researcharticle value stream mapping of rope manufacturing: a … · 2008. 4. 8. · value stream...

Research ArticleValue Stream Mapping of Rope Manufacturing A Case Study

Korakot Yuvamitra Jim Lee and Kanjicai Dong

Systems Engineering Program University of Louisiana at Lafayette Lafayette LA 70504 USA

Correspondence should be addressed to Jim Lee jleelouisianaedu

Received 31 July 2016 Revised 28 November 2016 Accepted 19 December 2016 Published 16 February 2017

Academic Editor Thomas R Kurfess

Copyright copy 2017 Korakot Yuvamitra et al This is an open access article distributed under the Creative Commons AttributionLicense which permits unrestricted use distribution and reproduction in any medium provided the original work is properlycited

In todayrsquos competitive market place manufacturing companies must apply continuous process improvement in order to maintaina returning customer base One way of achieving constant process improvement is through value stream mapping Value streammapping is used to visualize the current processes for easier understanding and problem identification A well-defined problemstatement will ensure a successful outcome of a project improvement process This research provides a case study performed ona rope manufacturing process A current state value stream map is created and the possible improvements are suggested Theimplemented results are shown in the formof future statemapThe results show that after waste elimination and structural revisiona manufacturing process becomes more efficient enabling the customer to receive an order significantly faster

1 Introduction

In order to compete in the current markets manufacturingcompanies need to review and continuously improve theirmanufacturing systems The concept of Lean manufacturing[1] is to eliminate waste in the production that does not createvalue for the products or customers The implementation ofLean requires management to grasp the current processesso that problems and opportunities for improvement canbe identified Poor implementation or partial vision of thesituation may lead to an unsuccessful Lean journey

The problem statement in this research of Lean manu-facturing is for management to establish a visualized toolshowing the current process of rope manufacturing Stepsfor Lean implementation must be determined from a well-defined process map in order to estimate the improvementafter implementation In this situation value stream map-ping (VSM) is utilized as a Lean methodology to redesignmanufacturing systems The objective is to develop a VSMas a methodology for Lean implementation in the ropemanufacturing industry The methodology is carried out andexamined in a case study of a 12-strand rope production cellIn this case study the problems are defined and a suggestedsolution is developed

Lean manufacturing is one of the most well-knownprocess development methodologies It focuses on delivering

value to the customer through the elimination of wasteIdeally inmanufacturing processes products are supposed tobe produced efficiently and with high quality and reliabilityIn reality manufacturing processes always contain wastewhich becomes the opportunity for process improvement[2] Seven types of waste can be considered in a Lean man-ufacturing process The types of waste are overproductionwaiting unnecessary motion extra processing inventoryextra movement of employees and equipment and defects[3] While eliminating waste from a manufacturing processis an important step in Lean manufacturing focusing onlyon waste elimination may cause the value flow to come toa halt since only one small part of the value stream is takeninto consideration Therefore improvement goals should beapplied to the whole flow

Themethod VSM is used to visually represent the currentand future states in the process of planning Lean VSMrepresents the material and information flow of a processConsidered in the VSM are both value-added and non-value-added actions Value-added activity is any action thatincreases the market form or function of the product orservice A non-value-added activity is any action which doesnot add market form or function or is not necessary [4]

VSM is divided into five phases These phases are aselection of a product family current state mapping futurestate mapping definition of a work plan and achievement of

HindawiInternational Journal of Manufacturing EngineeringVolume 2017 Article ID 8674187 11 pageshttpsdoiorg10115520178674187

2 International Journal of Manufacturing Engineering

the work plan [5] By methodically applying the five phasesto a process all non-value-added activities can be identifiedand eliminated from the current processThe revised processwill then be represented in the future state map This futurestate map will offer a visual representation of the process withthe non-value-added activities removed resulting in shorterwait times and more efficient process flow Due to the speedin which a VSM can identify waste in a process it is animportant first step toward achieving a Lean process [6]

Thematerial and information flow inVSMhelps visualizethe overall manufacturing material flow instead of singleor isolated operation how operations currently communi-cate with production control and with each other problemareas waste sources locate in-process inventory and providea common language for all manufacturing personnel [7]Rother and Shook [5] affirm that the value stream is anessential tool for these reasons

(i) VSM visualizes multiple processes including theoverall flow

(ii) Waste and source of waste are identified(iii) VSM serves as a blueprint for Lean implementation(iv) VSMshows linkage between the information flow and

material flow(v) VSM ties Lean concepts and techniques together(vi) VSM functions as both quantitative tools and qualita-

tive tools

The research performed by Serrano et al [8 9] shows thata value streammap developedwithin a Lean paradigmhelpedpractitioners redesign production systems These authorsalso state that other methodologies methods and toolsare potentially applicable to the redesign of manufacturingsystems They are as follows

(i) Process mapping or flow charts(ii) Structured systems such as IDEFO (Icam DEFinition

Zero) and SADT (Structured Analysis and DesignTechnique)

(iii) Architectural systems such as CIMOSA (Open Sys-tem Architecture for CIM) and PERA (Purdue Enter-prise Reference Architecture) (Williams 1998)

(iv) Modeling and simulation software

The conclusion reached in previous research indicatesthat the other methods do not fulfill the same frameworkconditions objectives level or degree of completion ofmanufacturing system design as the VSM Although thematerial and information software seem to be promisingin redesigning manufacturing systems the software trainingcost and the amount of learning time needed negate areasonable manufacturing process implementation

