IMPLEMENTATION OF VALUE STREAM MAPPING (VSM) IN

M/S CD TECHNOTEX LLP FORMERLY VENBRO POLYMERS

A PROJECT REPORT

Submitted by

PRASANNA BALAJI V
20MBR071

in partial fulfilment of the requirements

for the award of the degree of

MASTER OF BUSINESS ADMINISTRATION

DEPARTMENT OF MANAGEMENT STUDIES

KONGU ENGINEERING COLLEGE

[An Autonomous Institution, Accredited by NAAC with ‘A++’ Grade]

PERUNDURAI ERODE - 638 060

SEPTEMBER 2022
 ii

DEPARTMENT OF MANAGEMENT STUDIES

KONGU ENGINEERING COLLEGE
(Autonomous)
PERUNDURAI ERODE - 638 060
SEPTEMBER 2022

BONAFIDE CERTIFICATE

This is to certify that the project report entitled IMPLEMENTATION OF VALUE

STREAM MAPPING (VSM) IN M/S CD TECHNOTEX LLP FORMERLY VENBRO
POLYMERS is the bonafide record of project work done by PRASANNA BALAJI V
[20MBR071] in partial fulfilment of the requirements for the award of the degree of
Master of Business Administration of Anna University Chennai during the year 2020-
2022.

SUPERVISOR HEAD OF THE DEPARTMENT

Dr. S. PADMAVATHY Dr. P. VIDHYA PRIYA
Date: (Signature with seal)

Submitted for the end trimester viva voce examination held on__________________

INTERNAL EXAMINER EXTERNAL EXAMINER

 iii

DECLARATION

I affirm that the Project Report titled IMPLEMENTATION OF VALUE STREAM

MAPPING (VSM) IN M/S CD TECHNOTEX LLP FORMERLY VENBRO POLYMERS
being submitted in partial fulfilment of the requirements for the award of Master of
Business Administration is the original work carried out by me. It has not formed part
of any other project report or dissertation on the basis of which a degree or award was
conferred on an earlier occasion on this or any other candidate.

Date: (Signature of the Candidate)

PRASANNA BALAJI V

[20MBR071]

I certify that the declaration made by the above candidate is true to the best of my
knowledge.

Date: (Name & Signature of the supervisor with seal)

 iv

ABSTRACT

Lean manufacturing was introduced by Toyota production systems (TPSs) to

reduce the wastages in production and manufacturing industries. Using lean
manufacturing improve the operation enhancement and environment performance of
production process. Manufacturing organization in current scenario aims at higher
productivity with effective utilization of available resources. Currently all manufacturing
organization are looking at minimizing wastages from the manufacturing cycle of a
product. Competition occurs on Industrial global market, lean manufacturing idealogy
is contribute an effective technique to reduce the cost, improve productivity and
maximize profit. Parameters such as time or unwanted transportation, inventory waste,
motion, over production, over process, and defect product. In this seven over
production is the mother of all waste, but must control production and unreliable
processes. Lean operations guarantee to quality with results of standard improvement,
excess elimination and reduction in cost appeared and time duration.

One of the lean manufacturing tools is a value stream mapping, which

implemented by Toyota Production Systems (TPSs) to development, analyze, design,
of manage the material and information flow required to bring a product to a customer.
The mapping tool uses the method of lean manufacturing to analyses and assess work
processes in a manufacturing performance, understand the production flow of current
cycle times using current information data produce future state map drawn with
suggestions for improvement the organization.

Keywords: Lean Manufacturing, Toyota Production System, Value Stream

Mapping, Cycle time, Value-Added Time.
 v

ACKNOWLEDGEMENT

It has been a great challenge but I had plenty of opportunities to gain huge
knowledge on the way of writing this report.

I express my deep sense of esteemed Correspondent Thiru. A. K. ILANGO for

giving this great opportunity to pursue this course.

I would like to thank my Principal who is our constant source of motivation, Thiru
Dr. V. BALUSAMY B.E., M.Tech, Ph.D for providing the necessary facilities to
complete our work.

I would like to express my profound interest and sincere to our respected Head
of the Department Dr. P. VIDHYA PRIYA Professor, Department of Management
Studies for her valuable guidance.

I extend my sincere gratitude to my beloved guide Dr. S. PADMAVATHY,

Associate Professor, Department of Management Studies, for her the ideas and
suggestions which have been very helpful in the project.

It is my privilege and great pleasure to express my sincere and heart full thanks
to Thiru. DORAISAMY VENKATESWARAN and Mr. DORAISAMY SHANMUGA
SUNDARAM for giving me wonderful opportunity to study in this prestigious
manufacturing industry.

I extend my thanks to General Manager Thiru. K. NATARAJAN for constant

and encouragement.

I express my sincere thanks to Lean Manager Mr. ARUL SACHIDANANDAM

for Valuable guidance, advice, creative suggestions in preparation of this work and
making me to complete the project work successfully.

I am grateful to all the faculty and staff members of Department of Management

Studies and persons who directly and indirectly supported this project.
 vi

TABLE OF CONTENTS

CHAPTER No. TITLE PAGE No.

ABSTRACT iv

LIST OF FIGURES ix

LIST OF ABBEVATIONS x

1 INTRODUCTION 1

1.1 ABOUT THE INDUSTRY 2

1.2 ABOUT COMPANY 3

1.3 CORE STRENGTH OF THE ORGANIZATION 3

1.4 COMPANY MANPOWER 5

1.5 COMPANY MANUFACTURES 5

1.6 PRODUCTS USING INDUSTRIES 5

1.7 OBJECTIVES 6

1.8 VISION and MISSION STATEMENT 6

1.9 QUALITY POLICY 7

2 LITERATURE REVIEW 8

2.1 REVIEW OF LITERATURE 8

3 STATEMENT OF THE PROBLEM 15

3.1 PROBLEM IDENTIFICATION 15

3.2 OBJECTIVE 15

3.2.1 Primary Objective 15

 vii

3.2.2 Secondary Objective 16

3.3 RESEARCH GAP 17

3.4 SCOPE OF THE STUDY 18

3.5 LIMITATION OF STUDY 18

4 PRODUCTION PROCESS 19

4.1 INFORMATION FLOW 19

4.2 MATERIAL FLOW 20

4.3 PREPARATION FOR POLYPROPYLENE OVEN 22

SACKS

5 METHODOLOGY 34

5.1 LEAN TOOLS 34

5.1.1 Bottleneck 34

5.1.2 Super Market 35

5.1.3 Pull System 37

5.1.4 Buffer and Safety Stock 38

6 ANALYSIS AND INTERPRETATION 39

6.1 ANALYSIS OF CONSUMPTION PATTERN MONTHLY 39

7 FINDING AND SUGGESTION 45

7.1 HIGH VOLUME / HIGH VALUE CUSTOMERS 45

7.2 CURRENT STATE MAP 46

7.3 SUGGESTION 46

7.3.1 Hypothetical Future State Map 46

 viii

7.4 COMPARATION OF CURRENT vs FUTURE STATE 47

MAP
48
7.5 SUGGESTION FOR AVERAGE CONSUMPTION
PATTERN MONTHLY
8 CONCLUSION 49

REFERENCES 50
 ix

LIST OF FIGURES

FIGURE No. TITLE PAGE No.

