. This ensures the there is no stop sitting
around waiting to be dealt with. It also ensures that there are no finished items also
awaiting transportation. Once the components or items are received there are used within
production, then once the production cycle has finished, the goods shipped out.

3.2.3 VALUE STREAM MAPPING PRINCIPLES
 Diagnostic tool
-Reveals hidden symptoms of larger problems
 Strategic Planning activity
-Helps to prioritize opportunities for improvement
-Results in an implementation plan
 Macro-level-Visual Representation
-Information flow
-People and material flow
-Each process block represents a hand off or a break in the time line
 Contains relevant Metrics
-Lead time-Through put/Turn around/Flow time
-Cycle time-touch/process time.
3.2.4 VALUE STREAM MAPPING BOUNDARY
Current State:
 Define the boundaries

 Define the value
 Identify the task and flows of material and information between them
 Identify resources for each task and flow
 Create the current state map
Future State (design)
 Visualize the “Ideal state” and design the future state map.
 Identify value added and waste from current state
 Reconfigure the process to eliminate waste or add value
Implementation Plan:
 Develop action plans and track.

3.2.5 WHY VALUE STREAM MAPPING IS AN ESSENTIAL TOOL?
 It helps you to visualize more than just the single-process level that is assembly,
welding, etc. in production.
 It helps you to see more than waste. Mapping helps you to see the sources of
waste in your values stream.
 It provides a common language for talking about manufacturing process.
 It makes decisions about the flow apparent. Otherwise, many details and decisions
on the shop floor just happen by default.
 It ties together lean concepts and techniques, which us to avoid “Cherry picking”.
 It forms the basis of an implementation plan. This helps us to design how the
whole door- to- door flow.
 Value stream maps become a blue print for lean implementation.
 It allows the linkage between the information flow and the material flow.
 It is much more useful than quantitative tools and layout diagrams that produce a
tally of non-value-added steps, lead time, distance travelled the amount of
inventory and so on.
 It is tool that allows seeing waste, and planning to eliminate it.
3.2.6 PROS OF VALUE STREAM MAPPING: AN INDUSTRIAL ENGINEERING

VIEWPOINT
 Relates the manufacturing process to supply chains, distribution channels and

information flows.
 Integrates material and information flows.
 Links Production Control and Scheduling (PCS) functions such as Production
Planning and Demand Forecasting to Production Scheduling and Shop floor
Control using operating parameters for the manufacturing system ex. takt time
which determines the production rate at which each processing stage in the
manufacturing system should operate.
 Helps to unify several IE techniques for material flow analysis, such as
Production, Flow Analysis (PFA), Business Process Reengineering (BPR), and
Process Analysis and Improvement (PA&I) that, to date, have been taught and
implemented in Isolation.

 Provides important descriptive information for the Operation and Storage icons in
the standard Flow Process Charts used by IE’s.
 Forms the basis for implementation of Lean Manufacturing by designing a
manufacturing system based on the complete dock-to-dock flow time for a
product family.
 Provides a company with a “blueprint” for strategic planning to deploy the
principles of Lean Thinking to facilitate their transformation into a Lean
Enterprise.
3.2.7 CONS OF VALUE STREAM MAPPING: AN INDUSTRIAL ENGINEERING

VIEWPOINT
 Fails to map multiple products that do not have identical manufacturing routings
or assembly process flows.
 Fails to relate Transportation and Queuing delays, and changes in transfer batch
sizes due to poor plant layout and/or material handling, to operating parameters
(ex. machine cycle times) and measures of performance (ex. takt time)1 of the
manufacturing system.
 Lacks an economic measure for “value”, such as profit, throughput, operating
costs, inventory expenses, etc. unlike the Flow Process Charting technique used
by IE’s.
 Lacks the spatial structure of the facility layout, and how that impacts inter-
operation material handling delays, the sequence in which batches enter the queue
formed at each processing step in the manufacturing routing/s, container sizes, trip
frequencies between operations, etc.
 Tends to bias a factory designer to consider only those strategies2, such as
continuous flow, assembly line layouts, kanban-based Pull scheduling, etc., that
are suitable mainly for high-volume low-variety (HVLV) manufacturing facilities.
 Fails to consider the allocations and utilization of an important resource – factory
floor space – for WIP storage, production support, material handling aisles, etc.

3.2.8 VALUE STREAM CYCLE
Fig 3.3: value stream cycle
• Specify value from the standpoint of end customer.
• Identify the value stream for each product family.
• Make the product flow.
• So the customer can pull.
• As you manage toward perfection
3.2.9 VALUE STREAM MAPPING KEY
Process Symbols
Icon Name Description
Customer/Sup This icon represents outside sources. It

plier represents the supplier when placed in the
upper-left, and the customer when placed in
the upper-right.

Process This icon is a process box with operator.

The process or activity name is listed in the
top bar, and the department or function
name in the centre area. It may represent a
process, operation, department, or other
activity involved in material flows.
Production This icon is a process box; an area where

Control value can be added to a product. The
process or activity name is listed in the top
bar, and the department or function name in
the center area. It is a shared process
operation or department. It includes
estimates for the number of operators
required, for the value stream.
Process Box Process or activity name in the top bar,

with Department or function name in the center
Information area. Note the information technology used
Technology to assist in the processing of information in
the lower-left corner. If largely or
completely manual, may indicate “manual”
or “manual” plus the information
technology used.
Select shape and Data Table This data box is placed under other icons
type text. Yellow
that have information required for
handle adjusts line
spacing. analysing the system. It typically includes
Cycle Time (Process Time, Lead Time),
Changeover Time, and other processing
information.
Information Symbols

Production This is a visual signal representing a trigger

Kanban of production of a specific number of parts.
Batch Kanban This indicates batch processing.
Batch This is a card or device that instructs a

Withdrawal handler or operator to withdraw items via
Kanban batch processing from a supermarket.
Withdrawal This is a card or device that instructs a

Kanban handler or operator to withdraw items from
a supermarket.
Database A database.
Information Information Text box for including relevant information

Box only as needed.
Material Symbols
Physical Pull This is a withdrawal of materials from a

supermarket.
Shipment This represents shipments using external

Truck transport from a supplier. It may be labelled
with the frequency of shipment.
Inventory This is a material Queue of products that

are not being processed. It represents
storage of raw materials as well as finished
goods. The time period may be listed below

the icon.
Supermarket This is an inventory “supermarket” that

contains some inventory available to
downstream customers enabling them to
select what they need. The next process or
customer would pull from this inventory.
Push Arrow This icon represents a push of information

or material from one process to another. A
process produces something regardless of
the downstream needs.
FIFO FIFO Lane This represents a First In, First Out

Sequence Flow.
Inventory/In- An in-box is an information queue. This

box icon indicates inventory. Inventory is
IN usually paperwork or electronic files. If

there is a cost ($ value) listed below the
symbol, it represents the scheduling
priority.
Inventory examples:
 Forms in people’s in- boxes
 Work stored in e-mails (message,

requests for information, files)
 Design projects in queue
 Un-Transmitted faxes
Operator This is the symbol for a worker. It is added

to a process box to indicate a worker
completes some or all of the process tasks.

