Lead Time Reduction Through Lean Technique in an Engine Assembly Line

M.Mohan Prasad1, Dr.K.Ganesan2, Dr.S.R.Devadasan3 and Dr.R.K.Suresh4

1

Research Scholar(PT), Dept. of Mechanical Engg., PSG College of Technology, Coimbatore, INDIA
2
Associate Professor, Dept. of Mechanical Engg., PSG College of Technology, Coimbatore, INDIA
3
Professor, Dept. of Production Engineering, PSG College of Technology, Coimbatore, INDIA
4
Principal, Ahalia School of Engineering and Technology, Palakkad, Kerala, INDIA.
E-mail: ermmpbe @ gmail.com

Abstract
Higher productivity in organizations leads to national prosperity and better standard of living for the whole
community. In this competitive world, any company has to fulfill its customer needs to survive in the market.
Lean manufacturing is a technique which focusing on customer needs and fulfill it by delivering the
requirements at less time with high quality and cheaper cost through eliminating all kinds of hidden wastes
that present in the companies by continuous improvement. The implementation of lean manufacturing
techniques in a company will result in higher productivity with less lead time. Therefore, lean practices
contribute substantially to plant operational operation. In this project, an engine assembly section was
selected and the Current state value stream mapping was drawn to identify the value and non value added
activities for the production process. The bottleneck operation is identified from takt time calculation. The
non value added activities are identified for the whole manufacturing process and particularly for the
bottleneck operation. The improvements will be made with the lean techniques like kanban card, 5s,
standard operating procedure, visual management, source inspection. The future state value stream mapping
is drawn with the improvements made by adopting the lean techniques. The implementation is carried out
with the future state value stream map. Finally the results is obtained that shows the reduction in the lead
time, improved quality, man power utilization and reducing inventory by comparing the value stream
mapping current state and future state.
Keywords: lean manufacturing, VSM, current and future state map, takt time.

1.0 INTRODUCTON
The implementation of a lean manufacturing strategy
allows strengthening the phase sequence that leads to
operational excellence, a continuous improvement, and the
elimination of non value-added activities. Thus, the
influence of lean practices contributes substantially with
the operating performance of plants and the use of lean
tools allows the improvement of results. The tool value
stream mapping (VSM) is applied as a way to progress
toward lean manufacturing and as a formula to lead the
activities of improvement. In this sense, the contribution of
internal transportation and its scheduling is especially
important. Moreover, it is necessary to study the empirical
lean situations to contextualize the lean concepts.
This paper is focused on the analysis and use of the
VSM to get improvements by means of its implemented in
an efficient way. Their strategic influence is measured by
means two lean metrics: lean rate (LR) and dock-to-dock
time (DtD) [6]. These metrics are important to establish
gains and identify areas for further improvements. Some

authors have demonstrated their relevance to system

performance in pull environment]. LR is a key,
fundamental, and paradigmatic metric and it should be
reduced. It is useful to find and tally inventory
accumulations where the flow of value has to be interrupted
due to process problems. DtD depicts the material flow
through the value stream. Therefore, it is a measure of the
ability to deliver on time and it is generally a good indicator
of the effectiveness of lean initiatives to improve the flow.
It is a reliable indicator of the extent to which inventories
are being reduced and the cash flow improves. A case
study illustrates the use of the VSM in an assembly line.
The study is focused on a specific products family, an
engine assembly.
2.0 BRIEF LITERATURE REVIEWS
Lean manufacturing has received ample attention in
academic literature and practical performance, from how
the lean production concept was formulated and
disseminated until recent comprehensive literature review.
In them, a common topic appears, that is, the need to

Lead Time Reduction Through Lean Technique in an Engine Assembly Line

explore the implementation and performance relation- ship

with a practical focus and with a definition of the context
because the results depend on the manufacturing
environment.
However, it has been defined from a macroscopic or
organizational viewpoint. We affirm that it is not possible
to define the context without including the product and the
manufacturing process, at least from an operational and
technological perspective. In this sense, a real and
detailed case study provides the sufficient items to evaluate
the implementation and under what conditions, allowing the
benchmarking between practical of companies. It is
possible to find analysis of case studies about steel
production, forging processes, aircraft manufacturing, or
assembly lines of vehicles; although the last one has been
studied deeply, some criticisms can be found in the
literature due to lack of resulting data. Their methodology
is similar, using lean tools, and they are adapted to the
study variables, but the improvement point and the results
achieved are different. Furthermore, in line with Milterburg,
how an implementation can be done is a subject that
benefits from research. In addition, a line of interesting
researches is one that follows real one-piece flow
production systems over time to learn what problems are
most difficult at different points in time, how these
problems are solved.
Numerous literatures have extensively documented the
implementation of lean manufacturing into
various
manufacturing sectors, but very few have addressed the
assembly
environment. Soderquist and Motwani
successfully mapped the quality management concepts of
lean production in a French automotive parts supplier
company. They outlined an integrated approach for quality,
including customer relationships and operations, and thereby
achieving a competitive advantage for automotive
manufacturers. Bamber and Dale explained the application
of lean to a traditional aerospace manufacturing industry.
They revealed that a number of methods of lean production
were found to be not as effective as in the motor
manufacturing sector. Shah and Ward studied the effects of
three factors, plant size, plant age and unionization status on
the feasibility of implementing the key facets of lean
production systems. The results indicate that lean
implementation contributes significantly to the operating
performance of plants. Pavnaskary et al. have proposed a
classification scheme to serve as a link between
manufacturing waste and lean manufacturing tools. The
proposed scheme classifies all well-known lean
manufacturing tools and metrics. Also, it suggests the tools
and metrics that will help to meet manufacturing
problems. McDonald et al. applied value stream mapping
(VSM), enhanced by simulation, in a manufacturing plant.
They have strongly suggested that simulation can be used to
enhance the utility of VSM. VSM is prescribed as part of the
lean toolkit and has been applied in a variety of industries. In
this paper, application of VSM was described in order to
identify the various forms of waste to a dedicated engine
assembly line.