3.1.1 Typical Benefits 16

3.2.2 VSM Activities In The Form Of Flowchart 17

4.1.1 Information Flow 19

4.2.1 Material Flow 20

5.1.1 Bottleneck 35

6.1.1 Feed Bags 39

6.1.2 Tea Bags 40

6.1.3 Cement Bags 40

6.1.4 Chemical Bags 41

6.1.5 Masala Bags 42

6.1.6 Steel Bags 42

6.1.7 Foam Bags 43

6.1.8 Food Bags 44

7.1.1 High Volume / High Value Customers 45

7.2.1 Current State Map 46

7.3.1 Hypothetical Future State Map 47

7.4.1 Work In Progress 48

7.5.1 Average Consumption Pattern Monthly 48

 x

LIST OF ABBEVIATIONS

ABBREVIATION EXPANSION
BOPP Biaxially oriented polypropylene
 1

CHAPTER 1

INTRODUCTION

Manufacturers in India are progressively turn-off into the industries that

manufacture products typically utilize lean manufacturing tools and processes. To give
them with a competing border with respect to correct cost with best quality in arrange
to thrive in the most price exposed Indian market. lean manufacturing tools that are
used for operation analysis and improve performance by identifying effective in
reducing waste, remove non value-added activities, cycle time, lead time and improve
overall quality performance of the product, material and information flow for a
production process of is referred to as Value Stream Mapping (VSM). In value stream
mapping quality build up all activities deliver a good or service across the leading
progress, beginning with process manufacturing quality for products depend on
customer requirement, A frequent foundation for the production process is created by
Q-VSM. Since it displays exactly how a process operates with precise timing of the
gradational activities of manufacturing cycles, quality value stream mapping frequently
improves process life cycle time and product manufacture. Organization not started
implementing and benefiting lean manufacturing, using lean principles are
implemented successfully.

Value stream mapping is a one of the lean tool and using visualize control the
waste and supplier’s raw materials, for each process of manufacturing and till end of
deliver to the customer. It collection of manufacturing waste and all activities of data
both value added and non-value added that are achieve to build a product of
manufacturing periods. Using tools and techniques to recognize and utilized to reduce
the wastes and improve productive. Some of the lean tools are setup to cut down the
waste, Kaizen, 5S, Andon, just in time and total productive maintenance. Internal
process in industries perspective analyses and deliver to the various sections in the
internal supply chain management unit, communicate flow is also one for the important
to reduce cycle time of the production process. Value Stream Mapping is the process
 2

of visually mapping the information and material flow using internal data current states
for process identify using current state mapping, reduce unwanted cycle time motion,
lead time. Implementing the future-state mapping using lean tools super market,
Kanban, Pull system production process present lead time reduce one third of current
state map.

In order to upgrade productivity following objectives were set.

1. To expand throughout Value stream map's current and future states in factory.
2. To present recommendations based on the development of the Value Stream Map
as well as the study of Lean Manufacturing tools.

1.1 ABOUT THE INDUSTRY

Polymer industries has been in the plastics business for close to 30 years in
India, in that the time company has grown to become a leading manufacturer in the
United States and around the world. One of the thermoplastics that is most frequently
used worldwide is polypropylene (PP). Plastic containers, plastic components for
machinery and equipment, and even fibers and textiles are only a few applications for
polypropylene. Exuberant most welcomed to the world of venbro polymers. We are
reckoned among the pioneered polypropylene yarn manufactures located in India. We
are also counted among the prominent PP woven fabric exporters in the market. Noted
of flagship wholesale PP bags, which are highly valued by our customers. Our company
manufactures genuine quality PP woven sacks, which has brought us eminence in the
industry. Incepted in the year 1995, venbro polymers has added several feathers on its
hat by repeatedly offering exceptional quality polypropylene bags and fabrics. We area
repeated members of ceedee’s group of companies. The current supply of
polypropylene in India comes from both domestic production and imports. The overall
amount of PP imported into India climbed by 2.6% in 2019–20 compared to the previous
fiscal year despite falling by nearly 17% in 2018–19. At the time for starting many
customers are need of plastic bags to use for business, depends on customer quality
for production may change. Primary research surveys were conducted with
Polypropylene manufacturers, suppliers, distributors, wholesalers, and end-users in
 3

order to get data for the India polypropylene market. The interviewees were also asked
about their rivals during the interview. This method allowed for the inclusion of
manufacturers that the restrictions of secondary research prevented from being found.
Additionally, different end user sectors were examined, and a promising future was
predicted for the India polypropylene industry. By providing excellent products at
competitive prices, we make sure that our prestigious clients are delighted.

Primary Business Type: Manufacturer, Exporter and Wholescale Suppliers.

1.2 ABOUT COMPANY

CD Technotex LLP formerly called as Venbro Polymers celebrates his third

decade of Excellence in the field of PP woven sacks & bags. This is a part of initiative
by Thiru. Doraisamy a long way back in the name of Ceedee’s group. This polymer
division was conceptualized in 1995 and operations began in August 1995.we are an
ISO 9001:2015 a recognized supplier of seamless woven polypropylene bags and
fabrics with the additional features required to meet the needs of each user. To
guarantee consistency in quality and quantity, we only use the best production and
testing equipment in our manufacturing facilities. Since its inception, we have catered
to both domestic and foreign markets and clients. Talented workforce of over 220
employees, more than three decades in serving our valuable customers. Located at
308, Bhavani Main Road, the heart of Erode town which has a long history of traditional
agricultural culture and the cradle for turmeric, sugarcane, and paddy on the banks of
Cauvery River. Erode is well connected to industrial hubs such as Salem, Tirupur, Karur
and Coimbatore and has good rail, road connectivity to Chennai, Bangalore, and
Cochin.