Multiple This symbol and number represents the

Operators number of workers involved. Percentage of
X5
time to perform the specific process may be
noted in parentheses to the right of the
number of workers.
OXOX Load This icon batches Kanban’s to level mix or

Levelling volume.
Phone This represents collecting information via

telephone.
Kaizen Burst This highlights improvement needs at a

specific process that is critical to achieving
the future state map.
Manual This arrow indicates manual flow of

Information information.
Electronic This shape represents electronic flow of

Information information.
Go See Glasses represent collecting information

Scheduling visually. It can also indicate informal
Scheduling.
Kanban Post This represents a location for Kanban signal

pickup.
Pull Arrow This indicates that a customer or process

pulls from a previous process.
Pull Arrow 2 This indicates that a customer or process



Safety/Buffer This is an inventory stock reserved for

Stock specific circumstances.
Sequenced This icon represents a pull system that

Pull Ball gives instruction to other processes to
produce a predetermined type and quantity
of product without using a supermarket.
Shipment or This represents material or product flow

Materials from supplier to process or from process to
Movement customer. Supplier to process flows top to
Arrow bottom; process to customer flows bottom
to top.

This icon is used to alert when the

Signal
inventory levels in the supermarket
Kanban
between two processes drops to a trigger or
minimum point.
Timeline A timeline segment shows value-added

Segment times and non-value-added times. Value-
added times are cycle processing times, and
non-value-added times are wait times.
Timeline This represents the end of a timeline. It

Total includes totals for value-added and non-
value-added time.
Clock A clock icon indicates a delay or timing

constraints.
Rework This indicates multiple iterations or a need

for rework.
3.3 5S
5S is a basic foundation of Lean Manufacturing systems. It is a tool for cleaning,

sorting, organizing and providing the necessary groundwork for work piece improvement.
By following the 5S methodology, it shows significant improvements to safety,
productivity, efficiency and housekeeping. The improvements before and after 5S
implementation is shown by pictures in the upcoming chapters. It also intends to build a
stronger work ethic within the management and workers who would be expected to
continue the good practices.
3.3.1 ABOUT 5S
5S is amongst the first and fundamental steps implemented by an enterprise

towards the path of implementing Total Quality Management and continuous

improvement at the operation level.5S is a process designed to organize the work place,
keep it clean, and maintain effective and standard conditions. It instils the discipline
required to enable each individual to achieve and maintain a world- class environment.
The use of this tool was started in 1972 by Henry Ford, in the United States as the
CANDO program: Cleaning up, Arranging, Neatness, Discipline and Ongoing
improvement. The technique was popularized as ‘Japanese 5S’ in 1980 by Hiroyuki
Hirano.
Many enterprises have practiced the 5S and derived significant benefits from it. In
particular, this technique has been widely practiced in Japan. Most Japanese 5S
practitioners consider 5S useful not just for improving their physical environment, but
also for improving their thinking processes too. In Japan it is also called ‘Work place
Management’.
5S will be needed if the work place is messy and unorganized. It will also be
needed if employees spend extra time in searching tools, papers, information, etc
3.3.2 INTRODUCTION TO 5S HOUSEKEEPING
5S was developed in Japan and was identified as one of the technique that enabled
just in time manufacturing. 5S is the name of work place organization method that uses a
list of five Japanese words seiri, seiton, seiso, seiketsu, and shitsuke. Transliterated or
translated into English, they all start with a letter “S”. The list describes how to organise a
work space for efficiency and effectiveness by identifying and storing the items used,
maintaining the area and items, and sustaining the new order. The decision-making
process usually comes from a dialogue about standardization, which builds understanding
among the employees of how they should do the work.
 Sorting(seiri):
Eliminate all unnecessary tools, paths. Go through all tools, materials and
so forth in the plant and work area. Keep only essential items and eliminate what
is not required, prioritizing things per requirement and keeping them in easily-
assessable places. Everything else is stored or discarded.
 Straitening or Setting in order to floor or stream lining(seiton):
Arrange the work, workers, equipment, parts, and instructions in such a
way that the work flows free of waste through the value added tasks with a
division of labour necessary to meet demand. This is by far the most
misunderstood and incorrectly applied S and has been responsible for much lean
transformation failing to produce the benefits expected. When applied correctly
with flow established this step eliminates the majority of the non-value added time
and allows the rest of the zero philosophy to be enabled. Put simply, until you
have an orderly flow, you cannot have an orderly floe of problems to solve and
notion of zero defects is impossible.
 Shining(seiso):
Clean the work space and all equipment, and keep it clean, tidy and
organized. At the end of each shift clean the work area and be sure everything is
restored to its place. This step ensures that the work station is ready for the next
user and that order is sustained.
 Standardize(seiketsu):
Ensure uniform procedure and set ups thought the operation to promote
interchangeability.
 Sustain(shitsuke):
Make it a way of life. This means commitment, ensure disciplined
adherence to rules and procedures of 5S to prevent back sliding and maintaining
the standards.
Table 3.1: 5S steps
Step Corresponding action

Distinguish between necessary and unnecessary items.
Seiri(Sort)
Remove the latter.
Enforce the dictum ‘a place for everything and everything in its
Seiton(set in order)
place’.
Seiso(shine) Clean up the work place and look for ways to keep it clean.
Seiketsu(standardize) Maintain and monitor adherence to the first three S’s.
Shitsuke(sustain) Follow the rule to keep the work place 5S-right. Hold the gain.
3.3.3 BENEFITS OF IMPLEMENTING 5S
These are some of the benefits that improve the quality culture at the work place.
 The work place becomes cleaner, safer, well-organized and more pleasant.

 Floor space utilization is improved.

