International Journal of Mechanical and Production

Engineering Research and Development (IJMPERD)

ISSN (P): 2249-6890; ISSN (E): 2249-8001
Vol. 9, Issue 2, Apr 2019, 749-758
© TJPRC Pvt. Ltd.

LEAN MANUFACTURING IMPLEMENTATION USING VALUE STREAM

MAPPING TO ELIMINATE SEVEN WASTE IN PAINTING PROCESS

HERNADEWITA & ANNI ROHIMAH

Department of Industrial Engineering, Mercu Buana University, Jakarta State, Indonesia
ABSTRACT

Gas stove producers faced intense competition in the market. This condition encourages gas stove producers
to increase productivity by reducing 7 (seven) waste in the production process, especially in painting process. The
purpose of this study is to determine the factors that can affect the reduction of 7 (seven) waste in the production
process, knowing the number of Value Added (VA) and Non Value Added (NVA) in the reduction of 7 (seven) waste.
The method used to identify waste is the Value Stream Mapping, for analysis of repairs used 5W 1H tools. VSM can
provide a description of the material flow, and information during the production process, starting from the arrival of
raw materials from suppliers to the delivery of finished products. From the calculation, a decrease in lead time by
1098.3 seconds and a decrease in NVA of 332.3 seconds were obtained.

KEYWORDS: Lean, Value Stream Mapping, Waste, 5W1H, VA & NVA

Original Article
Received: Feb 16, 2019; Accepted: Mar 06, 2019; Published: Mar 29, 2019; Paper Id.: IJMPERDAPR201974

INTRODUCTION

At present, the gas stove industry is facing intense competition. Competition is not only between domestic
products, but also with imported products. The very thin difference in prices between products also affects the tight
competition. For gas stove products, competition includes one stove model, two furnaces and three furnaces. To
face competition in the gas stove market, producers are trying to improve product competitiveness. Increasing
competitiveness is done with product pricing and quality strategies. Competition also encourages gas stove
producers to increase productivity by reducing 7 (seven) waste in the production process. The objectives to be
achieved in this study are to find out the factors that can affect the reduction of 7 (seven) waste in the production
process.

Common problems faced by stove producers are quality and performance. Problems related to quality such
as dented and scratched stove body, ignition lighter, thin paint and uneven paint. The problems related to
performance such as red fire, and low efficiency. Furthermore, in improving product quality, companies must set
clear and specific goals based on input from consumers. In general, consumers want high quality products and are
available on the market. Therefore, all available resources in the company can be directed at improving product
quality and increasing production volumes. The quality improvement program is run by the company using one of
Lean Manufacturing tools, Value Stream Mapping.

The objectives to be achieved in this study are to find out the factors that can affect the reduction of 7
(seven) waste in the panting process, and knowing the number ofLead Time and Non Value Added (NVA) in the
reduction of 7 (seven) waste.

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750 Hernadewita & Anni Rohimah

STUDI LITERATURE
Lean Manufacturing

Haider et al. (2007) explained that Lean Manufacturing was developed by Toyota Japan and is now widely
practiced by many producers in the world. Lean manufacturing is a system for identifying and reducing waste through
continuous improvement. Lean Manufacturing is carried out by flowing products in attracting customers in pursuit of
perfection. Lean manufacturing is important, especially due to waste reduction and decreased lead time. Tokola et al.
(2016) explain that Lean Manufacturing philosophy includes several methods that aim to eliminate waste. Erfan(2010)
describe that elimination of waste is the target of each system. This concept is very important in a very competitive world
there is currently nothing we can waste.

The philosophy of tools Lean Manufacturing is to provide products with minimal costs, on time as requested by
customers, use an effective waste disposal process to maximize product value and also ensure product quality according to
customer needs and desires. Lean Manufacturing tools make production systems more flexible, which in turn, can be the
right long-term strategy for sustainable competitive advantage. Flexible business is the ability of the organization to
respond appropriately to the changing needs and desires of consumers, which are endlessly extraordinary in the global
world (Tiwari & Tiwari, 2016). Rosenbaum et al.(2012) found that in the production process, there are problems related to
determining the amount of labor needed. This is related to internal work decisions or sub-contracts. In addition, there are
difficulties in inventory management at several warehouse points.