1.3 CORE STRENGTH OF THE ORGANIZATION

 Happy workplace
 Opportunity to learn & grow
 Following Lean manufacturing as organizational culture
 Nimble and quick to adopt changes
 4

 Close ear to the changing needs & demands of the customers

 Highest degree of relationship with suppliers and subcontractors

Originally instituted to produce and market polypropylene (PP) woven sacks to

cater to the various user industries like cement, food grains, poultry/cattle feed & tea
etc. The first grain of PP was melted to produce woven bags for export to European
countries, through merchant exporters. With growing comfort level, started to market
products ourselves, with focus on the cement industry. Within a few months into the
market, faced the heat of competition and decided to stay soft. Persistent efforts bore
fruit, with export orders for the Ethiopian market. With unrelenting commitment, our
products were the most sought after. In no time, gained foothold in Uruguay and were
the only woven sack exporter from India to Uruguay.

Our organization faced stiff competition from the manufacturers of raw materials
themselves, through their value adding initiatives and price cutting. To face this
situation, our organization made an about turn to look into penetrating the indigenous
markets. The management team looked at pain alleviation of the end users of jute bags,
with a cost effective and viable quality solutions. We went on to shift to product
variations and value additions, through extrusion lamination and fabric printing. This
opened new vistas and soon saw the entire production shifting to laminated sacks, with
new machinery additions. As was mentioned earlier, competition catches up soon,
compelling us to seek new markets, with modified products. Tea industry was then
facing challenges in supply and escalating prices of its sacks, forcing them to seek
alternative means for packing. This got us into the industry, to design and develop a
product good enough to surpass their expectations. Our solution has become an
industry standard. Our market spans from animal feeds to milk powder, wheat products
to sugar, turmeric powder to masala packets; specially cementing products to
micronutrients; yarn to fabric packing; cotton to mattresses packing and so on. In
today's scenario, we have learnt that we need to differentiate our products from the
competitive crowd and hence, have honed our product design and process
development skills.
 5

1.4 COMPANY MANPOWER

General employees 12
Management /Administration 4
Research / Design & Development 2
Production (Fabric & Conversion) 3
Quality Assurance, Inspection and Testing 2
Sales & Marketing 2
Outsourced (contract) Employees 200

1.5 COMPANY MANUFACTURES

 Cattle / Poultry, Feeds Bag

 Tea bag
 Cement bag
 Shopping Bag
 Multi Color PP Bag
 Multi Color Sandwich Bag
 Paper Bag
 BOPP Bag
 Masala Bag
 Offset print Bag
 Fertilizer Bag
 PP Fabric Roll

1.6 PRODUCTS USING INDUSTRIES

 Cattle / Poultry, Feeds

 Tea Industries
 Fertilizer
 Cement
 Rice
 Chemical
 6

 Textile
 Turmeric
 Masala
 Mattress
 Sugar Mill
 Flour Mill
 Shopping
 Agro bag (paddy)
 Sago Powder
 starch powder

1.7 OBJECTIVES

Objectives are established to support the CD Technotex LLP commitment and

efforts in achieving Customer Satisfaction with the products and services. The
objectives are measurable and reviewed against established targets during the
management meeting (MRM). The integrity of the Quality Management Systems is to
be maintained whenever major changes (example- new products, processes,
equipment’s and facilities, procedures and/or staff reorganization) are being planned
and implemented by the General Manager. The General Manager retains documented
information regarding objectives and planning related to Quality Management Systems.

1.8 VISION and MISSION STATEMENT

VISION

To be a niche player with innovative products and services, delivering “The Best
Quality, at the Least Cost possible, by enabling the Highest Rewards possible”.
 7

MISSION

CD Technotex LLP, a preferred employer assuring happiness through growth of

1000+ Employees in 2025, by developing into an Rs 300 crore manufacturing and
trading company in plastic based technical textile field, through Innovation, teamwork,
ethical practices, with continuous value addition & delight to customer.

1.9 QUALITY POLICY

We, at CD Technotex LLP, shall consciously pursue operational excellence,

through our evolving Quality Management System (QMS), with commitments on the
following:

• Holistic approach to quality in the design & manufacture of polymer-based technical

textile products

• Shall ensure circular economy in the choice of polymer and other compatible materials

• Shall simplify and automate measurement of quality parameters and apply state of-

the-art tools in analyzing the data & support quick corrective action

• Shall nurture perpetual training, empowerment, and enablement culture with every

individual in the organization, ensuring sustenance in high quality at low cost

 8

CHAPTER 2

LITERATURE REVIEW

2.1 REVIEW OF LITERATURE

Harmeet K. Chhabra et.al. (2015) [1] in his research presented a model

Utilizing Quality Value Stream Mapping, manufacturing production processes can be
improved. located in India, The purposes of this paper Embrace the value and non-
value added activities exposition lean manufacturing, the industry focus on quality and
productivity, identify waste carry out Q-VSM principles and techniques for mass
production, draw current state analysis and implement future state map, Compare each
process cycle time with takt time for improve, manufacturing process and capacity
Reduce product delay time for customer. Improve cycle time using lean manufacturing
tools. 64 percentage improvement in value adding activities.

Amol arun sonawane et.al. (2010) [2] in this study Value stream mapping is
used to implement the lean manufacturing strategy in a small fabrication firm (VSM),
this paper Reduce the inventory levels and the lead time of production using value
stream mapping measure the process time, analysis cumulative time, root cause of
time losses, wastes identified, and improvements of productivity. Standardized work. 5
s/organization at work, graphical factory Point-of-use-storage, superiority at source,
The Japanese word for constant improvement is kaizen. Quick switchover/one-minute
die exchange (SMED), one piece flow, Value stream mapping. Reduce the inventory
levels and the lead time of production using value stream mapping measure the
process time, analysis cumulative time, root cause of time losses, wastes identified,
and improvements of productivity.
 9

Mahmoud a. el-sharief et.al. (2013) [3] analysis of Cement sacks plant as an

industrial case study for value stream mapping in lean manufacturing Egypt, the needs
of Using value stream mapping find the company current production state analyses
the problem region, in which sector reduce handling cost, forklift way, the lead time,
and production inventory of process, many factors cycle time want to turn down
management of orders, preparation, examination, production, packaging, and delivery
transport within make and carried out flow of future map implementation. Lean
manufacturing system, practices and benefits make identification of elimination waste.
Reduce seven waste using value stream mapping creation product family to be mapped
and improvement objective flow VSM terminologies, symbols and current state map.
Identify value added and waste maintain work flow process of manufacturing on future
state map.