 Work flow becomes smoother and more systematic and non-value added
activities are reduced.
 Time for searching tools, materials and document is minimized.
 Machine breakdowns are reduced since clean and well maintained equipment
breaks down less frequently and it also becomes easier to diagnose and repair
before breakdowns occur, therefore extending equipment life.
 Errors are minimized leading to making defect-free products.
 Consumables and material wastage are minimized.
 The Morale and satisfaction of employees improves and
 The productivity of the organization improves together with the quality of
product and services.
3.4 KAIZEN
Kaizen is a Japanese word meaning continuous improvement. It’s made up of two

characters in Japanese: kai which means ‘change’ and zen means ‘good’. It’s used to
describe a company culture where everyone, from the CEO to the front desk clerk,
regularly evaluates his/her work and thinks of ways to improve it. Kaizen is the slow but
ongoing process of improvement, not a quickly implemented set of changes. The
implements are suggested by the person doing the work, not an outside evaluation team.
Kaizen also applies to processes, such as purchasing and logistics that cross
organizational boundaries into the supply chain. It has been applied in health care,
psychotherapy, life-coaching, government, banking and other industries. By improving
standardized activities and processes, kaizen aims to eliminate waste. It has spread
thought out the world and is now being implemented in environments outside of business
and productivity.
3.4.1 HOW TO IMPLEMENT KAIZEN
It’s important to note that kaizen is a way of thinking, not a project to complete.
To implement it, all employees should receive training on the concept of kaizen and
should have some guidelines in terms of what the need to do before implementing a
chance. For example, it may be fine for an office worker to change his/her handling of
paper work without any discussion. A change in the production process, though, may

impact multiple teams and should be discussed with all impacted parties before
implementation.
It is also important that management is trained and be behind the effort. Kaizen
will result in many more suggestions for improvements and changes and will take away
from a rigid focus on moving items quickly through the existing production process.
Management must be ready to accept some time away from current work to focus on
changes with longer-range impact.
3.4.2 VIEW POINT AND CONCEPT OF KAIZEN
The kaizen concept stimulates productivity improvement as an ongoing process in

a company. It is a practice oriented strategy which leads to creation of culture of
improvement. It is more a way of life or at least a cultural approach to quality
improvement. The implementation of philosophy of kaizen can be achieved through
involvement of employees to effect improvements.
MUDA:
MUDA is about “every factor which does not contribute to the manufacturing
process but only raises cost”. Or kinds of thing which do not add any value to products
are called MUDA. This includes waiting, rearranging or transshipping materials although
there is no need for doing them. TPS is the system to thoroughly eliminate MUDA.
 Muda of correction: The defective product of the manufacturing that needs to be

corrected contributes to the waste.
 Muda of overproduction: There are two types of over production Muda, one of the
types of Muda is to produce anything in greater volume than needed and other
type is to produce at earlier timing than needed. Both cases are bad, but more
importance is given to Muda of producing product at earlier timing than needed
because it builds up the inventories.
 Muda in processing: It includes the unnecessary processing that does not
contribute to the process, precession and quality of the process limits.
 Muda in conveyance: It includes all types of conveyance expect one that is
necessary to keep smooth JIT concept.
 Muda of inventory: It refers to the inventory of more works in each process than
needed and too much of supplied parts from suppliers.

 Muda of motion: It refers to the unnecessary motions of people and equipment in

the work or process line.
 Muda of waiting: Delay means the case in which a worker is standing by the
machine and looking at its operation during its automatic processing. The worker
finds that, is unable to proceed to the next job even if he wants to because of the
working condition of the machine, the effect could be on the supplementary job
without value added activity, which is the work with non-value added processes,
but it has to be done under the present work conditions. The work will be like
going to get parts, unwrapping the packages of outsourcings parts, taking parts out
by one from a large pallet and so on and it can be main job related like processing,
deformation, alteration or assembling. The work is done more efficiently for
higher proportion of value added works like these occur.
MURA:
MURA means unevenness, irregularity and inconsistent it refers to uneven
resources utilization or variation in loading from time to time or from resources to
resources.
MURI:
MURI means unreasonable and over burdening. It refers to the reduced output
because of over loading and over burdening, but sometimes it can also be caused by some
abnormality, hence creating congestion or bottle necks.
3.4.3 STANDARDIZED WORK

It is a tool for producing good quality products with reasonable price.
Standardized work is organized for all jobs by focusing on human motions and creates an
efficient production sequence without MUDA in which jobs can be done under the same
repeated condition. Standardized work will relate to control over production and eliminate
the muda.
It is important to set standard for every work, to do so the work must be in stable
condition which affects the work sequence and time required. To achieve JIT, the total
efficiency will be increased only when all the process is consideration of single process.
Standardized work is not a fixed and it is improved to the change in conditions of the
company.

3.5 PLANT LAYOUT

A plant layout study is an engineering study used to analyze different physical
configurations for a manufacturing plant. It is also known as facilities planning and
layout. Plant layout is primarily concerned with the internal set up of an enterprise in a
proper manner. It is also concerned with the orderly and proper arrangement and use of
available resources that is men, money, machine, material and methods of production
inside the factory. A well designed plant layout is concerned with maximum and effective
utilization of available resources at minimum operating cost. The concept of plant layout
is not static but dynamic one. It is on account of continuous manufacturing and
technological improvements taking place necessitating quick and immediate changes in
production processes and designs. A new layout may be necessary because of
technological changes in the products as well as simple changes in processes, machines,
methods and materials.
3.5.1 OBJECTIVES OF PLANT LAYOUT
 To achieve economies in handling of raw materials, work-in-progress and finished

goods.
 To reduce the quantum of work-in-progress.
 To have most effective and optimum utilization of available floor space.
 To minimize bottle neck and obstacles in various production processes thereby
avoiding the accumulation of work at important points.
 To introduce the system of production control.
 To ensure means of safety and provision of amenities to the workers.
 To provide better quality products at lesser costs to the consumers.
 To minimize the possibilities of accidents.
 To provide for adequate storage and packing facilities.
 To work out the possibilities of future expansion of the layout.

Chapter 4
DATA COLLECTION AND ANALYSIS OF VWH
CRANKSHAFT
4.1 DIFFERENT DEPARTMENTS AND THEIR FUNCTIONS IN VST

PLANT
In VST precision components division, there are many departments involved in
the production of various components. During the observation, every department
undergoes particular function and duties. These are explained in detail below:
4.1.1 MARKETING DEPARTMENT
Marketing department creates customers and generates income, guides the future
course of a business and defines whether it will be a success or a failure. For a sustained
marketing effort, the organization requires a dedicated marketing department team. These
are the main section of the market departments
 Sales department is responsible for the sales and distribution of products to the
different regions.
 Research and Department is responsible for market research and testing new
products to make sure that they are suitable to be sold.
 Promotion department decides on the type of promotion method for the
products, arranges advertisements and the advertising media used.
 Distribution department transports the products to the market.
4.1.2 QUALITY CONTROL DEPARTMENT
The quality control department has many responsibilities, with quality of the end
product being the main objective. This task, however, is not a simple one, because it
entails a number of checks before it can offer the product for sale, the responsibilities for
QC are as follows:
 Approve or reject all procedures, specifications, methods and results.