In addition to 7 (seven) waste, there is waste related to the environment, one of which is waste of energy. For
example is a machine that lights up without producing a product, so that there is excessive waste of electricity and heat
(Bashkite & Karaulova, 2012). Lopes et al. (2015) find that the past few years have shown an increase in the use of Lean
Manufacturing principles and equipment in several industrial sectors. Already an established management philosophy, it
has shown many successful applications even outside the production environment. Manzouri,et al (2014) found that many
techniques and equipment are important for reducing costs and waste and providing effective services for customer needs.

The application of lean manufacturing has been proposed in almost every domain of life. In manufacturing, it is
common that lean manufacturing is not only suitable for mass production (A. Haider & Mirza, 2015). Toyota claims that
lean manufacturing has been described as a philosophy that seeks to eliminate waste by aligning processes in a sustainable
flow, and using resources to solve problems in a continuous process. Waste is a human activity that absorbs resources but
does not create customer defined values. So, waste in this context is the misuse of resources and / or the possibility of the
company (Reyes et al., 2018). Puvanasvaran et al.(2010) proves that Lean Manufacturing helps organizations develop
manufacturing and administrative management solutions and make the organization leaner and at the same time, achieve
world class standards in terms of production, quality and marketing

Parthipan, J, & Nirmalkannan, (2015) found that Lean Manufacturing is a method based on the philosophy of
continuous improvement and a method that is tailored to analyze and influence productivity. The change in layout, from
batch to single stream, effectively reduces the queue. Lean Manufacturing is a principle that focuses on reducing costs by
identifying and eliminating non-value-added activities. A very global and competitive market from the demands of the 21st
century increase product variations that are high in reducing costs, reducing lead times and perfect quality. This changed
scenario requires new manufacturing methods that will enable them to compete in this competitive globalization market
Neha et al.(2013).

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Lean Manufacturing Implementation Using Value Stream 751
Mapping to Eliminate Seven Waste in Painting Process

Value Stream Mapping

VSM is one of the key tools for implementing lean manufacturing to identify opportunities for variations in lean
manufacturing tools. Because VSM covers all stages of the process, both VA and NVA, VSM is used to identify waste and
waste sources (Rahani & Al-Ashraf, 2012). Manufacturing companies are faced with challenges regarding the cost
effectiveness, lead time and quality of the production system. Therefore, it is necessary to integrate the inspection process
with the process chain, which is needed to ensure the quality of production. One of the tools needed for process chain
configuration is VSM. To integrate the inspection process in the process chain an innovative approach is called Quality
VSM (QVSM). QVSM can facilitate the identification of the effectiveness of test equipment, testing strategies, and Quality
Control circles (Benjamin, 2014).

VSM can be integrated with other tools, such as AHP. VSM implementation followed up with a single piece flow
can reduce NVA, increasing response to customer demand. Therefore, the company's targets regarding quality, cost and
delivery can be fulfilled(Venkataramanet al., 2014). VSM can be integrated with Kaizen to increase maximum efficiency
(Fitri Ikatrinasari & Kosasih, 2018). Pandya et al.(2017) found that Lean Manufacturing promises to increase productivity
by reducing several parameters such as Lead Time, Inventory, production costs, and material use. The study also mentions
that VSM is an approach that proves to be suitable in complex work environment conditions. VSM can distinguish
between value-added and non-value-added activities. On the other hand, products are produced simultaneously in different
lines of work. VSM analyzes the flow of one unit of production in all value streams(Rosenbaum et al., 2012).

METHODOLOGY

This study describes the conditions of the production process, starting from the arrival of material, planning the
production schedule, the production process to the delivery to the customer. This study use primary and secondary data.
Primary data in this study were obtained by direct observation on the production line. Primary data includes production
process time, idle time and delay time calculated using a stop watch. Secondary data in this study were obtained from the
Engineering Division, Purchasing Division and the monthly report of the Quality Control (QC) division. Secondary data
from the Engineering Division is a production flow process, while secondary data from the QC division includes reject
data and rework in each work station.

Primary data collection in this study is by observation on the production line or observation. The observation
carried out in this study was to observe part of the production process of one stove gas stove, namely the painting process.
The observations were carried out at the factory location. Observation is carried out in normal shift working hours.
Secondary data collection in this study is to use documentation. In this study, the population is all gas stoves for
households, the sample studied was a single burner gas stove for households. This sample was chosen because, this stove is
the most produced in factory.