Wolfgang apel et.al. (2007) [4] in this delving model manufacturing

implementation in china, this section discuss on operational improvements,
incorporating motion waste, piece flow, and operator comfort. Both coated and
unplanted parts safety inventory maximizing the time for delivery and pickup
Lengthening the lead time does not necessarily result in lesser inventory. Analyze a
company's present status of production to identify any issue areas and shorten lead
times. Long lead times were the primary issue for cis' daily operations. The team
established various project targets in an effort to decrease these times. Making a map
of the future state is one of the project's key objectives. The material and information
flow for the cis Wuxi factory was shown using value stream mapping. The current lead
time for developing and implementing VSM in the CIST should be cut in half.

Vijay Kumar manupati et.al. (2019) [5] in this study Utilizing value stream
mapping to shorten cycle times while producing link and roller assemblies this paper
Inventory reduction by Kanban principles value stream mapping time computation,
cycle time observation for predicting production process follow pareto diagram. analysis
current flow for return and deck roller, managerial relevance on feed rate increase
milling process, down time reduction and boring, then calculate OEE at the end highly
production rate flow using lean tools. 48 percentage improvement daily manufacturing
 10

flow. Reduce the cycle time of system analysis to increase performance and eliminating
waste. flowchart process on gamba walk, measure the process time, using pareto for
current value stream map, using lean tools and techniques for future stream map and
arena, auditing of future value map finally analysis performance repeat future map
process.

b.selvam et.al. (2021) [6] in his research presented a model of A review of value
stream mapping in the production of clothing suggests using the Lean tools Lean
manufacturing is being implemented in industry to shorten processing times based on
the waste management philosophy. Utilizing the aforementioned lean technologies for
waste reduction is important for the continued existence of the textile sector. In the
context of lean manufacturing, there are eight types of waste. Value stream mapping is
used in sectors like the clothing industry, healthcare, software development, etc. to
boost productivity while reducing waste in the manufacturing unit. Achieve process from
beginning to end time spent on product production, which increases the production rate.
Conducted manufacturing materials units for quality control process as monthly
production capacity flow, research work on lean tools, a cause-and-effect analysis, five-
why analysis, Pareto analysis; identify wastes industry total production waste.

Yang-Hua Lian, et.al. (2002) [7] explore on a simulation and value stream
mapping application in lean manufacturing Europe, Value stream mapping method on
one product to Multiple products static and dynamic phases. Simulation tool to solve
problems using effects of lean manufacturing, processing layout and pulling production
process on time customer value, reduce lead times, increase value added ratios
decrease inventory time and identify bottleneck issue. Proposed to implement VSM.
Measurements on clustering product families, Simulation Templates are Customer,
Processing supermarket, flowchart and then Key Measurements are throughput, work
in process, lead time, and utilization. Push production systems, batches and queues,
scrap and rework, lengthy lead times and low value-added ratios are some examples
of the simulation scenes.
 11

Supermarkets that operate on single-piece-flow have replaced pull-Kanban systems,

batches, and lineups. The flow line design prevents scrap and rework, which has the
effect of reducing lead times and increasing value-added ratios.

Chanda deep Grewal et.al. (2008) [8] research on a project to deploy value
stream mapping in lean manufacturing in a small business in Canada, Visual illustration
of value stream mapping starting form customer order to end up to shipping product
reach to the customer on time, by using powerful lean tools improve process areas.
Current state map highlighted waste motion to be reduces and future state map
excessive work to tools proposed for upcoming orders reduction time of manufacturing
material on evidenced ideal time identify by value stream mapping. Lean transformation
is the core part of value stream mapping, collect the internal data of operation,
preparing and implementation the function across industry to improve process lean
enterprise. Takt time demand, continuous improvement on, production super market
control, develop pull system in every part of process.

Fawaz A. Abdulmaleka et.al. (2007) [9] Involved in research Using simulation

to examine the advantages of lean manufacturing and value stream mapping Lean
manufacturing as a process sector case study in Kuwait process sector and
applications managers committee improvement program, continuous and discrete
elements. It is extremely possible to carefully adapt lean methodologies to prospective
outcomes, performance metrics, and analysis of the system to facilitate and validate
the decision to adopt the order depends on customer demand. Methods of lean
manufacturing process sector and applications managers’ committee improvement
program, continuous and discrete elements, it is extremely possible to judiciously adjust
lean methodologies in accordance with projected results, performance measures, and
system analyses to make the decision to implement easier and more reliable. The order
depends on customer demand.
 12

Novera Elisa Triana1 et.al. (2020) [10] Study process It is extremely possible
to judiciously adjust lean methodologies in accordance with projected results,
performance measures, and system analyses to make the decision to implement easier
and more reliable.in Indonesia,, the purposes of this paper Based on the industry
conditions value stream mapping take long lead time in inventory waste, information
flow, and processes. Non-value added activities area finished goods transfer on
information flow. Reduce the work space and follow regulator tome of maintain
inventory level and reduce lead time. Aim to reduce the lead time, flow of material and
information working optimal area of production division in industry. Objective of
brainstorming, problem identification on statement, product forwarding, current state
map, value added, and kaizen, analysis lead time, future state map, value added to the
product.

Pranav Seth et.al. (2020) [11] aim to be Value stream mapping analysis of
process re-engineering to shorten lead times in the garment sector, Using lean
acknowledging tools lean congregate in real production on every section. Ideal flow
make time to identify takt time as have standard symbol and terminology, process, and
educational modules mixture methods, utilize future state map diminish lead time, cycle
time and manpower consumption compare to current state map 13 to 6 reduce, by
implementation of lean instrument. Identifying various waste by focus on optimizing and
productivity, eliminate unwanted activities in production unit. Introduce lean principle
for each line sections, follow value stream mapping for production section, draw current
and future state map, implement in company to improve mass production attend future
map.

Seyed Mojib Zahraee et.al. (2014) [12] research on in Malaysia the paper
based on assembly line product in the product production line focus on reduce
production present state, lead time, and value added time production line 23.5 days
and 188 second shifting raw materials from one section to another while awaiting the
finished result, the process changes from the push to pull, d value added time reduces
to 4.5 days and 166 second, improved up to near 80 % and 12 %, eliminating the
wastes using VSM method. Value and non-value added action on value stream
 13

mapping, raw material production flow depends on customer order, flow of process try
to reduce the waste occurs using value stream, collect data and material flow on
production process, assembly step by step manufacturing, seven waste identify,
current state map problem verified and mass improvement in product for eliminate lead
time.