2 Case Study

The methodology of VSM is developed based on the phasesof application stated by Rother and Shook [5] The first phase

of this methodology is the selection of a product family Forthis case study the company selected was the manufacturerof Quantum 12 rope Quantum 12 was selected because theprocess for production involves all the processes found ina rope manufacturing facility while other types of ropes donot involve all processes In other words all machines andprocesses present in themanufacturing facility are used in themanufacture of Quantum 12 rope

Quantum 12 is a light-weight high-strength floating ropethat is preferred for its ability to grip on a capstan The DPXyarn used in Quantum 12 provides superior abrasion andcut resistance as well as a higher coefficient of friction thansimilar high performance ropes The added green Samthanecoating provides excellent visibility and additional abrasionresistance Quantum 12 rope hasmany applications includingwire replacement winch lines offshore pick-up lines and rigtow lines

21 Current State Map A current state map was createdusing information acquired for each process in the ropemanufacturing The current state map includes all steps inthe process starting from receiving the customer order untilthe finished product is shipped Data concerning operationtime material flow information flow and inventory wererecorded The current state map in Figure 1 has been furtherdivided into two parts (1) receiving order and (2) productionprocesses It is noted that various steps involved significantwaiting time

211 Receiving Order A description of each activity involvedin the information flow is identified and discussed below

(1) Receiving customer order customer service receivesan order from the customer processes order andpasses the order information to the initial productionscheduler The processing time is approximately 30minutes

(2) Initial production scheduling the initial productionscheduler waits 7 days to collect all orders receivedthat week and makes a weekly production scheduleand purchasing list It takes approximately 120 min-utes to process The purchasing list is submitted tothe purchasing department The time it takes for thepurchasing department to receive the purchasing listfrom customer service is 7 days

(3) Delivery of raw materials once the materials arepurchased it takes 14 days for the raw materials to bedelivered from the supplier

(4) Weekly production schedule once the raw materialsarrive the rope supervisor creates the weekly produc-tion scheduleThe processing time is approximately 2hoursThe rawmaterial arriving this week will be putin process the following week

(5) Shift scheduling the rope supervisor assigns scheduleto the shift supervisor This process takes about 10minutes

(6) Assigning process work the shift supervisor assignswork to the twisting stranding braiding and splicing

International Journal of Manufacturing Engineering 3

Waiting time Processing time

30 minutes

120 minutes

14 days

120 minutes10 minutes

20 minutes

Customer service receives order and gives due date to the customer

Large rope supervisorschedules production weekly and gives work orders daily

Shift leader assigns work to each department

Raw material delivery

Initial production scheduler schedules production and makes purchasing list weeklypurchasing department places order

7 days

7 days

Waiting timeProcessing time

48 hours

Handling time

196 hours 2681 hours3 minutes

Stranding process

Braiding process

Oven

Splicing and packaging

Shipping

Twisting process

Raw material staysin the warehouse

Waiting timeHandling time

7 days4 minutes





5 times 4 =

Figure 1 Current state map

processes The estimated time to assign each processis 5 minutes

212 Production Processes A description of each activityinvolved in the production flow is identified and discussedbelow

(1) Setting up the twisting process raw material (fiber)stays in the warehouse for 1 week before being used inthe twisting process It takes about 4 minutes to moveall the material from the warehouse to the processingcell

(2) Twisting process the fiber is twisted into yarn It takesalmost 1 day to twist the fiber into yarn

(3) The packages of yarn will be used in the strandingprocess

(4) Braiding process the strand is braided the day after itis made

(5) Baking splicing and packaging processes after ropeis braided it will be put in the oven spliced andpackaged


Initial production scheduler schedules production and makes purchasing list weeklyPurchasing department places order

Customer service receives order


Large rope supervisor schedulesproduction weekly and gives work orders daily


0 mins

30 mins

7 days

120 mins

14 days 7 days

130 mins 20 mins

Material flows

Lead time ladder

Production lead

300 mins

CT = 30mins CT = 20mins

CT = 130mins

CT = 120mins

CT = 0mins

CO = 0minsCO = 14 days

CO = 7 days

CO = 7 days

CO = 0mins

Process time =

time = 28 days

Figure 2 Value stream map current state for receiving order

Table 1 Current state data for receiving order

Activity Processing time(minutes)

Waiting time(days) Possible improvement

Customer service 30 0Initial productionscheduler weekly 120 7 Eliminate redundant

schedulerRaw material delivery 0 14 Safety stockLarge rope supervisorschedule weekly 120 7 Schedule work daily

Large rope supervisorwork assignment daily 10 0

Shift leader 20 0 Revising setup sheetTotal 300 28

(6) Shipping the packaged rope will be placed in awarehouse by the shipping department warehouseThe finished product stays in the warehouse about 2days before being shipped to the customer

Tables 1 and 2 summarize the numerical data of current valuestream map for each of the two processes discussed aboveA review of the process indicates that the receiving order

part has a greater potential for saving A VSM using standardnotations for this part is shown in Figure 2

22 Future StateMap Areviewof the current statemapusingLean principles resulted in a number of modifications to thecurrent process The future state map including revisions toimprove the process is shown in Figure 3 A VSM usingstandard notations for receiving order is shown in Figure 4



30 minutes

15 minutes

5 minutes


Raw material delivery(future demand)


48 hours

Handling time

196 hours 2681 hours

Stranding process

Braiding process

Oven


Shipping

Twisting process

Raw material stays in the warehouse as safety stock


7 days3 minutes





45 minutes

1 day

(i) forecasts and makes purchasing list weeklyand purchasing department places order

