To sustain in this changing and developing Market adoption of lean tool is must. Lean manufacturing is comprehensive set of techniques for waste identification and its elimination from processes in order to increase system flexibility, effectiveness and reduce costs [1]. One of the most common and easy way to find lean wastes is VSM technique. Now let us first understand what is value? Value of the product is measured at end users. Value of the product for customer is in terms of money, satisfaction, performance, service or elegance. To serve the best cost to benefit to the customers company needs a customer requirement data. This data become helpful to make a right product for right customer with right specification at right time with right price. To make this entire system optimised and to match up with the organizational goals VSM is the most common and helpful tool to make entire stream valuable and to eliminate non-value adding activities. It helps to plot each sub activities within the processes to eliminate the lead time & thus reduce the cycle time significantly. Value Stream Mapping (VSM) is a set of methods which is used to visually display the flow of materials and information. Whenever there is a product for a customer, there is a value stream and the change lies in seeing it. Value Stream map is also known as “Material and information flow mapping” in Toyota [2]. It is developed as a outcome of the work done by Taiichi Ohno at Toyota in the 1960‟s -70„s. VSM doesn‟t require a tough and tedious work rather it requires just a paper, pencil and eraser to draw it and brainstorming for improvements and comments. A value stream includes all the operations and processes to transform raw materials into finished goods or services, including non-value adding activities. Value stream management is a management tool for planning a production process involving lean initiatives through systematic data capture and analysis (Tapping, 2002). It is a proven process for planning the improvements that will allow companies to develop lean practices. In one project there are two value stream maps. A current state map (CVSM) and a future state map (FVSM). A current state value stream map shows the actual process at the beginning of a project. It identifies wastes and NVAs. The future state map shows what the process should look like at the end of the project? After that improvements are defined and are achieved by making changes in current system. This achieved FVSM will become CVSM for next project and this cycle continuously runs.

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is associated with production as well as with service sectors. It can be used for: - Development of new product; - Logistics and supply chain activities; - Improving productivity hence profitability; - Reduction in production and service time; - Customer satisfaction; - Developing efficient production technique. - Layout/ equipment modification. VSM is an analytical method and it is based on details, depending on the level of details, the VSM can address a process step, to one or to the production lines, or to the entire factory [3]. Value stream mapping has supporting methods that are often used in Lean environments to analyse and design flows at the system level (across multiple processes).

The purpose of this study is to develop a value stream map for a manufacturing company. This particular tool allows the company to document current lead time, inventory levels and cycle times to determine the ratio of value added to total lead time of the product line being analysed. The first step will be to create a current state map to make a picture of the production flow and understand the company‟s current cycle times, process communications, and machine equipment capacity. This provides the information needed to produce a future state map by creating a vision of an ideal value flow, although that will not be done in this study. The goal is to identify and eliminate the waste, which is any activity that does not add value to the final product, in the production process. Thus ultimately value stream mapping will help the capacity planners in capacity planning & verification to meet the customer‟s expectation in terms of quantity & quality by optimising the resources and thus reducing the input operational costs.