Rahani AR et.al. (2012) [13] in his research presented a model of Value Stream
Mapping for Production Flow Analysis: A Lean Manufacturing Process Case Study
malaysia, Value stream mapping improved obvious and hidden waste it affect
productivity, lower the amount of time products are in the production system. Improve
change in the production process, sustain gaps between standardized and actual
work—strictly assembly standards, improvising SOP continuous improvement, and
sustainability on the factory floor long-term process. LP implementation e existing
method Operations Manuals on Process cycle time, standard operating procedure,
Utilizing lean tools, gathering SMC manufacturing data, and doing production-in-
process quality control (QC) transition period, Gemba, launching Kaizen and VSM
programme, monitoring and made-up takt time and bottleneck for using reduce time in
future flow.

K.p paranitharan et.al. (2014) [14] in study of research on Value Stream

Mapping and the Lean Manufacturing of Modulator Values in India, Proposed value
stream of assembly layout process to cycle time, takt time and operation split two
process balancing manufacturing takt time and lead time. Then identify bottleneck time
are balanced takt time, growth through continuous assessment till future map demined,
reduce 7.01 to 1.78 days reliable manner to modulator on antilock brake system,
Process on current and future state map for raw material suppliers share the
information and material flow to the zone for production planning at the step of sales
order to reach customer, prepare and understand customer needs, process identify,
collect the require information to draw current map, using lean tool for future value
stream mapping.
 14

Shaharia pavel (2017) [15] research process on Global Market Potentials for
Bangladesh's Bioplastic Jute Poly Bag In Thailand, Selection of plastic poly bags,
industries production eco-friendly bags, natural gas and crude oil, produce large quality
poly jute bag. PLA producing countries but still producing woven and sacks bag on
future process to gain global market share, competitive analysis, consumer and
supplier negotiating power, world demand and supply. Investment in technology over
improvement on economics operation and manufacturing production process huge on
customer demand. PP woven bags, Jute and Analysis of the bioplastics market using
the Porter's Five Forces model and the seven principles of marketing. Information
obtained from secondary sources, the business Plastic Bag Free World, the Plastic
Company Association of Washington, Smithers Pira, the European Commission
website, Packaging Strategies, and the Bangladesh Jute Mills Corporations the largest
petrochemical market place to thermoplastic polypropylene fabric process.
 15

CHAPTER 3

STATEMENT OF PROBLEM

3.1 PROBLEM IDENTIFICATION

The root cause of problem identify as each process cycle time interval, take time
to complete the product line, it affect delivery time on customer order date. Reducing
cycle time by using value stream mapping unwanted motion time, of the manufacturing
process using the VSM tool. This is one of the lean manufacturing tools introduced by
Henry Ford and implement for Total Productive Maintenance (TPM). A visual
representation of the movement of materials and information throughout an
organization is provided by value stream mapping. It graphically displays crucial factors
including cycle time, lead time, inventory or waiting time, percentage of accuracy and
completeness, and operator count’s analyses the process by current state mapping
followed by waste of time consuming, Continued elimination of wastes, Force problems
to surface, Identify weak links in the flow and strengthen them by taking corrective
actions, compared to the present state, the total cycle times can be reduced. The
circular loom and the functioning of the tape factory account for the majority of the lead
time. By removing the safety inventory from other section processes and reducing the
fabric safety inventory to one or two shifts, the lead time can be shortened. As was
previously said, production cycle times can be shortened. Additionally, delivery times
can be improved. By given future state mapping for reduce cycle time of production
process.

3.2 OBJECTIVE

3.2.1 PRIMARY OBJECTIVE

Implementation of Value Stream Mapping (VSM) In M/S CD Technotex LLP

Formerly Venbro Polymers Manufacturing Unit.
 16

3.2.2 SECONDARY OBJECTIVE

 To contemporize the employee safety and measure, understand the

Organization flow, working process, material flow and Information flow
 To provide the Current state map for each and every machinery
 This map can be used to find waste, such as inefficiencies, delays, restrictions,
and surplus inventory
 The organisation a working plan to achieve lean efficiency and benefits by
measuring the eliminated in the future state map

Figure 3.2.1 Typical Benefits

The following are the main steps in mapping

1. With enough space between them, various VSM process symbols are drawn to
represent the customer, supplier, and production control

2. Data boxes below the VSM symbols display all essential information about the
current stage of manufacturing, including lead time, process time, change over time,
and the number of shifts

3. The number of containers, supermarket, and monthly/daily product requirements are

determined

4. Product movement is depicted with arrows along with shipment and receipt
information
 17

5. WIP is displayed with the appropriate inventory icons between two workstations

6. The present state map is used to pinpoint the largest gap areas

7. Various gap areas are closed as a result of the use of lean tools

Figure 3.2.2 VSM Activities in the Form of Flowchart

3.3 RESEARCH GAP

 Listening gap
 Design and standards gap
 Employee performance gap
 Employee communication gap
 Buffer and Safety stock tools had not analysed in the base paper
 Man power gap
 18

3.4 SCOPE OF THE STUDY

 Identification of the Waste

 Increasing the Process Efficiency
 Enhancing Business Growth
 Shorter cycle times for customers
 Increased management acumen
 Decreased inventories for the producer
 Every value stream offers a customer an identified and quantifiable flow of value
 Value stream mapping can be used to systematically measure and enhance it
to increase delivery velocity and quality
 Teams can utilize analytical processes to first comprehend time before
improving

3.5 LIMITATION OF STUDY

 Too hard to collect internal data in working hours.

 While collecting internal data there is a lack of conversation
 There is no proper report and response from the employee
 Faced lots of break in the machinery
 Faced more defects in the workflow process
 19

CHAPTER 4

PRODUCTION PROCESS

4.1 INFORMATION FLOW

Figure 4.1.1 Information Chart

 20

4.2 MATERIAL FLOW

Figure 4.2.1 Material Flow

RAW MATERIAL FABRIC PRODUCTS

The product is used to manufacturing the woven sack Bags are PP –
Polypropylene, FW - Filler White, US Master Batch JSC for colors.