 Approve or reject all raw materials, packaging materials, labeling and finished
products.

 Review all production records for accuracy and completeness before approving
for distribution.
 Establish procedures for revising procedures, formulas, etc.
 Approve changes to procedures, formulas, etc.
 Ensure that the latest revision is being used at all times.
4.1.3 PURCHASE DEPARTMENT
The department provides a service that is the backbone of the organization. To

understand better what the role of the purchasing department is consider some functions it
performs.
 Procuring materials
 Evaluating price
 Paperwork and Accounting
 Policy Compliance
4.1.4 HUMAN RESOURCE DEPARTMENT
The human resources department provides the organization the ability to meet
business needs through managing your company’s most valuable resources its employees.
There are several HR disciplines, or areas, but HR practitioners in each discipline may
perform more than one of the more than six essential function.
 Recruitment
 Safety
 Employee Relations
 Compensation and benefits
 Compliance
 Training and development
4.1.5 FINANCE DEPARTMENT
The major functions of a finance department are as follows
 Book keeping procedures-Keeping records of the purchases and sales made by a

business as well as capital spending.
 Preparing Final Accounts-Profit and loss account and Balance sheets.

 Providing management information-Managers require ongoing financial

information to enable them to make better decisions.
 Management of wages-The wages section of the finance department will be
responsible for calculating the wages and salaries of employees.
 Raising Finance – The finance department will also be responsible for the
technical details of how a business raises finance e.g. through loans and the
repayment of interest on that finance.
4.1.6 PRODUCTION DEPARTMENT
The production department is responsible for converting inputs into outputs

through the stages of production processes. The production manager is responsible for
making sure the raw materials are provided and made into finished goods effectively. He
or she must make sure that work is carried out smoothly, and must supervise procedures
for making work more efficient and more enjoyable.
There are five production sub-functions are as follows
 Production and planning: They will set the standards and targets at each
stage of the production process. The quantity and quality of products coming
off a production line will be closely monitored.
 Purchasing department: This department will provide the materials,
components and equipment required. An essential part of this responsibility is
to ensure that stocks arrive on time and are of good quality.
 The stores department: The stores department are responsible for stocking
all the necessary tools, raw materials and equipment required to service the
manufacturing process.
 The design and technical support department: They are responsible for the
design and testing of new product processes and product types, together with
the development of prototypes through to the final product.
 The works department: This department is concerned with the manufacture
of products. This will include the maintenance of the production line and other
necessary repairs. The works department may also have the responsibility for
quality control and inspection.

4.1.7 STORES DEPARTMENT
It is one of the major department which is place interconnected with every

department. Purchase department before ordering their requirement they contact stores
department and get to know what are required, how much quantity is required.
Then they prepare purchase order. The vendor comes with the ordered material
along with delivery challan (DC). Security will check the DC and give gate pass to the
material to go to stores. This DC consists of purchase order number, quantity, and other
required details. Once the goods arrived the stores person will ensure the quantity, if it is
as per the purchase order then he will sign and pass it to stores. If there is variation in the
quantity the inspecting person will make a note of it and send a note to purchase
department and payment amount is made for the intake material. The received material
are sent for inspection, out of lot they select few samples for inspection, if all samples
meet their requirement they accept whole lot, if some parts do not meet their specification
they will go for inspection of more samples, if the parts fail to meet the company
standards they will reject the component and they recover the amount from the supplied
vendors. And the material is supplied to production as then required.
4.2 CRANKSHAFT
The crankshaft is designed to convert the up and down motion of the pistons into
horizontal rotation. The shaft is one solid piece made from cast iron or forged steel. Oil
passages are either cast or drilled into the crankshaft to distribute lubricant to the main
and rod journals.
A crankshaft related to crank is a mechanical part able to perform a conversion

between reciprocating motion and rotational motion. In a reciprocating engine, it
translates reciprocating motion of the piston into rotational motion; whereas in a
reciprocating compressor, it converts the rotational motion into reciprocating motion. In
order to do the conversion between two motions, the crankshaft has "crank throws" or
"crankpins", additional bearing surfaces whose axis is offset from that of the crank, to
which the "big ends" of the connecting rods from each cylinder attach.
It is typically connected to a flywheel to reduce the pulsation characteristic of

the four-stroke cycle, and sometimes a torsional or vibrational damper at the opposite
end, to reduce the torsional vibrations often caused along the length of the crankshaft by
the cylinders farthest from the output end acting on the torsional elasticity of the metal.

Fig 4.1: VWH Crankshaft
4.3 VALUE STREAM MAPPING
VSM is a special type of flow chart that uses symbols known as “the language of
Lean” to depict an improve the flow of inventory and information. A value stream is all
the actions (both value and non-value added) currently required to bring a product
through the main flows essential to every product.
4.3.1 STEPS INVOLVED IN VALUE STREAM MAPPING
There are several important steps involved in getting started in value stream
mapping. They are:
1. Identify the Product Family
VST TILLERS AND TRACTORS LTD. (PCD), MYSURU division

manufactures critical engine components such as connecting rod, camshaft, crankshaft,
engine cases, transmission cases, etc. Among these families the company made us to look
into the problems of VWH crankshaft which was failing to meet the customer demands
effectively.

Fig 4.2: Types of crankshaft manufactured in VTTL.
Fig 4.3: VWH Crankshaft
2. Map the floor or stream
The process flow regarding the VWH crankshaft in the production line is studied
in detail. With the help of process flow we designed routing (movement of component
from one process to next process)

Fig 4. 4 : present layout
Each numbers in the present layout represent the specific processes are mentioned
below:
1. Oil hole drilling of 30 and 35 deg for VWH crankshaft.

2. Chamfering process of VWH crankshaft.
3. Induction hardening process of VWH crankshaft.
4. Tempering process of VWH crankshaft.
5. Natural air cooling of tempered parts.
6. Pulley end grinding process of VWH crankshaft.