The stages of VSM preparation in this study are determination of product used as a model, then make Current
State Map, determine VA and NVA and develop Future State Map. Map is made for each process category or work station.
Information on each work station is visualized in the data box. The data box contains information on Cycle Time, Change
over Time, Uptime, number of operators, work time and type of raw material.

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752 Hernadewita & Anni Rohimah

RESULTS
Current State Map

Stages to make Current State Map are identifying Cycle Time. The Cycle Time data are shown on table below.

Table 1: Cycle Time

Process Cycle Time (Seconds)
Degreasing 602.2
Rinsing 1 120.2
Surfacing 120.1
Phosphating 901.3
Rinsing 2 121.9
Oven 900.7
Painting 31.9
Curing 901.4

After calculating Cycle Time, next step calculating of Change over Time. Change over Time data are shown at
table below

Table 2: Change Over Time

Process Change Over Time (Seconds)
Degreasing 0
Rinsing 1 0
Surfacing 0
Phosphate 0
Rinsing 2 0
Oven 205
Painting 0
Curing 185

Next step, uptime calculation is done with the formula = 100% - (C/O time / CT). Uptime data are shown at table
below.
Table 3: Uptime
Process Uptime (Seconds)
Degreasing 100%
Rinsing 1 100%
Surfacing 100%
Phosphating 100%
Rinsing 2 100%
Oven 77.3%
Painting 100%
Curing 79.5%

After identify time waste, next step is identify inventory waste or Work in Process (WIP). WIP data are shown at
table below.

Table 4: Work in Process (WIP)

Process WIP
Degreasing 100%
Rinsing 1 100%
Surfacing 100%
Phosphating 100%
Rinsing 2 100%

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Lean Manufacturing Implementation Using Value Stream 753
Mapping to Eliminate Seven Waste in Painting Process

Table 4: Contd.,
Oven 77.3%
Painting 100%
Curing 79.5%

After identifying time waste and inventory waste, the current state mapping can be arranged as figure.1 follow:

Sound b oard Sound b oard

f inish f inish

Shipment Shipment
(Dailiy) (Dailiy)

I I

Figure 1: Current State Map Painting Process

Identify Value Added (VA) and Non Value Added (NVA)

After arranged Current State Map Painting Process, the next step is to identify Value Added (VA) and Non Value
Added (NVA). Result of VA and NVA identification shown in table below.

Table 5: Added Value Dan Non Added Value Time

Process Activity Time (Sec) VA NVA NVAN
Soak 602
Degreasing √
Drain 10.2 √
Soak 120.2
Rinsing 1 √
Drain 6.2 √
Soak 120.1
Surfacing √
Drain 6.45
Soak 901.25
Phosphating √
Drain 5.6 √
Soak 121.9
Rinsing 2 √
Drain 4.9 √
Brush 420.4
Oven Hanging 205 √ √
√
Oven 900.7
Painting Paint 31.9 √
Oven 901.4
Curing √
Remove from hanger 185 √

Total percentage of VA from the above processes is:

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754 Hernadewita & Anni Rohimah

VA= (Total VA time) ⁄ (Total time) * 100

= 3667.75 / 4543.4

= 80.72%

Processthatidentified asNon Value Added (NVA)is draining after immersion. Total percentage of NVA is:

NVA = (Total NVA time) ⁄ (Total time) * 100%

= 485.65 / 4543.4

= 10.68%

Processthatidentified as Non Value Added but Necessary (NVAN)is the process of installing the body from the
hanger and removing the body from the hanger. Total percentage of NVANis:

NVAN = (Total NVAN time) ⁄ (Total time)

= 390 / 4543.4

= 8.6%

Improvement

From interviews with the Production, Engineering and QC teams, data was obtained regarding the causes of the
waste. The causes of the waste are analyzed using Root Cause Analysis, and the following data are obtained.