Vendor: Jain

WAREHOUSE
In warehouse four item stock maintains are, fabric, non – woven, BOPP film, Liner.

RAW MATERIAL NON - WOVEN PRODUCTS

Non – Woven tea bags and colors are Lemon Yellow, Peige, Orange, Red,
Green, White, Black and other color needs based on customers.

Vendor: Suntex, Science Leva.

RAW MATERIAL BOPP PRODUCTS

BOPP - Biaxially oriented polypropylene

 21

It's a fancy name for a particular kind of plastic. Bird seed, pet food, deer corn,
and animal nutrition items are frequently packaged in durable plastic film that is
"biaxially oriented," which means manufacturers stretch it in two directions during
production. Due to its durability and capacity to support weight without quickly breaking,
it is also the packaging of choice for minerals and grains.

Vendor: Kamachi, Chennai.

RAW MATERIAL LINER PRODUCTS

Liner inside woven bags cover, mainly used for powder products like Animal
feeds, food product packings some granules products.

Vendor: Vivek Polymers.

MATERIAL QUALITY CHECK

1. Instruction given by general manager, orders
2. Getting product for vendors check purchase orders
3. Weight checking and Quality checking
4. Label checking
5. At last quality approval, then internal delivery to production divisions

DAY REPORT: (Raw Material Warehouse)

Daily report given by store controller to general manager and raw material in charge,

TAPE PLANT GRANULES:

Example:
IOC – 15500 KGS
Reliance – 3000 KGS
Lamp PP Reliance – 2600 KGS
LDPE 1070 LD – 450 KGS
Bajaj Filler Fab – 900 KGS
Vietnam Filler Fab – 13850 KGS
 22

From tape plant materials, the venbro polymers purchased raw material for
fabric manufacturing

REPOL and RELENE

A RELIANCE POLYMERS PRODUCT POLYPROPYLNE
HOMOPOLYMER
LOW DENSITY POLYMER
PROPEL
INDIAN OIL CORPORATION LIMITED POLYPROPYLENE
FILLER WHITE and PLASMIX PLASTIC FILLERS & MASTER BATCH
Brand Names: Reliance, Indian Oil, ALOK, Plast Super, BAJAJ, TEX YEAR, Vista
Max.

4.5 PREPARATION FOR POLYPROPYLENE OVEN SACKS

The following are various sections in the unit.

1. Tape Plant.
2. Circular Looms
3. Lamination
4. Gusseting
5. Printing
6. Cutting
7. Liner inserting and Valve folding
8. Stitching
9. Baling and Transport
 23

TAPE PLANT

The Raw material Polypropylene is in the form of palettes, are fed into the
extruder, through a hopper at one end. Screw driven by a variable speed motor, pushes
the raw material forward. The barrel is fitted with many sets of needle heaters to raise
the temperature of the barrel, there rising the temperature of the Polypropylene, to melt.
The melting point of Polypropylene is around 165 to 173 degree C. In the extruder, the
temperature is raised to 285 degree C to be very soft liquid and pushed through a ‘T’
die. The Polypropylene falls out in the form of a thin sheet from the die into a water
bath, where it is cooled. The water is removed in the downstream. The sheet passes
through a roller on which has about 180 blades are fitted to split the sheet into 180
numbers of blades at a distance of 6 mm. thereby 179 numbers of tapes are made and
remaining tapes at the edge are recycled back the feed hopper by a suction unit.
Extruder output PP 350 kg/hr. The max width of the out can be 1000 mm and minimum
thickness is 1.2 mm. Then these tapes pass in between one steel roller and a rubber
roller. Both the rollers are running one on top of the other tightly pressed, so that the
tape are kept moving at the same speed as that of the rollers. These rollers are about
300 mm in diameter and run at 40 rpm. These are holding rollers.

These tapes then pass through a hot air tunnel, where the tape temperature is
raised to 150 deg. Then the tapes pass through stretching rollers. This is a set of two
rollers and are of the same type as those fitted in the tape splitting section. The first
roller has rubber nip roller holding the tape tight to the stretching roller. The stretching
roller runs at a speed of 240 rpm. As the tapes already are soft by the heat from passing
through the hot air tunnel, the tapes stretch due the higher speed of the stretching
rollers. There by the require width of 2.8 mm and require weight of the tape is also
achieved.
 24

Annealing of tapes

The next set 4 rollers perform the service of annealing the tapes by heating them
with hot rollers to 120 degree C and then chilling them immediately to 20 degree C.
thus any stress developed in the process is relieved. Next the tapes wound on cheese
pipes as bobbins. Each winder is driven by individual motors. As the bobbins become
completely wound they are replaced with new cheese pipe by the operator. The
dancing roller on every winder takes care of the tension is equal in winding. A quick
release system is incorporated in the bobbin holder so that bobbins are easily replaced.
These bobbins are taken to Looms for making sacks of desired width in the Loom
section.

Winding

After the last goddet stand, the tape travels to a winder platform and is picked
up by the bobbins. Controlled tension is crucial for good winding.

Tape plant Machine

 25

Fabric Length Roller Woven Tape Making

Tape Winder

LOOM SECTION

There 21 circular looms working in this section, 1 loom production 2500 meter
per/day and capacity of per hour 150 meter. Machine Name LOHIA CORP (NOVA 6),
capacity 14,248 meters per shift and target 12,480 meters per shift.

LOOM PROCESS

In the looms the Polypropylene tapes are woven into woven sacks and rolled on
a core pipe. The loom is driven by an electric motor. The other major parts are, a gear
box for reducing the speed of the Loom, a cam shaft, pusher block, a gate ring, 4
numbers of shuttles in which bobbins, mesh gear box, Sack size ring, the shuttle and
 26

its parts, bobbin, Magnetic tape sensor, take rolls, spreader, creel stand, toll winder and
so on. The web tapes are running across in the fabric.

The warp tales are the ones run along the fabric. Bobbins are held in creel stand,
from where the tapes are drawn into the loom through reeds, and upper and lower belts,
with hooks, form the warp tapes x (the tapes which form the longitudinal threads in the
fabric) Thus when the motor runs the belts move the warp tapes up and down and the
shuttles run through in between these tapes to form a fabric.

Circular Looms Loom Machines

LAMINATION SECTION

Extrusion Coating and Lamination process, Machine Name J.P Industries

made in Gujarat the process is laminating in fabric roll with customer requirements
product using Non – woven, BOPP film. Capacity 48000 meters per shift (8 hours),
one hour process manufacturing 4500 meters. Need of extruder coating lamination
 27

occur PP 140 to 160 KGS and LP (Low Density Polyethylene) 160 to 180 KGS.