7. Flywheel end grinding process of VWH crankshaft.

8. Pin grinding process of VWH crankshaft.
9. Crack detection process of VWH crankshaft.
10. Face drilling and chamfering process of VWH crankshaft.
11. Tapping process of VWH crankshaft.
12. Threading process of VWH crankshaft.
13. Reaming process of VWH crankshaft.
14. Keyway process of VWH crankshaft.
15. Lapping process of VWH crankshaft.
16. Counter weight assembly and balancing process of VWH crankshaft.
17. Deburring, oil hole polishing process of VWH crankshaft.
3. Observe and confirm processes
The detail study regarding each process in process flow is studied. The time study
and the distance between the processes calculated helped us to find out the non-value
added activities carried out in the production line.
Process 1: Receipt of forging and inward inspection of VWH crankshaft
Raw material in the form of forged components of the crankshaft are received,
these forgings under goes initial inspection as per the inspection checklist before being
sent to workshop floor.
Critical characteristics: dimensions of the part as per forging, hardness, metallurgical

aspects, visual mismatch, flash, pit marks, surface defects.
Machine and tools: Brinell hardness tester.
Gauges and instruments: linear height gauge, Vernier caliper.
Process 2: 30 and 35 Degree cross oil drilling process of VWH crankshaft
Oil from the main oil gallery reaches each individual main-journal and bearing.
Oil is fed through a central circumferential groove in the bearing and it completely
surrounds the central region of the journal surface. Diagonal oil hole drills are provided in
the crankshaft which pass through the webs for lubrication of the journal. For effective
lubrication of these oil holes emerge from the crankpin at about 30 degrees on the leading
side of the crank’s TDC position.

The drilled oil passages should not be close to the side walls of the webs or near
the fillet junction between the journal and the webs to avoid high stress concentration,
which may cause fatigue failure. Also the oil holes on the journal surfaces must be
chamfered to reduce stress concentration, but excessive chamfering can destroy the oil
film. Both 30 degree and 35 degree oil holes are drilled in the same machine
simultaneously but in two different stations.
Critical characteristics: Hole of 60mm and 110 mm, check for hole clearance.
Machine and Tools: Drill bits.
Gauges and Instruments: Double ended plug gauge and drill bits.
Machine Name: Deep hole drilling machine (SPM).
30deg oil hole drilling process of VWH crankshaft
Table 4.1: Time study of 30 degree oil hole
Loading Operation Unloading Inspection No. of Distance

time time time workers moved
(seconds)
involved
(seconds) (seconds) (seconds) (Meters)
13 345 37 5 1 33.1
Cycle time=395seconds
35deg oil hole drilling process of VWH crankshaft
Table 4.2: Time study of 35 degree oil hole

(seconds)
involved
12 240 12 5 1 -
Cycle time=264seconds
Process 3: Chamfering process of VWH crankshaft

After oil hole drilling components are then here chamfered in the way to remove
the burrs is known as chamfering. It is the industrial standard in deburring crankshaft oil
passages.
Critical characteristics: Chamfer of 2mm radius
Machine Name: HMT drilling machine.
Table 4.3: Time study of chamfering

(seconds)
involved
10 10 10 5 1 7.4
Cycle time=30 seconds
Process 4: Induction hardening process of VWH crankshaft
It is a form of heat treatment in which a metal part is heated by induction

heating and then quenched. The quenched metal undergoes a martensitic transformation,
increasing the hardness and brittleness of the part. Induction hardening is used to
selectively harden areas of a part or assembly without affecting the properties of the part
as a whole. Two different coils setup are used to harden journal and pin part of
crankshaft. Then the part gets quenched in a pool of coolant.
Critical characteristics: Case depth of 1.5mm, surface hardness (53-63 HRC), specified
voltage.
Machine and Tools: Induction coil, water –oil ratio act as a coolant.
Gauges and Instruments: Metallurgy lab. (For every 5000 component) Destructive form
of test.
Machine Name: EMA CNC.
Pin grinding process of VWH crankshaft
Table 4.4: Time study of pin grinding


(seconds)
involved
29 93 21 - 1 20.5
Journal grinding process of VWH crankshaft
Table 4.5: Time study of journal grinding

(seconds)
involved
26 87 12 - 1 -
Process 5: Tempering process of VWH crankshaft
Tempering is a stress reliving heat treatment process. After induction hardening

operation, component is sent for tempering. Here the part is kept in tempering oven at a
temperature about 180 degree C for two hours and then it is allowed to cool in natural air
for nearly 2 hours.
Critical characteristics: Temperature inside the oven and duration of time for which the
component has to keep in the oven, hardness.
Machine and Tools: Tempering oven.
Gauges and Instruments: Rockwell Hardness machine.
Machine Name: Oven.
 Distance moved = 20.5meters

 After tempering, components are naturally cooled, a distance of 24meters moved
from tempering machine to cooling area.
Process 6: Pulley end grinding process of VWH crankshaft

Grinding operation is carried out on the pulley end of the component. This gives
smooth surface finishing to the component. This is one of the most important steps in the
remanufacturing process crankshafts. This step involves removal excess material from the
rod or journals and is known as crankshaft grinding. On the rod there are various mains
that need to be reground to proper specifications. These rods are spun grind to the next
undersize using the pultrusion crankshaft grinding machine.
Critical characteristics: Diameter of the pulley, distance, surface finish, concentricity.
Machine and Tools: Grinding wheel.
Gauges and Instruments: Snap gauge (GO NO-GO), between centres.
Machine Name: AWH grinding machine.
Table 4.6: Time study of A side grinding

(seconds)
involved
15 145 10 36 1 5
Process 7: Flywheel end grinding process of VWH crankshaft
Grinding operation is carried out on the flywheel end of the component. This
gives smooth surface finishing to the component.
Critical characteristics: Diameter of the flywheel, distance, surface finish, concentricity.
Gauges and Instruments: Snap gauge (GO NO-GO).
Machine Name: AGH 150 CNC.
Table 4.7: Time study of B side grinding

(seconds)
involved

21 288 21 35 1 1
Process 8: Pin grinding process of VWH crankshaft
Grinding operation is carried out on the pin of the component. This gives smooth
surface finishing to the component.
Critical characteristics: Diameter of the pin, distance, surface finish, concentricity
Gauges and Instruments: Snap gauge (GO NO-GO).
Machine Name: NIPPI CNC.
Table 4.8: Time study of pin grinding

(seconds)
involved
15 436 45 21 1 5
Process 9: Crack detection process of VWH crankshaft
After the grinding process, a crank shaft is tested for cracks on its surface in a
magnetic particles inspection machine. Here the part is smeared with oil containing
magnetic flux is magnetized and put under UV light so that if any cracks present on the
surface are visible in green colour.
However all components are subjected to crack detection after all grinding
operation are over. After the inspection the components are demagnetized.
Critical characteristics: Cracks, special care must be taken to check for cracks.
Machine and Tools: Magnetic particle inspection machine.
Gauges and Instruments: visual inspection with the help of ultraviolet light torch.
Machine Name: Magnaflux.

