This paper aims to address the application of lean manufacturing using value stream mapping (VSM) concepts in an auto‐parts manufacturing organization. Using value stream concepts, both current and future states maps of the organization's shop floor scenarios have been discussed to identify sources of waste between the existing state and the proposed state of the selected organization for improving its competitiveness.
VSM process symbols were used to discuss lean implementation stages in the auto‐parts manufacturing unit. Current states of the selected manufacturing unit were prepared with the help of VSM symbols and improvement areas were identified. A few modifications in current state were made and, with these modifications, a future state map is suggested.
After comparison of the current and future states of the selected manufacturing unit, it has been found that there was 69.41 percent reduction in cycle time, 18.26 percent reduction in work in‐process inventory and 24.56 percent reduction in production lead times for the replacement ball product. While for Weldon ball end product 51.87 percent reduction in cycle time, 21.51 percent reduction in work in‐process inventory, 25.88 percent reduction in lead time was noted.
The findings of this case study are valid due to limited selection of products only.
This paper depicts a true picture of the implementation of lean manufacturing tools in an organization.
Singh, H. and Singh, A. (2013), "Application of lean manufacturing using value stream mapping in an auto‐parts manufacturing unit", Journal of Advances in Management Research, Vol. 10 No. 1, pp. 72-84. https://doi.org/10.1108/09727981311327776Download as .RIS
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