SECTION - III

PROJECT

(Value Stream Mapping in Chelsea Mills PVT. LTD. – 1)

SUBMITTED BY:

ANISHA BHELAWE

PRATIBHA CHAUDHARY
Project on VSM:

The VSM project is new to Chelsea mills private limited, unit 1. The demand of this
project arouses from the top level managers in the industry and finally it was decided to
allot this project to us.

The project is still-going on as it was partially completed during the internship period.

Through the entire project journey, starting from the guidance from GM of the
company (Mr. Dinesh Sharma) and IE head of Chelsea mills LTD., (Mr. Lalit Singh)
about VSM as well as training the employees head of each department about VSM, was
a path to learning in depth about the industry, brainstorming the possibilities,
implementing the changes and witnessing the improvising operations.

To guide us in the journey, our mentor Dr. Rajani Jain gave an idea about, how to
improvise the data log sheet.

The project aims to cover entire department under Chelsea mills PVT. LTD. – unit 1
for VSM.
Value stream mapping in Chelsea mills Pvt. Ltd. – 1

1. Training on value stream mapping and understanding the VSM tool.

2. Making a DATA SHEET for a given particular style starting from fabric store to pack
which includes –
a. Activities
b. Area
c. Workstation
d. Start date
e. End date
f. Time required(mins)
g. Quantity
h. No. of workers per operation
i. Distance
3. Making process flow for each department.
4. Making information flow for each department.
5. Deduce the final values from the initial data sheet.
a. Value added time
b. Non-value added time
c. Lead time
d. Total value added percentage.
6. Mapping the value stream by combining all the information.
7. Guide from the mentor for implementation.
8. Educating the department employees about value stream mapping.
9. Recommending the possible solutions using vsm tools.
10. Discussion on the possible solutions and implementation with the industry mentor.
11. Mapping the future state.
12. Implementation.
13. Making DATA SHEET for the given style after implementation.
INTRODUCTION:
Customer expectations of reliable quality and rapid delivery forces today’s manufacturers to
either shorten cycle times or lose business. Customers simply switch suppliers when others

are more capable of delivering within their preferred timeframes . With manufacturing
becoming a more and more competitive market, companies globally strive to increase their
efficiency. To reduce the time from order receive to delivery and remain competitive with
manufacturers abroad, companies are using a variety of different methods. One of the mostly
used methods in recent days is called “lean manufacturing.” The main principle of lean
manufacturing is to reduce waste in an operation, such as long lead times, defects and
material waste. Many organizations worldwide are implementing the principles and concepts
of “lean manufacturing (LM)” with the objective of achieving superior competitive advantage
over other organizations. Few companies have attained their objective, while many of them
did not. One of the reasons for failures include: the lack of understanding by managers of the
organizations regarding the following:

 How to implement LM?

 What changes will happen in an organization as it gets transformed by
implementation of LM?
 How LM will affect the performance measures of an organization?

To overcome the first issue (i.e. how to implement LM); researchers have proposed different
methodologies and steps. For example, Womack and Jones (1996) enumerated the five
principles of LM and emphasized that value stream mapping (VSM) has to be carried out as
the first step towards LM implementation. VSM shows a road map for LM. It directs the
organization team towards a lean thinking and drives to lean manufacturing. VSM is a tool to
start with.

LITERATURE REVIEW:
Lean production

The principles of lean production originate from Japan in the 1940’s. It is regarded as an
efficient way to cost reduction by eliminating waste (Muda) in production. However, lean is
more than just a set of tools. Lean” is a philosophy that aims at elimination of non-value
added activities from the process and it treats the activities that do not add value to the
customer requirement as waste. Lean manufacturing is a systematic approach of identifying
and eliminating wastes (nonvalue added activities) through continuous improvement by
conveying the product at the pull of the customer in pursuit of production.

The Five Lean Principles

There are five key principles in lean production:
1. Define value
2. Map the value stream
3. Make the value flow
4. Establish customer pull
5. Pursuit perfection

Value should be specified from the point of view of the customer. “In competitive terms,
value is the amount buyers are willing to pay for what a firm provides them. From a lean
perspective, however, present value must be distinguished from future value. Present value is
what today’s customers are willing to pay for, and this is the usual way of identifying waste.
The value stream is the sequence of processes from raw material source to final customer.
Hence, the value stream goes beyond the boundaries of single department, and it should be
noted that from a lean perspective supply chains compete, rather than single department.
Flow allows value to be added steadily at the customer rate. This means avoiding batch and
queue, with the ambition of keeping a one-piece flow. Takt time is derived from the actual
demand, and is used to set the pace of the flow. Flow reduces waiting and inventory.

Takt time = Available demand/Available Time

A golden rule for making value flow is to never delay a value adding activity with a nonvalue
adding activity.
Value should not only flow, but also be pulled through the supply chain. However, most
organizations need to let forecasts drive production up to a certain point, before customer
driven pull can take over. The idea is to push this point further and further upstream. Decision
point analysis is a tool that can be used for this purpose. Perfection should be aimed at
through continuous improvements. Perfection means producing exactly what the customer
wants, exactly when, at a fair price and with minimum waste.