Table 4.9: Time study of crack detection

(seconds)
involved
6 33 6 6 1 15
Process 10: Face drilling and chamfering process of VWH crankshaft
After demagnetization the crack-free components are face drilled on the web of
crankshaft. Four similar holes position are guided through a jig. These holes are of 15mm
depth. Once the drilling operation is finished, it is then chamfered to remove the burrs.
Critical characteristics: Depth of hole, position of holes.
Gauges and Instruments: Double ended plug gauge.
Machine Name: HMT Radial drilling machine.
Table 4.10: Time study of face drill and chamfering

(seconds)
involved
41 218 30 15 1 6.4
Process 11: Tapping process of VWH crankshaft

Once the drilling operation is completed, then tap is fitted in a tapping attachment
which in turn mounted in drilling spindle and the threads are cut in the same was as
drilling but it rotates at very slow speed. This process is done in favour to assemble
counter weights to balance the component weight.
Critical characteristics: Thread profile.
Machine and Tools: Tap.

Gauges and Instruments: Plug gauge.
Machine Name: HMT Radial drilling machine.
Table 4.11: Time study of Tapping

time time time (seconds) workers moved
(seconds) (seconds) (seconds) involved (Meters)
33 108 18 35 1 2.8
Process 12: Key way milling process of VWH crankshaft

Milling operation is carried out on the crank shaft to mill woodruff key way of
required dimension. Then a flat key way is milled on the top end side of the crank shaft.
Critical Characteristics: Width and depth of the flat keyway, length and position of the
flat keyway, cutter diameter.
Machines and Tools: End mill cutters.
Gauges and Instruments: Ring gauge, Slip gauge/Keyway width gauge (pin gauge).
Machine Name: AMS-vertical milling machine.
Table 4.12: Time study of keyway milling

40 750 30 88 1 78
Process 13: Threading process of VWH crankshaft
Threading is done on the journal end of the crankshaft. This is done according to
the design specification as mentioned in the drawing. Threading operation is done at
journal end to assemble the crankshaft in engine case
Critical Characteristics: Thread profile.
Machines and Tools: Threading tool inserts.
Gauges and Instruments: Ring gauge.

Machine Name: LT 20 (CNC)
Table 4.13: Time study of threading

10 75 5 25 1 74.3
Process 14: Reaming process of VWH crankshaft
Before reaming drilling operation is done. Then reamer tool is used to increase the
quality of the already drilled hole in CNC machine, where there is a option for two
component to be reamed.
Critical Characteristics: Specified dimension of the hole.
Machines and Tools: Drill bit, reamer.
Gauges and Instruments: Double ended plug gauge.
Machine Name: VMC 40
Table 4.14: Time study of reaming

15 185 10 10 1 2
Process 15: Lapping process of VWH crankshaft
Once finishing all the machining process, lapping process is done as lapping is a
finishing operation. Here the surfaces are rubbed using abrasive belt by hand movement.
Critical Characteristics: Surface finish.
Machines and Tools: Abrasive belt.
Machine Name: Lapping lathe machine.

Table 4.15: Time study of lapping

(seconds)
involved
40 46 5 - 1 3.7
Process 16: Counter weight assembly and balancing process of VWH crankshaft
To maintain the uniform weight throughout the component counter weight are
assembled to web by using nut and washer. After assembling the counter weight the
component is subjected to inspection which determines the part where the weight is in
excess ratio. Once it is determined, the unbalanced portion is subjected to drilling to
obtain uniform weight. The drilling operation is done on the counter weight assembled.
This process is continued till it achieves uniform distribution of weight.
Critical Characteristics: Balanced weight throughout the component, proper assembly

of counter weights.
Machines and Tools: Drill bit.
Gauges and Instruments: Balancing table.
Machine Name: TATA column drill.
 Time required to achieve balancing of a component ranges from 6-10 minutes.

Depending on the amount of unbalanced weight in the component.
Process 17: Deburring, oil hole polishing process of VWH crankshaft
Deburring is finishing process it eliminates sharp edges and burrs quickly, it is

usually an unwanted piece of material which remains present from the previous operation.
The material is removed with deburring tool. Burrs are most commonly created by
machining operation such as drilling, milling. Polishing is done by passing compressed
high pressure air through gun into the drilled oil hole.

 Time required for this process depends on quantity of stock from the previous
operation. For a component it takes about 6 min to deburr as well as polishing
manually.
Process 18: Final inspection process of VWH crankshaft
In this stage finished component arrives at the inspection department for final
inspection. Before receiving the component it is must to ensure visually whether all
operation are completed or not. Then the component undergoes inspection as per the
inspection plan. Once the final inspection is over, accepted quantities are handed over to
stores with accepting the tag on the component. Rework work component and rejected
components are kept in yellow and red bins respectively.
Critical Characteristics: Diameter of the journal, pin, flywheel. Dimensions of keyway,

dimensions of all hole, distance between web, drilled holes. Concentricity, parallelism,
straightness, oil hole link, crack damage, thread profile, rust.
Gauges and Instruments: snap gauge, woodruff keyway gauge, flat keyway gauge,
Vernier caliper, internal width gauge, double ended go no-go gauge, thread ring gauge.
Process 19: Cleaning, packing and storage process of VWH crankshaft
All the accepted components undergo cleaning operation and rust preventing oil is
sprayed on the component to preserve it for longer duration. Then the components are
packed, labelled and stored at designated place.
4. Map the floor or stream and creating implementation plan
To reduce non-value added activities we decided to introduce value stream

mapping technique. To achieve this we are currently working on current value stream
mapping which will help us to predict the future value stream mapping.
4.4 METHODOLOGY USE TO CREATE VALUE STREAM

MAPPING
The methodology used to create current state VSM for crankshaft is carried out by
following steps,
 Selecting the product to map.

 VSM symbols.

 Defining the product boundaries.

 The process steps.
 Information flows.
 Process data.
 Calculating the time line.
 Suppliers and customers.
 Interpreting the data.
 Next steps(ideal and future state maps)
Although it is convenient to use value stream mapping for visually displaying the
whole process, drawing the value steam mapping by hand is kind of difficult. By
using “EDRAW MAX” software, you can easily draw value stream mapping with the
help of value stream mapping maker.
Fig.4.5 Value stream map
4.4.1 CURRENT VALUE STREAM MAPPING
This is a step by step guide to creating a current value stream map, the first step in
working towards your ideal state value stream and a truly a lean system. Current state
value stream mapping allows an organization to identify waste and sources of waste. The
current state provides a waste line from which people can work to create a future state
VSM.