Large rope supervisor

(ii) schedules production FIFO

(iii) gives work orders to twisting department daily

Figure 3 Future state map

Table 2 Current state data for production processes

Department Processing time(hours)

Waiting timeand non-value-added time(hours)

Material handlingtime (minutes) Possible improvement

Warehouse 0 168 4Twisting 196 2681 3Stranding 55 2612 2Braiding 63 202 35 Revise plant layoutOven 360 025 3Splicing and packaging 13 083 45Shipping 00 48 0Total value-added time 69 hoursMaterial handling time 20 minutesProduction lead time 8 daysReceiving order shipping 36 days


Large rope supervisorforecasts and makes purchasing list weekly andpurchasing department places order


Schedulesproduction FIFO

Gives work orders to twisting department daily

0 mins

30 mins 45 mins

1 day

5 mins

Material flows

Lead time ladder

CT = 30minsCT = 15mins

CT = 5mins

CT = 45mins

CO = 0minsCO = 0mins

CO = 0 days

CO = 1 day

80 minsProcess time =

Production lead time = 1 day

Figure 4 Value stream map future state for receiving order

Q-12Date 4808

Q-12

Total footage 2000No

tubes Footage TypeSize Twist

Dir tpf Lbstube

20 14400 SK75 RL 65 2753

20 14400 SK75 LL 65 2753

No tubes Footage Twist

Dir tpf Lbstube

7 14400SLIVER 52 grain

RL 0 27537 14400 0 LL 0 2753

2998400998400 dia Q-12

1 run 2000 ft 1 boobin from each tube

240010 + 16001

240010 + 16001

240010 + 16001

240010 + 16001

TypeSize

Figure 5 Setup sheet for twisting departmentmdashcurrent state

A description of the modifications is listed below

(1) Safety Stock The current state map (Figure 1) showsthat production delay can be avoided by ordering the rawmaterials needed when customer places order It takes about2 weeks for raw material to be delivered Having a weekrsquosworth of safety stock (since purchasing is done weekly) willeliminate 2 weeks of waiting time for the raw materialsHaving a safety stock will allow raw material to be ready foruse the same week an order is made saving seven days byeliminating the need to schedule on a weekly basis We have

also considered inventory rankingmethods suggested by BenHmida et al [10] to focus on the key inventory items

(2) Eliminating Redundant Scheduler The initial schedulerperforms a similar function as the rope supervisor If theinitial scheduler was removed there would be a reduction of7 days of waiting time Changing the information structurealong with adding a safety stock will also cut the time ittakes in order to be put into production from 28 days to 1day The drawback of this change is that the rope supervisorwill have to be in charge of making weekly purchasing list in


PRODUCTION SET-UP SHEET 12 STRAND

DATE04-16-08 PRODUCT DPX 12 STRAND Orange

DIA 2 CUSTOMER Job 401Spec Date

08-10-06

SPECS DIA 2 LUBE WTLAY 124 DRY WT 932MIN YS OTHER

INSIDE NUMBER DESCRIPTION 3 - 25600 DENIER SK-75 DYNEEA1ST COVER

2ND COVER 10 - 25600 DENIER SK-75 DYNEEA7-25600 DENIER SK-75 DYNEEA Coat

OUTSIDE 7 - 30000 DPX CoatDPX should be alternating with SK75 on outside of twister pattern

FORMER T-88 LAYER108812

INSIDE TUBE

DIETUBE

OUTSIDE TUBE

Tension 25 482 GEARS W1-41 W2-36

GEARPULLEY PRETWIST 100

ROPE LAY same 1240

STRAND LAY 7-23 METER READINGMETER READING 116MARKERSCOMMENTS New Coating ChartRecipe 72

Run MR Check weight of tubes before and after first bobbin to insure correct meter reading2000 2320

min maxSpec wt 1835 1994Bob wt 153 166

(998400998400)

(998400998400)

(998400998400)

Need four 100ft units Oal 5998400 EEE (act 122ft each)

POS 2 = Both gears are the

GF = 109

Figure 6 Setup sheet for stranding braiding and splicingmdashcurrent state

addition to previous responsibilities assigned in the currentstate Scheduling systems such as Ben Hmida et al [11] arealso considered to improve our production scheduling

(3) Revising Setup Sheet The current state map (Figure 1)shows that the rope supervisor must assign work to theshift leader every day for 10 minutes The shift leader thenhas to go to each department to assign work The shiftleader spends approximately 5 minutes in each department(twisting stranding braiding and splicing) resulting in atotal of 20 minutes There is no work assigning time for theoven since the rope supervisor sets the machine

By creating a setup sheet that contains all the informationand notices needed by all departments the shift leader elim-inates the need to brief each department separately on theirduties The rope supervisor can assign duties directly to the

twisting department and all other departments downstreamwill receive the information on the setup sheet when it ispassed to the next process with the finished product Thischange can save up to 25 minutes every day The currentsetup sheet for twisting department is shown in Figure 5 andfor other departments in Figure 6 Figures 7 and 8 provide arevised setup sheet which contains all the information for alldepartments

(4) Revising Plant Layout Revising the plant layout caneliminate material handling time of the current state map (asshown in Figure 1 and Table 1) The current plant layout andthe revised plant layout are shown in Figures 9 and 10