WASTES
Waste is “anything other than the minimum amount of equipment, materials, parts, space, and
worker’s time, which are absolutely essential to add value to the product.” The seven wastes:

1. Transportation.
2. Inventory
3. Motion
4. Waiting.
5. Overproduction.
6. Over Processing.
7. Defects.

FIG: TIMWOOD matrix explained by the I.E head

TRANSPORTATION:
This does not add any value to the product. Instead of improving the transportation, it should
be minimized or eliminated. Causes of transportation waste include:
 Poor plant layout
 Poor understanding of the process flow
 Long process line set up, long lead time

INVENTORY OR WORK IN PROCESS (WIP):

This is material between operations due to large lot production or processes with long cycle
times. Causes of excess inventory include:
 Product complexity
 Unbalanced workload
 Reward systems

MOTION:
Motion of the workers, machines, and transport (e.g. due to the inappropriate location of tools
and parts) is waste. Instead of automating wasted motion, the operation itself should be
improved.
Causes of motion waste include:
 Poor man/machine effectiveness
 Inconsistent work methods
 Unfavourable facility or cell layout
 Poor workplace organization and house keeping

WAITING:
The principle is to maximize the utilization/efficiency of the worker instead of maximizing
the utilization of the machines.
Causes of waiting waste include:
 Unbalanced workload
 Unplanned maintenance
OVERPRODUCTION:

To produce more than demanded or produce it before it is needed. It is visible as storage of

material. Overproduction means making more than is required by the next process, making
earlier than is required by the next process, or making faster than is required by the next
process.
Causes for overproduction waste include:
 Long process set up
 Misuse of automation
 Unbalanced workload

OVER PROCESSING:

It should be minimized by asking why a specific processing step is needed and why a specific
product is produced. All unnecessary processing steps should be eliminated.

Causes for processing waste include:

 Product changes without process change

 Lack of communication
 Customer requirements undefined
 Large storage areas

DEFECTS:

This is pure waste. Prevent the occurrence of defects instead of finding and repairing defects.

Causes of processing waste include:

 Weak process control

 Poor quality
 Unbalanced inventory levels
 Deficient planned maintenance

Nearly every waste in the production process can fit into at least one of these categories.
Those that understand the concept deeply view waste as the singular enemy that greatly limits
business performance and threatens prosperity unless it is relentlessly eliminated over time.
Lean manufacturing is an approach that eliminates waste by reducing costs in the overall
production process, in operations within that process, and in the utilization of production
labour. The focus is on making the entire process flow, not the improvement of one or more
individual operations.

VALUE STREAM MAPPING:

Value Stream Mapping is a method of visually mapping a product's production path

(materials and information) from "door to door". VSM can serve as a starting point to help
management, engineers, production associates, schedulers, suppliers, and customers
recognize waste and identify its causes. The process includes physically mapping your
"current state" while also focusing on where you want to be, or your "future state", which can
serve as the foundation for other Lean improvement strategies in shorten process and lead
time to market. A value stream is all the actions (both value added and non-value added)
currently required to bring a product through the main flows essential to every product.
There are three areas of the value stream that overlap and flow together:
• Concept to Launch (Administrative area)
• Raw materials to finished products (Manufacturing area)
• Order to cash (Administrative area)

Each area contains multiple processes and activities.

 Follow a product’s production path from beginning to end, and draw a visual
representation of every process in the material & information flows.
 Then draw (using icons) a “Future State” map of how value should flow.

A value stream map is made up of a process map, a corresponding timeline and information
flow.
A Process map is comprised of the steps in each department and the information is
associated with the steps involved.
A Timeline is automatically build from the process map and calculates the data entered.
Information flow further explains the interaction of the activities among the different station
in a value chain.
This is usually the first step in lean implementation because it takes a lot of complexities and
confusion out of the picture, if VSM is meticulously carried out and the implementation is
efficient, the company will reduce cost of production such as inventory cost, rework, and part
mismatch, among others. Steps that are carried out in VSM-
 Product
family

Current state
drawing

Future state
drawing

Plan &
implementation

Current value stream map:

The design of future value flow begins with an analysis of the current situation, and therefore,
it is important that the current state map reflects the real situation in the factory. However
value stream maps do not include variability information. The aim is to illustrate the
momentary situation of the factory. The current state value stream maps should be drawn
using pencil and paper while walking around in the factory and following the flow of value.
This method is referred to as “walking the flow”. This way, the materials and information
flows can be understood and mapped. For the construction of value stream maps, standard
symbols are used.

The first set of data that needs to be collected is

 The customer demands.

