Reduction of lead time in an automobile rubber components manufacturing process through value stream mapping

Abstract

Increasing demand for cost reduction triggers an organisation to focus on optimisation of all the resources and efficiency improvement. Value stream mapping (VSM) finds application in the manufacturing process for achieving this result. VSM is one of the lean manufacturing tools for the identification and reduction of waste in an organisation. This article provides a case study on application of VSM in a automotive rubber parts manufacturing industry where oil seal is produced and supplied to vehicle manufacturers. Purpose of this research is collecting the performance data of the organisation, analyse the gap, apply VSM technique and measure the improved performance. Conceptual framework developed for employees to understand the overall concept and for future researcher to directly apply relevant leans tools for particular problems. As a result of the implementation of VSM, there is a reduction in lead time and waste by increasing the number of cavities from 30 to 36 in curing machine, providing interlock system in curing machine, introducing 3.7 m3 oven, auto trimming machine, magnetic flash separator, auto spring fitting machine, modification of inspection table and packing stacker in the manufacturing process. After implementation there was 81% reduction in lead time, 38% reduction in cycle time, 70% reduction in setup changeover time, 91% reduction in work in process (WIP) inventory and 90% reduction in scrap leading to 69.6% increase in process cycle efficiency by reducing breakdown, setup changeover time and implementing kanban system. Results indicates that implementation of lean tools improves the performance of the organisation.

Lead-time management, information sharing and performance of the motor industry in Zimbabwe

“…To maintain competitiveness, these firms must not only recognize the importance of lead-time management but also coordinate effectively with their supply chain partners to enhance joint performance (Kimwaki et al, 2022). The significance of long lead-times as a prevailing issue in the global economy is well-documented in the business and economic literature (Hemalatha and Annadurai, 2020;Pradeep and Balaji, 2022;Kim et al, 2015). Prolonged lead time variabilities not only disrupt production schedules and inventory management but also increase operational costs, potentially undermining customer trust and satisfaction (Chakrabarty et al, 2018).…”

“…, 2022). The significance of long lead-times as a prevailing issue in the global economy is well-documented in the business and economic literature (Hemalatha and Annadurai, 2020; Pradeep and Balaji, 2022; Kim et al. , 2015).…”