The changes to the plant layout are as follows(1) The raw material has been moved from the cur-

rent location in the corner of the warehouse to the



DATE PRODUCT DPX 12 STRAND Color Orange

DIA 2 CUSTOMER Job Spec Date

08-10-06

SPLICINGBRAIDERSPECS DIA 2 LUBE WT

LAY 124 DRY WT 932MIN YS OTHER

MACHINE SETUP

DIETUBEROPE LAY 124

GEARS W1-41 W2-36METER READING

are the same 1240GF = 109

STRANDER T-88 CREELREEVEINSIDE NUMBER DESCRIPTION 3 - 25600 DENIER SK-75 DYNEEA1ST COVER

2ND COVER

10 - 25600 DENIER SK-75 DYNEEA7-25600 DENIER SK-75 DYNEEA Coat

OUTSIDE 7 - 30000 DPX CoatNOTENOTE DPX should be alternating with SK75 on outside of twister pattern

MACHINE SETUP

INSIDE TUBESTRAND LAY 7-23

OUTSIDE TUBE Tension 25 482

METER READING 116


Recipe 72

NOTE Check weight of tubes before and after first bobbin to insure correct meter reading 2000 2320


Need one 2000ftunis Oal 5998400 EEE

(998400998400)

(998400998400)

(998400998400)

108812

POS 2 = Both gears

MRRun

Figure 7 Setup sheet for all departmentsmdashfuture state

COMMENTS ChartCoatingNewTWISTER

Total footage 2000No tubes Footage Type Size Twist

Dir tpf Lbstube

20 14400 SK75 RL 65 275320 14400 SK75 LL 65 2753

No tubes Footage TypeSize DENIER Twist Dir tpf


30000 RL 0

7 144000

30000 LL 0


240010 + 16001

240010 + 16001

240010 + 16001

240010 + 16001

Figure 8 Setup sheet comments section for all departmentsmdashfuture state


Raw material

WarehouseWarehouse

Twisting

Stranding

Braiding

Splicing Oven

Area for product waiting to be shipped

N

Shippinggate

Figure 9 Current plant layout

Raw material

Warehouse

Warehouse

Twisting

Stranding

Braiding

SplicingOven


N

Shippinggate

Figure 10 Revised plant layout

warehouse on the west side This modification movesthe raw materials closer to the production machines

(2) The twisting cell was moved closer to the warehouseand stranding cell In the current plant layout thebasket of twisted yarn is delivered to the stranding cellby the forklift In the revised layout the twisting cell iscloser to the stranding cell and the stranding operatorcan take twisted yarn directly from the basket in thetwisting area

(3) The oven was moved to a location closer to thebraiding and splicing cells for better process flowThe new location for the oven is close enough to thesplicing machine that a forklift is used only to lift andmove material without travelling any distance

In each process it takes approximately two minutes forthe forklift or hoist to balance and secure material beforemoving This time is fixed and will not be changed in therevised layout calculation The travelling time varies by thetravelling length of the forklift Revised travelling time iscalculated by the proportion of distance travelled in thecurrent plant layout compared to the revised plant layoutThenumerical data is shown in Tables 3 and 4

After the revisions were made to the plant layout thecurrent value streammap (Figure 1) is recalculatedThe valuestream map data of future state are shown in Tables 5 and 6

3 Performance Comparison

The future state shows some changes after Lean implementa-tion and a performance comparison is shown in Table 7

For the information flow the processing time and waitingtime are reduced by an estimated 68 and 88 respectivelyFor production processes the material handling time isreduced by 33 due to revision of the plant layout Thetotal cycle time from receiving customer order to shippingis reduced from 36 days to 9 days This is a reduction of 75total time from the moment the customer places an order tothe time it is shipped Production lead time is the same

4 Conclusion

Throughout this case study Lean concepts have been imple-mented to the rope manufacturing process The goal of thesechanges was to decrease the overall time required for the


Table 3 Transfer timemdashcurrent plant layout

Activity Fixed time (minutes) Traveling time (minutes)Forklift delivering material from warehouse to twister 2 2Forklift delivering yarn to strander 2 1Hoist moving bobbin of yarn from strander to braider 2 0Forklift moving finished rope to oven 2 15Forklift moving finished rope to oven to splicing area 2 1Forklift moving finished rope from splicing area to shipping area 2 25

Table 4 Transfer timemdashrevised plant layout

Activity Fixed time (minutes) Traveling time (minutes)Forklift delivering material from warehouse to twister 2 1Operator of strander uses yarn directly from the basket in that area 0 0Hoist moving bobbin of yarn from strander to braider 2 0Forklift moving finished rope to oven to splicing area 2 0Forklift moving finished rope from splicing area to shipping area 2 25

Table 5 Value stream map future state receiving ordermdashputting work in process

Activities Processing time (minutes) Waiting time (days)Customer service 30 0Large rope supervisor 0 1Purchasing list weekly 45 0Schedule daily FIFO 15 0Work assignment daily 5 0Total 95 1

Table 6 Value stream map future state production processes

Department Processingtime (hours)

Waiting time andnon-value-addedtime (hours)

Material handlingtime (minutes)