3.0 METHODOLOGY
Methodology is based on the continuous improvement.
Consequently, it will be a continuous process of status
study, calculation of metrics, implementation of progress,
observation of the results, and new decision-making of
improvement.
A first design of VSM is realized according to the
original data from production processes and the layout,
identifying the key times of each workstation. This design
represents the starting point of improvement. Next, the
map of the parts flow is shown to verify the materials
movement between the workstations, calculating the
productive and unproductive times, stocks and metrics that
will help to characterize the process, and marking some
targets of progress. This design of the VSM allows the
beginning of the progress in the manufacturing line.
Metrics used are DtD and LR. DtD depicts the material
flow through the value stream, the time it takes for
material to flow from the receiving dock (or order entry
point) to the shipping dock (Eq. 1). LR is the ratio of
working time of added value to DtD or throughput time
(Eq. 2):
DtD = Time for material flow through value stream;
(1)
LR =

Value added work time

----------------------------DtD

(2)

Another important issue is to regulate and reduce the

accumulated stocks. Consequently, it will be necessary to
establish a control of the accumulated stock. The control
will be accomplished easily in accessible stores and
shelves. This activity facilitates the management of parts
waiting to be processed because the visual control is more
effective. It will use the takt time, a fully known lean metric
(Eq. 3), as Eq. (4) defines:
Total time available for production
Takt time = --------------------------------------------- (3)
Required no. of parts per shift

Stocks =

Time of entire step - VAT

---------------------------------Takt time

(4)

Once the takt time is defined, it is possible to establish the

cycle time, a basic parameter in pull system. So,
traditionally, objectives such as high machine utilization
and high production volume are less important when the
takt time is defined because the aim is work within the time.
However, a better materials flow can conciliate both
objectives: work within the takt time and higher LR.
Next, the necessary progress will be implemented to
achieve the desired state of the manufacturing process.
There are two main improvements: firstly, it is a system

Proceedings of International Conference on Advances in Industrial Engineering Applications(ICAIEA2014) January 6-8,2014

to control intermediate stores (kanban system), and in

addition, it allows improving the material flow between
work- stations to obtain a more flexible process,
optimizing the job of each workstation. Every 2 months, a
new VSM is checked and metrics are recalculated and
analyzed to control improvements.
4.0 PRODUCT DESCRIPTION
The product is Hino Engine simply called as 4HD Engine.
This paper deals with the assembly process of the whole
engine. It is mainly of two divisions namely sub assembly
and main assembly lines. The main parts of the engine are
brought to the main assembly through the sub assembly
line. There are totally 17 stages in the main assembly line
and followed by a testing process and then the engine is
dispatched. The cylinder block is brought to the main
assembly line and the assembly is carried over it. The main
parts are assembled in the sub assembly section and it is
assembled to the cylinder block in the main section. Finally
after 17 stages the engine is assembled and it is taken to the
testing stage where it is tested and if it is to the required
parameters it is dispatched to the next section. The Hino
engine dealt in the paper is shown in Fig 1. The major
process steps in manufacturing are sketched in Fig. 2.

Fig 1. Hino Engine

Lead Time Reduction Through Lean Technique in an Engine Assembly Line

5 INITIAL VALUE STREAM MAPPING

line.

The value stream map for the present state is

constructed as shown in Figure 3. A first design of
VSM is realized according to the original data and
the layout, identifying the key times of each
assembly station. This design represents the starting
point of improvement. Next, the map of the parts flow
is shown to verify the materials movement between
the stations, calculating the productive and
unproductive times, stocks and metrics that will help
to characterize the process and marking some targets
of progress. Metrics used are DtD and LR (Equation 1
and 2).
The present state is based on the housing of the
core components and the assembly of the engine is a
push system. The majority of the raw materials is
sourced from local industries and is stored in the engine
storey department and during the assembly process the
raw materials are brought from the stores and are
washed, cleaned and is separated among the assembly