 Outline the sequence of manufacturing operations on the map
 With operations, fact boxes (all relevant data for the corresponding operations) are
placed.
Cycle Time How often does the piece come out of the
process

Changeover Time Time from the last good piece of a style until
the next good piece of next style
Uptime How often the equipment and tools is not in
good working conditions and order when we
need it or it could be the paste of the sewing
operators.
Number of Operators Number of employees related to the cycle
time
Minutes Required (SMV X Quantity)/Uptime

DATA BOX FOR VSM

 Before, after, and between the manufacturing operations, the current inventories of raw
material, work in progress and finished goods are showed with triangles.
 Arrows between the inventories and operations show the flow of material and indicate
whether the flow is pushed or pulled through the process. Supply and delivery is
represented by arrows with specific mode of delivery symbols.
 VSM SYMBOLS

Data log sheet:

A data log sheet is a collection of data over a period of time which includes –

 Time
 Date
 Activity
 No. of workers
 Area
 Time/Pc.
 Remarks

(The data log sheet is attached as appendix.). For example, collection of data of fabric store is
shown below as well as time taken for each activity to be carried out. (Appendix given
below).

DATA LOG SHEET

STYLE NO. 374459 (shirt) BUYER: GAP

DATE/ TIME

TIME
S.NO ACTIVITIES AREA START END QUANTITY TIME/PC. REMARKS
TAKEN(MINS)

FABRIC STORE
 Requisite
1 receive from Fabric store 09-06-2018, 3:58 09-06-2018, 4:00 2
cut

writes on
the slip
Record,
book of the
2 maintain Fabric store 09-06-2018, 4:00 09-06-2018, 4:05 5
company,
and check
checks the
lot

Trolleys
are not
available in
department
waiting for
3 Fabric store 09-06-2018, 4:05 09-06-2018, 4:10 5 as it was
trolly to load
used for
other rolls
to load
(doubt)

Thans 15 rolls =
4 Fabric store 09-06-2018, 4:10 09-06-2018, 4:21 1740 11 0.01
loading 1740m

Transport
5 Fabric store 09-06-2018, 4:21 09-06-2018, 4:23 1740 2 0.001
from store

Mapping the process flow of all the departments

Fabric store:

Receive General requisition

slip from cutting department

Issue fabric rolls for cutting

department.

Fabric rolls loaded

Transported to cutting
department via trolley

Cutting department:
 Receive fabric rolls and
challan

Stored on racks

Paper sheet lay on cutting

table

Check width and shrinkage

to pick rolls.

Make amendments in CAD

to increase marker
efficiency

Add allowances in length by

CAD marker.

Load roll Gerber Spreader

XLs50

Spreading program set

Spreading
 Check for If, any
unevenness

If, not

Measures length Manually

correct.

Receive marker

Lay marker

Pasting tape

Cutting program set

Spread polyethene sheet for

vacuum

Cutting
 Load cut parts

Send to bundling

Bundling and accessories department:

Receive bundles from

cutting department

Sort sizes

Receive bundle sheet

Ticketing

Receive bundle tag

 Bundling

Packed for sewing

Send to sewing floor

Sewing department

Receive to sewing floor

Fusing cuff

Fusing collar

Fusing collar band

Fusing pocket flap

 Fusing pocket patch

Run stitch pocket flap in

profile

Creasing the flap seam

allowance inside with hand

Creasing the flap seam

allowance inside with hand

Top stitch pocket flap

Pressing cuff

Pressing back yoke

Pressing pocket flap

 Front placket attach

Back yoke attach with back

panel

Hemming on pocket

Margins for pocket attach

Attach pocket attach on both

sides

Pressing front yoke

Attach front yoke on both

panels

Piping join in sleeves

Collar making
 Creasing collar

Collar top stitch

Collar band attach

Press collar

Shoulder attach

DNLS on shoulder

Sleeve attach

Overlock sleeve

Armhole top stitch with

DNLS m/c
 Side seam using FOA

Margins for cuff attach

Cuff attach

Cuff attach

Cuff finish with topstitch

Hem finish

Pocket bar tack

Attach strap on one side of

placket + wash care label+
size label attach
 Check for If, any
defects

If, not

Sticker out Rework

Pieces counting and send for

washing

Buttoning section:

Receive from washing

Remove strap

Mark cap and stud position

as fasteners

Attach cap and stud

Mark socket and post

position
 Attach socket and post

Stitch collar button holes

Collar button attach

Bar tack stitch on hem

Check for
defects

Rework
Pieces counting

Send to finishing section

Finishing section:

Heat transfer labels

Thread trimming

Pressing

Check for
defects

Defect
Final thread trimming rectification or
rejection

Final check

Defect
Repress rectification or
rejection
 Measurement

Re- final checking

Button passing

Button closing

Size sorting

Tagging

Pieces counting

Send to packaging section

Packaging section:
 Needle detection

Folding

Two piece Packing

Packed in carton

Mapping the information flow of all the departments:

Deducing the final values after data collection:

s.no Attribute Values

1. Value added time 3213.6s
2. Non-value added 4009.8s
time
3. Lead Time 7223.8
4. %value added time 53.56l