Warehouse 0 168 3Twisting 196 2681 0Stranding 554 2612 2Braiding 625 202 2Oven 36 025 2Splicing and packaging 125 083 45Shipping 48 0Total value-added time 69 hoursMaterial handling time 135 minutesProduction lead time 8 daysReceiving ordershipping 9 days

company to get the customerrsquos order Lean concepts werefirst applied to the information flow system By changingthe setup sheets for all departments the processing time willbe reduced by an estimated 68 Reducing the processingtime will also have a dramatic effect on the waiting time foreach order Alongwith the setup sheet changes implementingother Lean concepts such as the way daily work instructionsare relayed to employees will also have dramatic effects on

the total waiting time for each order received With the newsetup sheets as well as having a safety stock ready for ordersthe total waiting time of the process will be reduced by astaggering 88

The material flow of the manufacturing process wasconsidered in this case study The case study shows thatthe floor layout can help to make the entire process moreefficient By changing the manufacturing floor setup to make


Table 7 Value stream map datamdashperformance comparison

Current state Future state Percentage reducedReceiving orderProcessing time 300 minutes 95 minutes 68Waiting time 28 days 1 day 88Production processesTotal value-added time 69 hours 69 hours 0Material handling time 20 minutes 135 minutes 33Production lead time 8 days 8 days 0Receiving order shipping 36 9 75

the material flow more well-organized 65 minutes can besaved in material handling for each order This is a totalsavings of 33 formaterial handling timeThis case study alsoshows that having a safety stock of material will also reducethe waiting time for the process by estimated 88

As previously stated Lean manufacturing must accountfor all aspects of the production process in order to have apositive impact on themanufacturing processThis case studyapplied Lean changes to the information flow system as wellas the material flow system to reduce the total time requiredfrom the time an order is received to the time the rope isshipped to the customer Implementing changes in both theinformation flow system and the material flow system willsave an estimated 75 for themanufacturing time of the ropeIn other words the suggested changes will reduce the time ittakes tomanufacture the rope and ship the order from36 daysto 9 total days

Competing Interests

The authors declare that they have no competing interests

Acknowledgments

This research is partially supported by Louisiana Departmentof Natural Resources (DNR) under Contract no 2031-14-03

References

[1] J C Green J Lee and T A Kozman ldquoManaging leanmanufac-turing inmaterial handling operationsrdquo International Journal ofProduction Research vol 48 no 10 pp 2975ndash2993 2010

[2] H Lichtenberg ldquoApplying Lean principal in process industriesrdquoIndustrialMaintenanceamp Plant Operation vol 69 no 6 pp 24ndash25 2008

[3] B J Hicks ldquoLean information management understandingand eliminating wasterdquo International Journal of InformationManagement vol 27 no 4 pp 233ndash249 2007

[4] D F Garrett and J Lee ldquoLean construction submittal processmdasha case studyrdquoQuality Engineering vol 23 no 1 pp 84ndash93 2011

[5] M Rother and J Shook Learning to See Value StreamMappingto Create Value and Eliminate MUDA The Lean EnterpriseInstitute Brookline Mass USA 1999

[6] F Garcia ldquoUsing value stream mapping to develop improvedfacility layoutsrdquo in Proceedings of the IIE Annual Conference

and Expo 2007mdashIndustrial Engineeringrsquos Critical Role in a FlatWorld Nashville Tenn USA May 2007

[7] D Tapping T Luyster and T Shuker Value Stream Manage-ment Eight Steps to Planning Mapping and Sustaining LeanImprovements Productivity Press New York NY USA 2002

[8] I Serrano C Ochoa and R De Castro ldquoEvaluation of valuestream mapping in manufacturing system redesignrdquo Interna-tional Journal of Production Research vol 46 no 16 pp 4409ndash4430 2008

[9] I Serrano C Ochoa and R D Castro ldquoAn evaluation of valuestream mapping toolrdquo Business Process Management Journalvol 13 no 1 pp 39ndash52 2008

[10] J B Hmida S Parekh and J Lee ldquoIntegrated inventory rankingsystem for oilfield equipment industryrdquo Journal of IndustrialEngineering and Management vol 7 no 1 pp 115ndash136 2014

[11] J Ben Hmida J Lee X Wang and F Boukadi ldquoProductionscheduling for continuous manufacturing systems with qualityconstraintsrdquo Production ampManufacturing Research vol 2 no 1pp 95ndash111 2014

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the work plan [5] By methodically applying the five phasesto a process all non-value-added activities can be identifiedand eliminated from the current processThe revised processwill then be represented in the future state map This futurestate map will offer a visual representation of the process withthe non-value-added activities removed resulting in shorterwait times and more efficient process flow Due to the speedin which a VSM can identify waste in a process it is animportant first step toward achieving a Lean process [6]

Thematerial and information flow inVSMhelps visualizethe overall manufacturing material flow instead of singleor isolated operation how operations currently communi-cate with production control and with each other problemareas waste sources locate in-process inventory and providea common language for all manufacturing personnel [7]Rother and Shook [5] affirm that the value stream is anessential tool for these reasons

(i) VSM visualizes multiple processes including theoverall flow

(ii) Waste and source of waste are identified(iii) VSM serves as a blueprint for Lean implementation(iv) VSMshows linkage between the information flow and

material flow(v) VSM ties Lean concepts and techniques together(vi) VSM functions as both quantitative tools and qualita-

tive tools

The research performed by Serrano et al [8 9] shows thata value streammap developedwithin a Lean paradigmhelpedpractitioners redesign production systems These authorsalso state that other methodologies methods and toolsare potentially applicable to the redesign of manufacturingsystems They are as follows

(i) Process mapping or flow charts(ii) Structured systems such as IDEFO (Icam DEFinition

Zero) and SADT (Structured Analysis and DesignTechnique)