Value stream mapping is a recognised method used as part of Six Sigma methodologies. Value stream refers to those specifics of the firms that add value to the product or service under consideration and it is necessary to map both inter- and intra-company value-adding streams [18]. The rate at which value is added to a single product from the raw material stage through dispatch and delivery to the customer and changing view of organizations towards improvement to non-value adding (NVA), necessary but non-value adding and value adding is suggested. This scheme proved to be more generic and was extended to different areas [12]. Individual tools to understand different value streams maps and regarding their overlapping nature and use were developed [8]. The five tenets of lean manufacturing were enumerated and it was emphasized that VSM has to be carried out as the first step towards lean implementation [17]. A classification scheme about seven new mapping tools (namely, process activity mapping, supply chain response matrix, production variety funnel, quality filter mapping, demand amplification mapping, decision point analysis and physical structure mapping) and their applications areas were suggested [7]. It was shown that unnecessary inventory, defects, inappropriate processing and transportation were the most serious wastes in the system, further suggested to adopt five of the VSM tools: process activity mapping, supply chain response matrix, quality filter mapping, demand amplification mapping, and decision point analysis [9]. A new approach for VSM in detail including a summary of the previous VSM approach and its weaknesses was described. The new approach involves a strategic review of a business or supply chain's activities, the delimitation of key processes and the mapping of these processes. It also highlighted limitations of VSM and categorized them under main heads such as: limitations related to VSM method: VSM did not take care about other wastes such as wasted energy or wasted human potential, areas of overlap between value streams were not covered such as finite capacity planning. Limitations of VSM related to general environment use: lack of understanding of what becoming lean means, lack of formal education step in the process at either senior level or operational levels, lack of understanding of a particular firm‟s position in a supply chain and the implications of their actions, lack of linkage to corporate strategy and wider market environment, lack of review of other key processes in different business and supply chain environment such as new product development and in order to avoid “shop floor myopia”, lack of understanding about human resource issues such as the appropriate internal or external culture, language, and relationships required by organizations [6]. It was noted that VSM may not serve the purpose when it is used to map a production line which produces different types of product families that are having different processing times and set-up times for each processing step apart from different number of shifts [11]. It was rightly argued that whenever there is a product for a customer, there is a value stream. The challenge lies in seeing and working on it. VSM can be done in the same way for practically any business activity and expanded upstream or downstream. This powerful tool not only highlights process inefficiencies,

Deveshkumar S. Pandey1*, B. E. Narkhede2 1

guides about the improvement [14]. Anything other than the minimum amount of equipment, effort, materials, parts, space, and time that are essential to add value to the product was defined as waste. They also told that waste takes many forms and can be found at any time and in any place. It may be found hidden in policies, procedures, process and product designs, and in operations [15]. The use of value stream mapping to the field of accounting to determine the process costs of a value stream was extended. The information contained in value stream maps can be used to calculate current and future state process costs and create value stream profit-and-loss statements [10]. A classification scheme to serve as a link between manufacturing waste problems and lean manufacturing tools was proposed. A manufacturing organization can match its manufacturing wastes with the appropriate lean manufacturing tools. This classification scheme systematically organizes lean manufacturing tools and metrics according to their level of abstraction, appropriate location of application of the tool in the organization, whether it addresses management waste or activity waste, the type of resource waste it addresses, and whether it identifies waste, measures waste, eliminates waste, or a combination of the three [13]. Value stream maps for determining the beliefs, behaviours, and competencies possessed by business leaders were described and with the help of current and future states map, the ineffectiveness of most senior managers as well as traditional leadership development programs were highlighted [5]. They also proposed an alternative and innovative framework for a structured application of VSM to products requiring nonlinear value streams, based on the preliminary analysis to identify the longer critical production path using the temporized bill of material. After identification of the critical path, possible improvements were searched and then all sharing with secondary paths were considered as further constraints. Finally, when the main value stream got improved, a new path became the critical one. Thus, the analysis proceeded iteratively until the optimum is reached or the WIP level has decreased under the desired level [19]. Singh et al. suggested industries to apply VSM techniques to find money drain points in their balance sheets and also apply these techniques to cut down operational cost to save business during recessionary times [16].