By following these steps the current state value stream mapping is presented as in figure
Fig 4.6: current value stream map
Process time= 4665 seconds
Production lead time= 22days
4.4.2 FACTORS TO BE CONSIDERED TO REDUCE THE LEAD TIME
1. Inventory:
Inventory, be it in the form of raw materials, work-in-progress (WIP), or finished

goods, represents a capital outlay that has not yet produced an income either by the
producer or for the consumer. Any of these three items not being actively processed to
add value is waste.
2. Transportation:
Each time a product is moved it stands the risk of being damaged, lost, delayed,
etc. as well as being a cost for no added value. Transportation does not make any
transformation to the product that the consumer is willing to pay for.
3. Motion:
In contrast to transportation, which refers to damage to products and transaction

costs associated with moving them, motion refers to the damage that the production
process inflicts on the entity that creates the product, either over time, wear and tear for
equipment and repetitive strain injuries for workers or during discrete events .
4. Waiting:
Whenever goods are not in transport or being processed, they are waiting. In
traditional processes, a large part of an individual product's life is spent waiting to be
worked on.
5. Defects:
Whenever defects occur, extra costs are incurred reworking the part, rescheduling
production, etc. This results in labor costs, more time in the "Work-in-progress". Defects
in practice can sometimes double the cost of one single product. This should not be
passed on to the consumer and should be taken as a loss.
4.5 TAKT TIME
Takt Time is the rate at which products or services should be produced to meet the
customer demand. It is derived from the German word, Taktzeit, which is often referred
to as the heartbeat or drumbeat of production in Lean Manufacturing.
The value, in conjunction with current loading (production) rates, is used to

analyze process loads, bottlenecks, and excess capacity. The study will indicate which
operations are ahead of the demand rate and others that are not, both indicating
opportunities for improvement. This is strictly a formula and calculation. Use it to
compare the measured "loading" to quantify whether an operation meets, exceeds, and by
how much.

Takt time can be first determined with the formula:
Where
T = Takt time, e.g. [work time between two consecutive units]
Ta = Net time available to work, e.g. [work time per period]
D = Demand (customer demand), e.g. [units required per period]
Net available time is the amount of time available for work to be done. This
excludes break times and any expected stoppage time (for example scheduled
maintenance, team briefings, etc.).
Takt time= 630seconds/ piece
4.6 5S
5S: Good House Keeping Techniques for Enhancing Productivity,

Quality and Safety at the Work Place.

Fig 4.7: 5S bin
Proper arrangement of the waste is not managed. This may consume more amount of time
while identifying the waste.
Fig 4.8: improper maintenance of yellow line concept
Yellow line system is not maintained properly. Since it is not visible for the
workers, they may cross the line and tend to affect with accidents unknowingly.

Chapter 5
RESULT AND DISCUSSION
5.1 PROPOSED PLANT LAYOUT

The purpose of future layout is to highlight sources of waste by comparing this
layout with the current layout. The future layout reflects the vision for change and shows
how the elimination of unnecessary movement in future will affect the process.
Replacement of few machines reduces the WIP inventory and operators involved.
Fig 5.1: proposed layout

Each numbers in the present layout represent the specific processes are mentioned below:
1. Oil hole drilling of 30 and 35 deg for VWH crankshaft.

2. Chamfering process of VWH crankshaft.
3. Induction hardening process of VWH crankshaft.
4. Tempering process of VWH crankshaft.
5. Natural air cooling of tempered parts.
6. Pulley end grinding process of VWH crankshaft.
7. Flywheel end grinding process of VWH crankshaft.
8. Pin grinding process of VWH crankshaft.
9. Crack detection process of VWH crankshaft.
10. Face drilling and chamfering process of VWH crankshaft.
11. Tapping process of VWH crankshaft.
12. Threading process of VWH crankshaft.
13. Keyway and reaming process of VWH crankshaft.
14. Lapping process of VWH crankshaft.
15. Counter weight assembly and balancing process of VWH crankshaft.
16. Deburring, oil hole polishing process of VWH crankshaft.
17. Final inspection.
5.2 HIGHLIGHTS OF PROPOSED LAYOUT
 Replacement of chamfering machine in the layout, beside the oil hole drilling
leads to the reduction of unnecessary movements, work- in-process inventor and
operators.
 Interchange of induction hardening machine and tempering oven reduces half of
the movement done by operators.
 Placing pin grinding machine next to flywheel machine reduces the zig zig
movement of inventory.
 New machine for both keyway and reaming is introduced at the position of 12th
process there by high reduction of inventory movements and achieving all the
process within the crankshaft module.

5.3 FUTURE STATE VALUE STREAM MAPPING:

The purpose of Future State Value Stream Map is to highlight sources of waste by
comparing this map to the Current State Value Stream Map. The Future State Map
reflects a vision for change and shows how elimination of waste in the future will affect
the process. Each process gets as close as possible to producing only what the customer’s
needs on schedule. It allows us to understand what needs to be done to make the
improvement.

Fig 5.2: Future value stream mapping
Processing time=4455seconds
Production lead time=16days
Therefore production lead time can be reduced to 16days by practicing these

improvements in future state value stream map of crankshaft and can meet the customer
demands on time. There will be easy flow of information and materials across the
processes which increase the efficiency of overall processes and there will appropriate
utilization of time in the future state value stream mapping.
5.4 ANALYSIS OF PROBLEM
5.4.1 KAIZEN BURSTS
This highlights improvement needs at a specific process that is critical, to achieve

the future value state map.
 Kaizen burst-1
In future state value stream mapping oil hole drilling and chamfering process are
replaced by cellular layout. The time taken for operating oil hole drilling was nearly 4
minutes and time taken for the whole process of chamfering is 30 seconds. Therefore
instead keeping the oil hole drilling machine operator idle, operator is made to work
the chamfering process. The production lead time can be reduced by 0.5 days in future
state VSM. After implementing cellular layout in process1, cycle time will be reduced
by 30 seconds and in-process inventory is eliminated.
 Kaizen burst 2
As the result of future plant layout,” line balancing” has been achieved. Due to
this the incoming parts can be operated either by A and B grinding operators or by pin
grinding operator and machine place have been shifted with A and B journal grinding.
 Kaizen burst 3
By the introduction of cellular layout, the number of operators reduced by one in

cellular cell 1. Similarly, the number of operators reduced in keyway and reaming
operation by the replacement of new machine in cellular cell 2.