Since the number of raw materials needed for the

assembly process is unknown there is either an over stock
of raw materials or raw material delay is happening.
When the raw material in the sub assembly is not
available the cylinder block waits in the inventory line.
Thus there is overstock of raw material or inventory is
formed due to the push system. The cycle time of the
various tasks involved can be obtained from the present
state VSM (Figure 3). From Figure 3, it can be concluded
that the engine testing operation is the bottleneck
operation. The parts are pushed to the subsequent
assembly process and the major point where inventory is
accumulated can be pinpointed to the store where raw
materials are kept before the assembly. There are totally
18 stages in the engine assembly process. The processing
lead time for this process is found to be 1541 minutes,
value added time as 170 minutes, and work in process
inventory as 757 minutes, defect rate as 12.7%, lean rate
as 9.06%. The takt time is calculated as 168.48 minutes
per Engine. These metrics are based on the present state.

Proceedings of International Conference on Advances in Industrial Engineering Applications(ICAIEA2014) January 6-8,2014

Fig 3. Current State Value Stream Map

towards batch production where raw materials were

supplied altogether to assemble a batch of six
engines. Combination of one piece flow and batch
production has been found to produce optimum
results. Following this philosophy, a maximum
batch quantity of two was fixed for any process in
the assembly while certain processes would follow
pure one piece flow.

6 IMPROVEMENTS

The following sub sections describe an

integrated approach followed in this work to eliminate
the non-value adding activities identified by the initial
value stream mapping.

6.1 ONE PIECE FLOW

During the initial state, the system was leaning

6.2 JUST IN TIME

Parts required for assembly at each station is

supplied as and when required and transporting raw
materials to the factory also done just in time with
safety stock in case of delays. This results in
reduction of lead time.

6.3 WORKSTATION MODIFICATION

It was found that the excess time due to the

Lead Time Reduction Through Lean Technique in an Engine Assembly Line

bottleneck operation is the setup time of the engine

and it can be reduced by implementing modern type
couplers in the places of traditional ones to reduce
the setup time.

6.4 5S

The calculation of lean metrics DtD and LR

indicated that the assembly line performance was
improved. The lead time was reduced from 1541
minutes to 910 minutes, cycle time was reduced from
198 minutes to 182 minutes, defect rate was decreased
from 12.7% to 6.78% and the lean rate was increased
from 9.06% to 18.7%. The production rate was
increased, meeting the challenge of the increased
demand and the new value stream map is shown in
Figure 4.

Placing the tools at the worker side and

arranging them in the correct order helps in reducing
the lead time of the process.

6.5 FIFO

Following FIFO (First In First Out) helps in

reducing the inventory at the sub assembly stations
as the parts arrived first is used first.

6.6 SOURCE INSPECTION

The visual inspection is carried out by

individual worker itself and ensures the perfect
assemble of the parts by which the defect rate is
reduced.

8
RESULTS
DISCUSSION

AND

This case study results have been evaluated

across VSM diagram. The calculation of several critical
magnitudes indicates if the manufacturing process
improves or deteriorates according to the criteria
previously established. The outcomes appear in the
diagram of the VSM (see Fig. 4) and in the justificatory
and comparative stages of the results was given in the
table 1.

STUDY PARAMETERS
Lead time (minutes)
7 CONSTRUCTING THE FUTURE VALUE STREAM
Total cycle time (minutes)
MAP
Total Value added Time (minutes)

BEFORE
IMPLEMENTATION

AFTER
IMPLEMENTA

1541

910

198

182

170

170

Proceedings of International Conference on Advances in Industrial Engineering Applications(ICAIEA2014) January 6-8,2014

Rate (%)

9.06

(%)

12.7

18.7 Fig 5a. Comparison of parameters

Fig 5b. LR and DtD Comparison
6.78

TLENECK OPERATON : TESTNG PROCESS

time (Minutes)

30

9
CONCLUSI
ONS

Table l. Comparison of parameters

It is possible to see in Fig. 5b that the LR and

DtD results obtained with the second analysis are worse
than the first one; nevertheless, it is possible to appreciate
a good tendency with reduction of stocks. The changes do
not produce an instantaneous progress. Workpeople need
to become familiar with the new habits of work. The
analysis of the further month implementation of lean
techniques shows a clear progress in both metrics and
accumulated stocks.

This paper provides a case study of the redesign of an

assembly line by means of lean tools, which connects
manufacturing system design objectives to operational
objectives. It focuses the redesign of operations by
eliminating non value added time and decreasing the
inter- mediate stocks through VSM to identify
improvement points. Results from the VSM explain the
non value activities in the assembly line and helps in
eliminating them and reducing the lead time. On a scale of
continuous implementation of these lead techniques the
productivity is increased.
The empirical results drawn from the case
implementation serve to demonstrate that an operative
decision has helped to improve the metrics lean, in
particular to reduce the DtD and increase the LR and
shows the transformation of a former line manufacturing
organization into a better lean organization that has set a
lowest cycle time. The combination of lean tools will be
a way for routing increased flexibility and process
improvement for any industry. They appear useful and
practical, even when every factory is different and
some planned adaptation necessary.