(iii) Architectural systems such as CIMOSA (Open Sys-tem Architecture for CIM) and PERA (Purdue Enter-prise Reference Architecture) (Williams 1998)

(iv) Modeling and simulation software

The conclusion reached in previous research indicatesthat the other methods do not fulfill the same frameworkconditions objectives level or degree of completion ofmanufacturing system design as the VSM Although thematerial and information software seem to be promisingin redesigning manufacturing systems the software trainingcost and the amount of learning time needed negate areasonable manufacturing process implementation

2 Case Study

The methodology of VSM is developed based on the phasesof application stated by Rother and Shook [5] The first phase

of this methodology is the selection of a product family Forthis case study the company selected was the manufacturerof Quantum 12 rope Quantum 12 was selected because theprocess for production involves all the processes found ina rope manufacturing facility while other types of ropes donot involve all processes In other words all machines andprocesses present in themanufacturing facility are used in themanufacture of Quantum 12 rope

Quantum 12 is a light-weight high-strength floating ropethat is preferred for its ability to grip on a capstan The DPXyarn used in Quantum 12 provides superior abrasion andcut resistance as well as a higher coefficient of friction thansimilar high performance ropes The added green Samthanecoating provides excellent visibility and additional abrasionresistance Quantum 12 rope hasmany applications includingwire replacement winch lines offshore pick-up lines and rigtow lines

21 Current State Map A current state map was createdusing information acquired for each process in the ropemanufacturing The current state map includes all steps inthe process starting from receiving the customer order untilthe finished product is shipped Data concerning operationtime material flow information flow and inventory wererecorded The current state map in Figure 1 has been furtherdivided into two parts (1) receiving order and (2) productionprocesses It is noted that various steps involved significantwaiting time

211 Receiving Order A description of each activity involvedin the information flow is identified and discussed below

(1) Receiving customer order customer service receivesan order from the customer processes order andpasses the order information to the initial productionscheduler The processing time is approximately 30minutes

(2) Initial production scheduling the initial productionscheduler waits 7 days to collect all orders receivedthat week and makes a weekly production scheduleand purchasing list It takes approximately 120 min-utes to process The purchasing list is submitted tothe purchasing department The time it takes for thepurchasing department to receive the purchasing listfrom customer service is 7 days

(3) Delivery of raw materials once the materials arepurchased it takes 14 days for the raw materials to bedelivered from the supplier

(4) Weekly production schedule once the raw materialsarrive the rope supervisor creates the weekly produc-tion scheduleThe processing time is approximately 2hoursThe rawmaterial arriving this week will be putin process the following week

(5) Shift scheduling the rope supervisor assigns scheduleto the shift supervisor This process takes about 10minutes

(6) Assigning process work the shift supervisor assignswork to the twisting stranding braiding and splicing



30 minutes

120 minutes

14 days


20 minutes






7 days

7 days


48 hours

Handling time


Stranding process

Braiding process

Oven


Shipping

Twisting process



7 days4 minutes





5 times 4 =















0 mins

30 mins

7 days

120 mins

14 days 7 days

130 mins 20 mins

Material flows

Lead time ladder

Production lead

300 mins


CT = 130mins

CT = 120mins

CT = 0mins


CO = 7 days

CO = 7 days

CO = 0mins

Process time =

time = 28 days















30 minutes

15 minutes

5 minutes




48 hours

Handling time


Stranding process

Braiding process

Oven


Shipping

Twisting process



7 days3 minutes





45 minutes

1 day
















0 mins

30 mins 45 mins

1 day

5 mins

Material flows

Lead time ladder


CT = 5mins

CT = 45mins


CO = 0 days

CO = 1 day




Q-12Date 4808

Q-12



Dir tpf Lbstube

20 14400 SK75 RL 65 2753

20 14400 SK75 LL 65 2753


Dir tpf Lbstube


RL 0 27537 14400 0 LL 0 2753

2998400998400 dia Q-12


240010 + 16001

240010 + 16001

240010 + 16001

240010 + 16001

TypeSize










08-10-06






INSIDE TUBE

DIETUBE

OUTSIDE TUBE



ROPE LAY same 1240




(998400998400)

(998400998400)

(998400998400)



GF = 109













08-10-06



MACHINE SETUP

DIETUBEROPE LAY 124




2ND COVER



MACHINE SETUP



METER READING 116


Recipe 72




(998400998400)

(998400998400)

(998400998400)