EXTRUSION COATING/LAMINATION

Lamination is done to serve 3 main purposes.

 To close the gaps between the tapes in the woven bag (Coating)
 To increases the strength of the bag
 Lamination is used as glue to stick BOPP films, Paper, Aluminium foil and other
material on to the woven fabrics or non-woven fabrics

In the lamination Unit, the rolls are fixed on un-winders from where the fabric
drawn out. The fabric is carefully controlled in this section using a web aligner, to align
the fabric at the feed point of the lamination machine. There is also a tension sensor
on the fabric, give signal to the fabric un-winder to apply breaks on the un-winder when
fabric goes loose and free the breaks when the fabric comes out tight. Then the fabric
passes through an equipment called Corona treater.

Surfaces made of polypropylene can be challenging to print or bond to. This is

owing to poor "wettability" or low surface energy, which is often just 29 MN/m (normally,
a surface energy of at least 36 MN/m is needed to achieve "wetting" or adhesion). This
produces micro cavities on the surfaces of the fabric. On the surface of the fabric
electric sparks are produced with 10,000 to 11,000 volts electric current at 25,000
cycles per second. This produces the rough surface good enough for better lamination.
Then the fabric enters the lamination rollers where fabric goes down from one side, and
a polypropylene molten melt curtain falls from the extruder die, to laminate the fabric.
These two layers are compressed by two chilled rollers to stick together properly. Then
the fabric passes through rollers to the winding section where the fabric is wound on
core pipes and taken for the next process.
 28

STRUCTURE MACHINE:

Unwinder (Input)
↓
Extruder (Input)
↓
Lamination
(Input)
↓
winder (Output)
 29

Printing Bopp Lamination Machine

ROLL PRINTING:

Roll printing have two machines J.P Industries and V.P Industries, both
capacity 28,000 meters per shift, and target 23,000 meters per shift. Four colors for 1
single drawing (4 cylinder) Normal fabric and two color for 2 double drawing (2
cylinder) tea bag.

ROLL PRINTING PROCESS:

This machine can laminate the fabric at more than 100 meters per minute of
fabric. The un-winding station and winding stations work continuously as there are
standby rollers come in automatically. This is roll to roll 4 colour flexors printing
machine. This has 4 print drums. The fabric is un wound from a un-winder and travels
through the rollers. They pass through the between the print drum and an impression
drum where printing takes place. The ink is kept in tray below every print drum. The ink
roller (a rubber roller) carries the ink and applies the ink on an ANILOX roller. This roller
takes the necessary ink required to print and applies on the printing plate stuck on the
print drum. The printing plate has the text or the picture impressions protruding from
the plate; hence they take the ink form the Anilox rollers and print the same on the
bags. One colour is printed in one drum then the fabric travels to the next drum to be
printed with the next colour. Up to 4 colures can be printed in this machine according
 30

to the requirement of the buyer. Then this fabric is wound in core pipe at winding station
and sent for cutting section.

Roll Printing

GUSSET MACHINE

Machine Name Navrang Machinery PVT.LTD (Ahmedabad). There are two

machines in Gusset section, capacity 38,400 meters per shift and target 31,000 meters
per shift. One roll completed in one hour, first Machine speed taking time (40 – 50) mins
and second machine taking time one hour.

GUSSETING PROCESS

Here the sides of the sacks are folded inside, only for those who require the bags
to be in the shape of a rectangular box. This is achieved by un-winding the fabric and
passing it thru a gusset box, where the sack is opened like a rectangular piece. Then
two rollers press the edges of the bags inward, so that they are folded inside. This fabric
is wound again in core pipes, in winders.
 31

Gusseting and Tubbing Machine

CUTTING SECTION

Automatic cutting and stitching machine LOHIA, BCS 2500 meters, there are 3
machines in BCS. Total production 24,000 per Machine.

CUTTING PROCESS

There is un-winder, and then there is table fitter with electrically heated Ni-
Chrome wire at the front side. Two persons standing both sides of the table pull the
sack to the mark (end of the bag mark printed on the bag), and press the fabric on the
hot wire. The fabric easily gets cut by the hot wire. The cut bags are sent to tailoring
section. There is also an auto cutting machine is available. In this rolls are fixed in un-
winders and then they are pulled by pneumatic cylinder grips and cut by pneumatically
operated knife. Then they are rolled down stitched and stacked. When it reaches 50
numbers the stacked bags are pushed out for sending out.
 32

Woven Bag Conversion Line

Automatic Cutting Machine

TAILORING SECTION:

Some customers need hand tailoring stitching process. Eg: Sheela foams,
some other bid volume customers. One bundle has 10 bags, Box Type - bulk Pouch
type, work in stitching’s corner, ring, and bottom.

TAILORING/STICHING PROCESS:

Here the bags are stitched on one side and one side is left open, for the users
to fill their products. These tailoring have double needles, hence whenever a stronger
stitching is required both needles are used to make two stitches at the same time and
nearly up to 4 threads are used in one needle.
 33

BALING AND TRANSPORTING:

Electric motor driven bale process, the bags after stiching are packed as bales
in Baling machine, as bales of 1000 numbers or 500 numbers depending on th size
and sent by trucks or parcel services to customers. Capacity 24,000 bags per shift and
target 18,000 bags per shift. Eg: SKM bundle 100 pieces then 500 bundles, SKM 13
bundle one tray, maximum 3 tray and over order 6 to 7 tray, SPAC 300, 11 tray, Jaya
Kumar 250 (tea bags).