The methodology applied to implement Value Stream Mapping is basically having five steps. These all step overlap with “DMAIC” (Define, Measure, Analyse, Improve and Control) approach. So we can say that VSM activities are an integral part of DMAIC approach. on one specific product for improvement. 2) Drawing current state value map (where we are): It includes all VA, NVA, NNVA activities. We can draw CVSM by using past data and customer feedback. 3) Drawing future state value map (where we want to reach): By Continuous analysing and brainstorming we can plot our targeted VSM. 4) Work plan (route for success): Using lean tools (Kanban, supply chain management, poka-yoke, MRP, etc.) we have to plan best promising way to achieve goal. There are some standard symbols used in VSM drawing for easy understanding. 5) Implementation and Measure benefits (tasks for goal achievement): Last stage is about implementation of new techniques and measuring benefits achieved by them. This measurement helps us to conclude how much we succeed towards our target. Lagging in target achievement will be always there and it should be improved in next VSM. Thus cycle of VSM will not stop after implementation of FVSM, it will become CVSM for next project and continuous improvement process will be carried out. A) Five Primary Elements for Value Stream Mapping (VSM)

• Process Flow • Material Flow

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• Process Metrics Data • Customer Requirements • In-Process Inventory (WIP) • Lead Times for Each Process Step

• Cycle Time (C/T) • Changeover Time (C/O) & Frequency • First Time through (FTT) • No. of Product Variations • No. of Operators • Uptime or Availability • Overall Equipment Effectiveness • Operating Pattern D) Symbols used in VSM are shown below

1. Draw customer & supplier icons. 3. Draw & label production processes. 4. Draw inventory triangles for raw/WIP/finished goods. 5. Draw customer delivery icons. 6. Draw supplier delivery icon. 7. Draw production scheduling information flows. 8. Draw material flows. 9. Calculate total lead time & process time. 10. Calculate TAKT time for the process.

From the literature review and my gradual learning about VSM, I realized that value stream mapping is a powerful lean tool that can provide an overall view of how work flows. Visualizing non-visible work is the first step in knowing how work gets done, thus the work can be further analysed to see where waste exists. The benefit of value stream mapping is summarized as follows: (1) Value stream mapping helps in identifying waste. (2) By providing a full-cycle view, value stream mapping deepens the understanding of processes required in delivering value. (3) Value stream mapping shows the information flow through the processes. (4) Value stream maps offer a direction for improvement. (5) The quantitative nature of value stream mapping makes improvement quantifiable. (6) The visual unification tool can help in visualizing non-visible work, such as information exchanges. Visualizing non-visible work is a key step in understanding how work gets done. (7) Value stream maps can create connections to the customer, which helps an organization focus more on the customer‟s perspective and deliver more value to the customer. (8) Value stream maps can provide a holistic system view by connecting disparate parts into a more collaborative organization, with

Deveshkumar S. Pandey1*, B. E. Narkhede2 1

customers. (9) Value stream mapping can help in visualizing and simplifying the work process at a macro level, which may help in making strategic decisions for improvements better and faster. (10) Value stream maps are effective means to orient newcomers by helping them understand a holistic view and where they fit in an organization. To sum up, value stream maps provide a visual, full-cycle macro view of how work progresses from a customer request to the final fulfilment of that request. The mapping process deepens the understanding of work systems that deliver value to customers and reflect the work flow from a customer‟s perspective. As a result, the process of value stream mapping provides effective ways to establish strategic directions for better decision making and work design.

The following research points maybe suggested for future work: 1. This research work focused on the exploration of VSM at a broad base of observation and in one industry only. Further analysis of this topic may find benefit in the more in-depth study of VSM examples, using this research as background. 2. This research work is focused on lean implementation using VSM only. The research may further be explored in deployment of other lean tools namely 5S, Kaizen, TPM, SMED, Kanban etc. 3. Verification studies of the proposed VSM method are necessary to determine the efficacy of the method, and how it may be advanced. 4. In order to avoid unplanned machinery downtime, Total Productive Maintenance (TPM) techniques can me implement because it increases the efficiency and useful life of the equipment.