108812

POS 2 = Both gears

MRRun




Dir tpf Lbstube

20 14400 SK75 RL 65 275320 14400 SK75 LL 65 2753



30000 RL 0

7 144000

30000 LL 0


240010 + 16001

240010 + 16001

240010 + 16001

240010 + 16001



Raw material

WarehouseWarehouse

Twisting

Stranding

Braiding

Splicing Oven


N

Shippinggate


Raw material

Warehouse

Warehouse

Twisting

Stranding

Braiding

SplicingOven


N

Shippinggate










4 Conclusion






















Competing Interests


Acknowledgments


References















RoboticsJournal of





Journal of



RotatingMachinery





VLSI Design



Shock and Vibration







Journal of



Volume 2014


SensorsJournal of





Propagation











30 minutes

120 minutes

14 days


20 minutes






7 days

7 days


48 hours

Handling time


Stranding process

Braiding process

Oven


Shipping

Twisting process



7 days4 minutes





5 times 4 =















0 mins

30 mins

7 days

120 mins

14 days 7 days

130 mins 20 mins

Material flows

Lead time ladder

Production lead

300 mins


CT = 130mins

CT = 120mins

CT = 0mins


CO = 7 days

CO = 7 days

CO = 0mins

Process time =

time = 28 days















30 minutes

15 minutes

5 minutes




48 hours

Handling time


Stranding process

Braiding process

Oven


Shipping

Twisting process



7 days3 minutes





45 minutes

1 day
















0 mins

30 mins 45 mins

1 day

5 mins

Material flows

Lead time ladder


CT = 5mins

CT = 45mins


CO = 0 days

CO = 1 day




Q-12Date 4808

Q-12



Dir tpf Lbstube

20 14400 SK75 RL 65 2753

20 14400 SK75 LL 65 2753


Dir tpf Lbstube


RL 0 27537 14400 0 LL 0 2753

2998400998400 dia Q-12


240010 + 16001

240010 + 16001

240010 + 16001

240010 + 16001

TypeSize










08-10-06






INSIDE TUBE

DIETUBE

OUTSIDE TUBE



ROPE LAY same 1240




(998400998400)

(998400998400)

(998400998400)



GF = 109













08-10-06



MACHINE SETUP

DIETUBEROPE LAY 124




2ND COVER



MACHINE SETUP



METER READING 116


Recipe 72




(998400998400)

(998400998400)

(998400998400)

108812

POS 2 = Both gears

MRRun




Dir tpf Lbstube

20 14400 SK75 RL 65 275320 14400 SK75 LL 65 2753



30000 RL 0

7 144000

30000 LL 0


240010 + 16001

240010 + 16001

240010 + 16001

240010 + 16001



Raw material

WarehouseWarehouse

Twisting

Stranding

Braiding

Splicing Oven


N

Shippinggate


Raw material

Warehouse

Warehouse

Twisting

Stranding

Braiding

SplicingOven


N

Shippinggate










4 Conclusion






















Competing Interests


Acknowledgments


References















RoboticsJournal of





Journal of



RotatingMachinery





VLSI Design



Shock and Vibration







Journal of



Volume 2014


SensorsJournal of





Propagation















0 mins

30 mins

7 days

120 mins

14 days 7 days

130 mins 20 mins

Material flows

Lead time ladder

Production lead

300 mins


CT = 130mins

CT = 120mins

CT = 0mins


CO = 7 days

CO = 7 days

CO = 0mins

Process time =

time = 28 days















30 minutes

15 minutes

5 minutes




48 hours

Handling time


Stranding process

Braiding process

Oven


Shipping

Twisting process



7 days3 minutes





45 minutes

1 day
















0 mins

30 mins 45 mins

1 day

5 mins

Material flows

Lead time ladder


CT = 5mins

CT = 45mins


CO = 0 days

CO = 1 day




Q-12Date 4808

Q-12



Dir tpf Lbstube

20 14400 SK75 RL 65 2753

20 14400 SK75 LL 65 2753


Dir tpf Lbstube


RL 0 27537 14400 0 LL 0 2753

2998400998400 dia Q-12


240010 + 16001

240010 + 16001

240010 + 16001

240010 + 16001

TypeSize










08-10-06






INSIDE TUBE

DIETUBE

OUTSIDE TUBE



ROPE LAY same 1240




(998400998400)

(998400998400)

(998400998400)



GF = 109













08-10-06



MACHINE SETUP

DIETUBEROPE LAY 124




2ND COVER



MACHINE SETUP



METER READING 116


Recipe 72




(998400998400)

(998400998400)

(998400998400)

108812

POS 2 = Both gears

MRRun




Dir tpf Lbstube

20 14400 SK75 RL 65 275320 14400 SK75 LL 65 2753



30000 RL 0

7 144000

30000 LL 0


240010 + 16001

240010 + 16001

240010 + 16001

240010 + 16001



Raw material

WarehouseWarehouse

Twisting

Stranding

Braiding

Splicing Oven


N

Shippinggate


Raw material

Warehouse

Warehouse

Twisting

Stranding

Braiding

SplicingOven


N

Shippinggate










4 Conclusion






















Competing Interests


Acknowledgments


References















RoboticsJournal of





Journal of



RotatingMachinery





VLSI Design



Shock and Vibration







Journal of



Volume 2014


SensorsJournal of





Propagation











30 minutes

15 minutes

5 minutes




48 hours

Handling time


Stranding process

Braiding process

Oven


Shipping

Twisting process



7 days3 minutes





45 minutes

1 day
















0 mins

30 mins 45 mins

1 day

5 mins

Material flows

Lead time ladder


CT = 5mins

CT = 45mins


CO = 0 days

CO = 1 day




Q-12Date 4808

Q-12



Dir tpf Lbstube

20 14400 SK75 RL 65 2753

20 14400 SK75 LL 65 2753


Dir tpf Lbstube


RL 0 27537 14400 0 LL 0 2753

2998400998400 dia Q-12


240010 + 16001

240010 + 16001

240010 + 16001

240010 + 16001

TypeSize










08-10-06






INSIDE TUBE

DIETUBE

OUTSIDE TUBE



ROPE LAY same 1240




(998400998400)

(998400998400)

(998400998400)



GF = 109













08-10-06



MACHINE SETUP

DIETUBEROPE LAY 124




2ND COVER



MACHINE SETUP



METER READING 116


Recipe 72




(998400998400)

(998400998400)

(998400998400)

