Proposed Project Title: Implementation of value stream maping, 7Quality control

tools, and 5S

Type of Project- sponsored

Name Of Industry and Address- small scale industry at MIDC gokul,shirgaon.

 Introduction

Value stream mapping is a method to create a structured image of the material and information
flow on the shop floor. You often hear that a value stream map should be the first and last thing
to do during a lean project. It sometimes sounds like all you need is VSM and Kaizen and you
are on the road to success. The purpose of value-stream mapping is to identify and remove or
reduce "waste" in value streams, thereby increasing the efficiency of a given value stream. Waste
removal is intended to increase productivity by creating leaner operations which in turn make
waste and quality problems easier to identify.

5S is one of the first tools that can be applied in a company that is starting down the path of the
continuous improvement culture. A 5S implementation helps to define the first rules to eliminate
waste and maintain an efficient, safe, and clean work environment. It was first popularized by
Taiichi Ohno, who designed the Toyota Production System and Shigeo Shingo, who also put
forward the concept of poka-yoke.

The Seven Basic Tools of Quality (also known as 7 QC Tools) originated in Japan when the
country was undergoing major quality revolution and had become a mandatory topic as part of
Japanese’s industrial training program. These tools which comprised of simple graphical and
statistical techniques were helpful in solving critical quality related issues. These tools were
often referred as Seven Basics Tools of Quality because these tools could be implemented by any
person with very basic training in statistics and were simple to apply to solve quality-related
complex issues.
 Literature Review

In competitive environment lean manufacturing is necessary in every industry. Lean production

is a standard manufacturing mode of the 21st century. Lean manufacturing have various
synonyms like lean management, lean production, It is very use full techniques for reduce the
flow of non value added time. Lean manufacturing is a philosophy to reduce the time between
customer order and products are ready for the delivery by eliminating waste. Waste is a serious
problem in to the industry it is creates a non value added services and poor quality of the
product. Waste are seven type occurs in industry 1) transport,2) inventory,3)motion,4) waiting,5)
over production,6) over processing,7) defect. It is eliminate with the help of lean manufacturing.
It is an integrated system that gives production of goods/services with minimum buffering costs.

Pravin shaswat at, el.(2015) apply the value stream mapping on bearing industry and reduce the
work in process and inventory and lead time. In this article gives the information about value
stream mapping and gives the methodology for the implementation of VSM. In this case study
paper to apply the 5s and kanban system for the reduction of work in process inventory and lead
time.
 Problem Statement

 Reduction in rejection percentage.

 Minimization in inventory.
 Theoretical background of Project Problem

Procedure
1. Assemble and train VSA/M team A value stream mapping team who together possesses a
balance of enterprise perspectives is assembled. It shall consist of lean experts, process
owners/users, system thinkers and customers/suppliers. The team is trained in lean business
philosophy and the tools chosen for the VSA/M.
2. Select value stream to improve A value stream is selected for improvement by using a scatter
plot of relative risk and potential benefits, by finding bottleneck processes or by finding critical
pacing processes.
3. Define value stream elements Boundaries, owner, product, customer(s), inputs and constraints
of the value stream are defined by the team.
4. Analyse and map current state With a draft of the current process as starting point, the process
is analysed by the team until an accurate map exists. For this Millard (2001) proposes three
categories of mapping tools with different level of detail.
 A high level mapping method for defining the value stream and its context, for example a
Gantt chart or a Ward/LEI map
 A detailed-level process flow map for determining flow and value, for example Process
flow map, Learning to see or System dynamics
 A detailed-level Design structure matrix for illustrating process structure, groupings and
concurrency. Data for the maps, such as elapsed time, in-process time and core task work
time is collected by using special sheets. This is done as close to the process as possible,
for example by speaking to employees (Millard, 2001). The value of the activities in
relation to the process as a whole is determined by the team.
5 a) Analyse and map future state A future state map is created by analysing the current state
map. Millard presents seven value stream improvement heuristics with linkage to lean practice to
find improvement areas. Examples of such heuristics are Flow continuity, Balanced review &
responsibility and Concurrent processing. Similar to the current state map, the future state map is
created and analysed through iterations and refinement. The future state map is the blueprint for
improving the process.

5 b) Analyse and map ideal state The next step is to map the ideal state of the process, i.e. the
perfect implementation of lean business ideals. This ideal state map functions as the vision and a
reference towards which improvements are made.
6. Implement new process In this step, the future state map is implemented. It is important to be
aware of the risk of sub-optimization and the motivation behind the improvement effort.
7. Continuous improvements For future improvement of the map, Millard (2001) believes it is
important to really understand the map and not only how to use the value stream mapping tools
technically.
 METHODOLOGY
1.There is a standard methodology for Value Stream Mapping which can be used in
different fields like engineering,
manufacturing, management and other supporting processes in the organization
Work Group Topic Synopsis Progress Project Report
month formation selection submission report completion submission
Approximately

June 
July

August

September 
October 
November 
December 
January 
February 
March 

Expected completion date of projectwork: Approximately January to February

 REFERENCES

1. https://www.wikipedia.org/
2. Manuals and Drawings provided by the industry.
3. Value Stream Mapping for the Process Industries. Author- Peter L. King, Jennifer S. King.