[1] Wilson “How to implement lean manufacturing” the McGraw-Hill companies, inc., 2010. [2] Rother mike, shook, john “Learning to see: value-stream mapping to create value and enterprise institute. ISBN 0-9667843-0-8. [3] “Value stream mapping - a lean production methodology” The faculty of economics and public administration vol. 11, no. 1(13), 2011. [4] Barker RC (1994) The design of lean manufacturing systems using time-based analysis. Int J Oper Prod Manage 14(11):86–96 [5] Emiliani ML, Stec DJ (2004) Using value-stream maps to improve leadership. Leadersh Organ Dev J 25(8):622–645 [6] Hines P, Rich N, Bicheno J, Brunt D, Taylor D, Butterworth C, Sullivan J (1998) Value stream management. Int J Logistics Manag 9(1):25–42 [7] Hines P, Rich N (1997) The seven value stream mapping tools. Int J Oper Prod Manage 17:46–64 [8] Jessop D, Jones O (1995) Value stream process modelling: a methodology for creating competitive advantage. Proceedings of 4th Annual IPSERA Conference, University of Birmingham [9] Jones DT, Hines P, Rich N (1997) Lean logistics. Int J Phys Distrib Logist Manag 27(3/4):153–17 [10] Maskell B (2001) Costing the value stream. Lean Enterprise Institute Value Stream Management Summit, Orlando, FL, 19 March [11] McDonald T, Van AEM, Rentes AF (2002) Utilizing simulation to enhance value stream mapping: a manufacturing case application. Int J Logistics Research Applications 5(2):213–232 [12] Monden Y (1993) Toyota Production System: An Integrated Approach to Just-in- Time, 2nd edn. Industrial Engineering and Management Press, Norcross, GA [13] Pavnaskar SJ, Gershenson JK, Jambekar AB (2003) Classification scheme for lean manufacturing tools. Int J Prod Res 41(13):3075– 3090. doi:10.1080/0020754021000049817 [14] Rother M, Shook J (1999) Learning to see: value stream mapping to add value and

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[15] Russell RS, Taylor BW (1999) Operations management, 2nd edn. Prentice Hall, Upper Saddle River, NJ [16] Bhim S, Garg SK, Sharma SK (2009) Lean can be a survival strategy during recessionary times. Int J Prod Perform Measurement 58(8):803–808. doi:10.1108/17410400911000426 [17] Womack JP, Jones DT, Roos D (1990) The machine that changed the world. Macmillan, New York [18] Womack JP, Jones DT (1996) Lean thinking: banish waste and create wealth in your corporation. Simon & Schuster, New York [19] Braglia M, Carmignani G, Zammori F (2006) A new value stream mapping approach for complex production systems. Int J Prod Res 44(18):3929–3952. doi:10.1080/00207540600690545 [20] Value Stream Mapping: A Case study of Assembly Process: International Journal of Engineering Research & Technology (IJERT) Vol. 1 Issue 8, October - 2012 ISSN: 2278-0181 [21] Reduction of work in process inventory and production lead Time in a bearing industry using value stream mapping tool: International Journal of Managing Value and Supply Chains (IJMVSC) Vol. 6, No. 2, June 2015 [22] Manufacturing System Performance Improvement by Value Stream Mapping a Literature Review: International Journal of Innovative Research in Science, Engineering and Technology ISSN: 2319-8753 [23] Value Stream Mapping Methodology for Lead Time Reduction: A Review JETIR (ISSN-2349-5162) [24] Value stream mapping: Literature review and implications for Indian industry: International Journal of Advanced Manufacturing Technology · March 2011 https://www.researchgate.net/publication/227058631 [25] Benefits of Value Stream Mapping as A Lean Tool Implementation Manufacturing Industries : A Review IJIRST –International Journal for Innovative Research in Science & Technology| Volume 1 | Issue 8 | January 2015 ISSN (online): 2349-6010 Pumps Manufacturing Company International Journal of Science and Research (IJSR) ISSN (Online): 2319-7064 Impact Factor (2012): 3.358 [27] International Journal of Research (IJR) Vol-1, Issue-6, July 2014 ISSN 2348-6848 –A Review on Waste Reduction through Value Stream Mapping Analysis

M.Tech. Project Management VJTI, Mumbai