108812

POS 2 = Both gears

MRRun




Dir tpf Lbstube

20 14400 SK75 RL 65 275320 14400 SK75 LL 65 2753



30000 RL 0

7 144000

30000 LL 0


240010 + 16001

240010 + 16001

240010 + 16001

240010 + 16001



Raw material

WarehouseWarehouse

Twisting

Stranding

Braiding

Splicing Oven


N

Shippinggate


Raw material

Warehouse

Warehouse

Twisting

Stranding

Braiding

SplicingOven


N

Shippinggate










4 Conclusion






















Competing Interests


Acknowledgments


References















RoboticsJournal of





Journal of



RotatingMachinery





VLSI Design



Shock and Vibration







Journal of



Volume 2014


SensorsJournal of





Propagation














0 mins

30 mins 45 mins

1 day

5 mins

Material flows

Lead time ladder


CT = 5mins

CT = 45mins


CO = 0 days

CO = 1 day




Q-12Date 4808

Q-12



Dir tpf Lbstube

20 14400 SK75 RL 65 2753

20 14400 SK75 LL 65 2753


Dir tpf Lbstube


RL 0 27537 14400 0 LL 0 2753

2998400998400 dia Q-12


240010 + 16001

240010 + 16001

240010 + 16001

240010 + 16001

TypeSize










08-10-06






INSIDE TUBE

DIETUBE

OUTSIDE TUBE



ROPE LAY same 1240




(998400998400)

(998400998400)

(998400998400)



GF = 109













08-10-06



MACHINE SETUP

DIETUBEROPE LAY 124




2ND COVER



MACHINE SETUP



METER READING 116


Recipe 72




(998400998400)

(998400998400)

(998400998400)

108812

POS 2 = Both gears

MRRun




Dir tpf Lbstube

20 14400 SK75 RL 65 275320 14400 SK75 LL 65 2753



30000 RL 0

7 144000

30000 LL 0


240010 + 16001

240010 + 16001

240010 + 16001

240010 + 16001



Raw material

WarehouseWarehouse

Twisting

Stranding

Braiding

Splicing Oven


N

Shippinggate


Raw material

Warehouse

Warehouse

Twisting

Stranding

Braiding

SplicingOven


N

Shippinggate










4 Conclusion






















Competing Interests


Acknowledgments


References















RoboticsJournal of





Journal of



RotatingMachinery





VLSI Design



Shock and Vibration







Journal of



Volume 2014


SensorsJournal of





Propagation













08-10-06






INSIDE TUBE

DIETUBE

OUTSIDE TUBE



ROPE LAY same 1240




(998400998400)

(998400998400)

(998400998400)



GF = 109













08-10-06



MACHINE SETUP

DIETUBEROPE LAY 124




2ND COVER



MACHINE SETUP



METER READING 116


Recipe 72




(998400998400)

(998400998400)

(998400998400)

108812

POS 2 = Both gears

MRRun




Dir tpf Lbstube

20 14400 SK75 RL 65 275320 14400 SK75 LL 65 2753



30000 RL 0

7 144000

30000 LL 0


240010 + 16001

240010 + 16001

240010 + 16001

240010 + 16001



Raw material

WarehouseWarehouse

Twisting

Stranding

Braiding

Splicing Oven


N

Shippinggate


Raw material

Warehouse

Warehouse

Twisting

Stranding

Braiding

SplicingOven


N

Shippinggate










4 Conclusion






















Competing Interests


Acknowledgments


References















RoboticsJournal of





Journal of



RotatingMachinery





VLSI Design



Shock and Vibration







Journal of



Volume 2014


SensorsJournal of





Propagation













08-10-06



MACHINE SETUP

DIETUBEROPE LAY 124




2ND COVER



MACHINE SETUP



METER READING 116


Recipe 72




(998400998400)

(998400998400)

(998400998400)

108812

POS 2 = Both gears

MRRun




Dir tpf Lbstube

20 14400 SK75 RL 65 275320 14400 SK75 LL 65 2753



30000 RL 0

7 144000

30000 LL 0


240010 + 16001

240010 + 16001

240010 + 16001

240010 + 16001



Raw material

WarehouseWarehouse

Twisting

Stranding

Braiding

Splicing Oven


N

Shippinggate


Raw material

Warehouse

Warehouse

Twisting

Stranding

Braiding

SplicingOven


N

Shippinggate










4 Conclusion






















Competing Interests


Acknowledgments


References















RoboticsJournal of





Journal of



RotatingMachinery





VLSI Design



Shock and Vibration







Journal of



Volume 2014


SensorsJournal of





Propagation










Raw material

WarehouseWarehouse

Twisting

Stranding

Braiding

Splicing Oven


N

Shippinggate


Raw material

Warehouse

Warehouse

Twisting

Stranding

Braiding

SplicingOven


N

Shippinggate










4 Conclusion






















Competing Interests


Acknowledgments


References















RoboticsJournal of





Journal of



RotatingMachinery





VLSI Design



Shock and Vibration







Journal of



Volume 2014


SensorsJournal of





Propagation





























Competing Interests


Acknowledgments


References















RoboticsJournal of





Journal of



RotatingMachinery





VLSI Design



Shock and Vibration







Journal of



Volume 2014


SensorsJournal of





Propagation











RoboticsJournal of





Journal of



RotatingMachinery





VLSI Design



Shock and Vibration







Journal of



Volume 2014


SensorsJournal of





Propagation









researcharticle value stream mapping of rope manufacturing: a … · 2008. 4. 8. · value stream...

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