 Kaizen burst 4
By introducing new CNC machine, both keyway and reaming operations can be
performed in a single machine. As a result of this, inventory movements can be
reduced by 69 meters and since this take much time to finish the process the same
operator is subjected to operate tapping machine. Hereby, one machine and two
operators are eliminated.
5.4.2 SUPERMARKET
A small inventory is available and one or more downstream customers come to

the supermarket to pick out what they need. The upstream work center then replenishes
stocks as required.
 Supermarket 1
A supermarket is proposed after receipt of forging and inward inspection is done
which will ensure a smooth flow of goods materials as required and according to the
processes.
 Supermarket 2
After the tempering operation inventory should be provided because both A and B
side pin grinding is carried out in the same cellular in order to achieve the line balancing.
 Supermarket 3
Another supermarket is proposed after the packing end as well. All the finished
and packed substrate would go to the supermarket where they will be retrieved and
shipped accordingly; his system will ensure a smooth dispatching of finished goods
materials.
By implementing the above suggestions, the improvements can be achieved in

future state value stream mapping.
5.5 Specific Technical Outcomes:
Industrial project at V.S.T Tillers Tractors Ltd. (precision component division)

provided me an opportunity to interact with different departments in the company and to
gain knowledge about various aspects associated with the precision components industry.
Activities carried out during the course of project imparted strong theoretical and
practical knowledge about the following aspects.
 Pre-production such as preparation of process flow chart, control plan and standard
operating procedures.
 Learning the techniques involved in the processes.
 Manufacturing process of precision components such as crankshaft was explained
in detail.
 Use of various precision measuring instrument tools.
 Studied about the critical characteristics of each process in the manufacturing of
precision components crankshaft.
 Organizational behavior and the structure of work carried out in the firm.
 Overall working of the company and coordination between different departments.
 Time management.
 Value stream mapping.
This concept of time management and improvement is new approach to VST Tiller
Tractor Ltd, Mysuru. By proposing the current state and future state value stream map for
the component crankshaft the company can overcome problems and increase its
efficiency, kaizen bursts i.e., improvements and some other changes are done in the future
state value stream mapping.

Chapter 6
CONCLUSION
6.1 CONCLUSION
A survey was conducted in a VTTL, Ltd, unit from lean manufacturing

perspective. Current production data shows that company is taking manufacturing lead
time of 22 days to produce 2500-3000 crankshafts, with the utilization of 18 no of
workers.
Major problems which were hindering the production were unnecessary material
movement; production line layout is not continuous according to sequential process flow
and unnecessary time delay in inspection areas where quality parameters are not
important.
So we used lean manufacturing tools like Value Stream mapping, Line Balancing,
Kaizen, Cellular layout, Plant layout which company is starting to adopt in their work
environment.
After our analysis with all the data we proposed new plant layout and value stream
mapping which helps in reducing the manufacturing lead time and unnecessary material
movement in manufacture of VWH crankshaft at VTTL, Ltd, Mysuru.
These improvements in future will reduce cycle time of each process,

manufacturing lead time of crankshaft from 22 days to 16 days and the number of
workers from 18 to 15 operators.
The major outcome of this project is developing a plan/mapping to achieve line balance
with short lead time to meet customer demand on time, machine and labour movements
can be minimized to use multi tasking works in the shop floor which helps to attain the
specified cycle time and to reduce in process inventory.

REFERENCES
1. http://courses.washington.edu/ie337/Value_Stream_Mapping.pdf
2. http://www.isixsigma.com/dictionary/value-stream-mapping/
3. https://en.wikipedia.org/wiki/Value_stream_mapping
4. Application of Value Stream Mapping for Reduction of Cycle Time in a Machining
Process by K. Venkataramana, B.Vijaya Ramnathb , V. Muthu Kumar.
5. An Application of Value Stream Mapping In Automotive Industry: A Case Study
R.M. Belokar, Vikas Kumar, Sandeep Singh Kharb.
6. Value Stream Mapping: A Case study of Assembly Process by Soniya Parihar , Sanjay
Jain Dr. Lokesh Bajpai
7. VALUE STREAM MAPPING: A CASE STUDY OF AUTOMOTIVE
INDUSTRY Palak P. Sheth, Vivek A. Deshpande, Hiren R. Kardani
8. Getting Started With Value Stream Mapping Anders Nielsen Gardiner Nielsen
Associates Inc.

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Study on implementation of lean tools

1.2 PROBLEM STATEMENT

Lean manufacturing system implemented in this project is done in a crankshaft

 High additional processing time.

Department of Industrial Production & Engineering SJCE MYSURU Page 1

 To study the current production system of crankshaft division

 Select a product family.

Fig 1.1: VSM methodology

Department of Industrial Production & Engineering SJCE MYSURU Page 2

1.4.1 SELECTION OF PRODUCT FAMILY

1.4.2 CURRENT STATE MAP

Table 1.1: Time matrix for each process

Process name Cycle time Operator

Face drilling 289sec 1

Step-1: Calculate Takt Time

Step-2: Understand customer demand

Customer demand based on monthly or weekly. Customer demand is 3000

Step-3: Map the process flow

Department of Industrial Production & Engineering SJCE MYSURU Page 3

Step-5: Map the information flow

The information flow provides demand information. Information flow is through

Step-6: Draw the Time line

Calculate production lead time for inventory triangles by dividing quantity of

1.4.3 FUTURE STATE MAP

Department of Industrial Production & Engineering SJCE MYSURU Page 4

2.1 ABOUT VST TILLERS TRACTORS LIMITED

Fig 2.1: Hosur plant

2.2 UNIQUENESS OF THE COMPANY

 High Quality and Reliability

Department of Industrial Production & Engineering SJCE MYSURU Page 6

2.4 QUALITY POLICY

 Supplying Quality Products with high reliability at competitive price.

2.5 PRODUCTS OF VTTL

The products which are manufactured in VTTL are as follows

2.5.1 POWER TILLER

Power tiller is also referred as walking tractor powered by 10-15 horsepower

Fig 2.2: VST power tiller

Department of Industrial Production & Engineering SJCE MYSURU Page 7

Fig 2.3: VST power tractor

2.5.3 POWER REAPER

Fig 2.4: VST power reaper

Department of Industrial Production & Engineering SJCE MYSURU Page 8

2.5.4 RICE TRANSPLANTER:

Fig 2.5: VST rice transplanter

2.5.5 PRECISION AUTO COMPONENTS

Department of Industrial Production & Engineering SJCE MYSURU Page 9

Fig 2.6: precision auto components

Department of Industrial Production & Engineering SJCE MYSURU Page 10

2.6 VST DEALERS MAP AND CUSTOMERS

Fig 2.7: VST dealers map

2.7 ABOUT MYSURU PLANT (PRECISION COMPONENTS DIVISION)

Incorporated in the year 1996, the Precision Components Division of V.S.T.

Department of Industrial Production & Engineering SJCE MYSURU Page 11

The Precision Component Division of VST Tillers Tractors is located on a 5 acre

Department of Industrial Production & Engineering SJCE MYSURU Page 12

3.1 LEAN MANUFACTURING

Lean manufacturing initiative is being followed by various organizations in the

Lean manufacturing system implemented in a crankshaft manufacturing cell to