Table 6: Root Cause Analysis of Waste

Area Waste Root Cause
WIP Improper layout, hanger is broken,
Oven Waiting Lack capacity of oven
Over processing Rust
Degreasing WIP Overproduction from previous process
Transportation Uneven floor, cart wheel is broken
Curing Overprocessing Remove from hanger
Transportation Uneven floor, cart wheel is broken

After knowing the causes of waste, an improvement program is carried out to eliminate the waste. Methods that
can be used for improvement in eliminating waste are 5W 1H. The 5W + 1H method to find out what happens (What), the
source of (Where), the person in charge (Who), the time of occurrence of waste (When), the reason for happening (Why),
suggestions for improvements that need to be done (How). The designed improvement programs are shown in the table
below.

Table 7: Improvement Program

Source PIC Time
Waste (What) Reason (Why) Improve (How)
(Where) (Who) (When)
Painting Before Make sure that raw
WIP Oven Must be brushed
Operator entrance oven material are rusted free
Improper layout Re-layout
Painting Before
Waiting Oven Hanger is broken Change with new hanger
Operator entrance oven
Over Painting Before Brushing to proven
Oven Strengthen QC Incoming
processing Operator entrance oven that stove been clear

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Lean Manufacturing Implementation Using Value Stream 755
Mapping to Eliminate Seven Waste in Painting Process

from rust
Before
Stamping Over production from Re schedule of stamping
WIP Degreasing soaking
Operator previous process process
process
Before
Stamping Uneven floor, cart Repair floor and change
Transportation Degreasing soaking
Operator wheel is broken cart wheel
process
Painting Using automatic
Overprocessing Curing After curing Remove from hanger
Operator conveyor
Assembli
Uneven floor, cart Repair floor and change
Transportation Curing ng After curing
wheel is broken cart wheel
Operator

Future State Map

After arrange improvement program related to 7 (seven) waste, next step is designing Future State Map. The
above improvements are are used todesign Future State Mapping as follows:

Process Control/
PPIC

Daily Order

Daily Order
Supplier Customer
Production schedule

Shipment Shipment
(Daily) (Daily)
Re- layout

Degreasing Rinsing Surfacing Phospathing Rinsing2 Oven Painting Curing

C/T = 602.2 dtk C/T= 120.2 sec C/T = 120.1 sec C/T = 901.25 sec C/T =121.9 sec C/T=900.7 sec C/T = 901.4 Repair floor
Perbaikan C/O = 0 C/ = 0 C/O = 0 C/O = 0 C/O = 0 C/O=100 dt C/T = 32 dt
C/O = 90
Repair floor Air = 3000 lt C/O = 0 and cart
gerobak dan Degreaser: 80kg 1 1 1
and cart
lantai 1 Operator 1 Operator 1 Operator 1 Operator 1 Operator 1 Operator 2 Operator 2 Operator
420 sec 10.2 6.2 6.45 5.6 124.9 0 0 360 sec
602.2 102.2 120.1 901.25 121.9 1000.7 32 991.4

Total C/T = 4025.1 sec

Keterangan Garis:
Total Lead Time Production = 4805.1 sec
Keterangan: flow Timeline Work in
Manual Info Segment Process
C/T = cycle time
C/O = Changeover ElectricalInfo AliranMaterial

Figure 2: Future State Map Painting Process

CONCLUSIONS

Based on the analysis and discussion in this study, several processes were found, which included Added Value
(VA) and Non Value Added (NVA). Totalpercentage of VA is 80.72%. The process identified as Value Added such as:

• The process of soaking in Degreasing

• The process of soaking in Rinsing 1 and 2

• The process of immersing in the Surfacing

• The process of immersing in a phosphating work station

• Oven process

• Painting process

Besidesthat, total percentage of NVA is 10.68%. Process that identified as Non Value Added (NVA)is draining

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756 Hernadewita & Anni Rohimah

after immersion. From the Current State Mapping, found that Lead Time is 5903.4 seconds, while the results of Future
State Mapping are shown that new Lead Time are 4805.1. NVA in Current State Mapping are 485.65 seconds, while in
NVA is Future State Mapping are 153.35 seconds. Lead Time reduced by 1098.3 seconds, and NVA decrease by 332.3
seconds.

The factors that can affect the reduction of 7 (seven) waste in the panting process make sure that raw material are;
rusted free, re-layout in painting area, change with new hanger, strengthen QC Incoming, re-schedule of stamping process,
repair floor and change cart wheel, and using automatic conveyor.

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