Electric Motor Driven Bale Press

 34

CHAPTER 5

METHOLOGY

5.1 LEAN TOOLS

5.1.1 BOTTLENECK

Several analysis techniques can be used to analyses the risks and bottlenecks
in the chosen poly bag manufacturing factory. Three methodologies were mostly used
in this study to identify and evaluate the factory's risks and bottlenecks. The other two
methods involved bottleneck analysis, and one was an analyzer defined method.
Carried out with the intention of simulating and modelling a plant that makes poly bags
in order to increase efficiency and address underlying issues. Risk analysis was the
defined procedure by the analyst. The factory's bottleneck analysis structure and the
bag manufacturing process were examined visually, and the necessary information
(demand, production, timing, and other) was acquired. A few conversations were had
with the manufacturing manager, upper management, and a few skilled workers. The
analyses were then completed. All of the process bottlenecks that the company
encountered and the shortcomings of the plant were meant to be discovered during the
bottleneck analysis. All of the process's components (locations where actions are
carried out) were examined, and all bottleneck warning indicators (slow response times,
excessively lengthy waiting lines, a lack of resources, actions that are carried out too
slowly, low machine capacity, etc.) were looked into. The causes of the tell-tale signals
were then looked into. The investigation revealed the process constraints as the
causes. The risks associated with the factory were the issues that restrict its ability to
produce and do business. If a bottleneck could not be eliminated, the causes of the
bottleneck also become dangerous. The hazards of the plant could be discovered by
looking into the issues that prevent the factory from operating at its full potential and
any insurmountable bottlenecks.
 35

Bottleneck
181
161
141
121
HOURS

101
81
61
41
21
1
Tape Plant Loom Lamination Roll BCS Bailing Transport
Printing Machine

SECTIONS

Figure 5.1.1 Bottleneck

5.1.2 SUPER MARKET

In the 1950's, Toyota sent a delegation to the United States to study and
replicate America's mass-production techniques. However, inspiration struck not in a
manufacturing facility, but a Piggly Wiggly supermarket. At the grocery store, the
delegation saw customers serving themselves from shelves. These shelves would be
replenished as needed. Seems pretty mundane, right? However, what we see as
standard operating procedure at any grocery store in America was a revelation to the
Toyota team. What they saw was a system where the amount of product stocked on
the shelves was dictated by demand. The product could be replenished from a nearby
storage room without the need to order more or put the entire inventory of said product
on the shelf. The area where an inventory with a predetermined standard is held to feed
procedures farther downstream. Supermarkets are typically situated close to the
production process, allowing it to observe client usage and requirements.
 36

A manufacturing supermarket is intermediary storage on the production floor,

aimed at reducing transportation waste by placing the bulk storage of parts as close to
the assembly line as possible, without being lineside. Toyota realized that in order to
reduce waste, they needed to store just enough of a part or material lineside to meet
the demand of the operation and condense their assembly line. If they placed their
entire inventory of a part on the line, they would dramatically increase travel time to the
next step in the assembly line. This travel time results in a lot of waste. However, if they
had to travel all the way across the facility to restock a part on the line, burning just as
much time and money doing that. The solution was to create a "storage room" as close
to the assembly line as possible.

The manufacturing supermarket was born. Toyota created a process where

lineside storage could be replenished from intermediary storage placed as close to the
assembly line as possible. This drastically reduces wastes, such as overproduction,
waiting, transportation, and motion. Think of it like a miniature distribution center within
a short distance of your manufacturing processes. Instead of having to ship in more
parts or crowd your assembly line, you can simply replenish your lineside storage as
needed throughout the shift from your dedicated miniature DC. Push production is the
opposite of this.

The most common and fundamental kind, sometimes called a

 Fill-up
 Replenishment
 A system of pulls

Each operation in a supermarket pull system has a storage that keeps a certain
quantity of each product it generates. The foundation of the supermarket pull system is
the replenishment of a stock of goods left behind after each stage of the operation.
Individual production line process steps in this approach only work on a product when
they have to make up for anything that a downstream process step has used. Land,
 37

labour, capital, and enterprise are the four components of production that economists
devised to define the underlying structure of the economy.

 Land and Materials

 Outsourced
 In-House Labor
 Capital
 Facilities
 Furniture and Fixtures
 Entrepreneurship and Management

They like that the grocery store where they purchase always has the items in
stock. Supermarkets continuously track consumer purchasing patterns and stock up on
specific products as needed. Additionally, it is crucial that supermarkets have all of their
merchandise in stock.

5.1.3 PULL SYSTEM

A pull system is a lean manufacturing technique intended to cut production-

process waste. In this kind of system, parts utilized in the production process are only
changed after they have been consumed, allowing businesses to produce just enough
goods to satisfy consumer demand. In lean manufacturing, using a hybrid push-pull
system is a goal. This means that you shouldn't construct anything until a customer has
placed an order (internal or external). You also shouldn't keep raw materials or finished
goods in storage.

There are three basic types of pull production systems:

• The grocery store pull system. The most fundamental and widely used kind, also
known as a replenishment, fill-up, or draw system of type A.

• System of sequential pulls

• Sequential Pull and Mixed Supermarket Systems

 38

• See:

 Just-in-Time Manufacturing
 Overproduction and Contrast with Push Production
Pull system when the just-in-time concept is used in an industrial material
management system, and it means that the rate and timing of actual stock consumption
control the amount and timing of material flow. In order to function, a pull system a
control-oriented system needs to be alerted that more production is required. A push
system, which is typically used in mass manufacturing, is contrasted with a pull system.
A "signal" is sent from one process to the preceding step in a pull system, indicating
the need to create more. Quickly adjust to any modifications that might be made to the
working process. Increase your team's ideal capacity. Send out work stuff much more
quickly. Reduce resource waste.

5.1.4 BUFFER AND SAFETY STOCK

There is inventory at the start of a value stream and in between the majority of
actions. There are differences between the "planned" inventory and certain wasteful
inventory. Safety Stock is not the same as buffer stock. Calculations are made for both
stock levels to make sure a pull system operates without the risk of holding too much
inventory but just enough to avoid running out and being unable to assist the customer.
Stock isn't always a negative thing. Even though zero is ideal, it is frequently
impractical. As a result, the next best alternative is to have inventory based on objective
criteria with the intention of continuously reducing it by addressing the inputs that cause
the calculation to be lower. Addressing the leading indicators is what is meant by
lowering or raising inventory depending on actual performance and adjusting perpetual
minimums and maximums. When there are hundreds or thousands of elements to keep
track of, it is impossible to avoid subjectivity and emotion in conversation and decision-
making. Stock used as a buffer against business variation is known as buffer stock.
This includes variations brought on by the business's internal processes, outside
processors, and suppliers. Safety stock is inventory that has been intentionally added
to the value chain to guard against consumer variance.
 39

CHAPTER 6

ANALYSIS AND INTERPRETATION

6.1 ANALYSIS OF CONSUMPTION PATTERN MONTHLY

FEED BAGS

Feed Bags (Jan - Jun 2022)

60000
Volume of Sales KGS

50000

40000

30000

20000

10000

0
Jan Feb March April May June
Months

Bentoli Agrinutrtion Kaveri's Bio Protens S.K.M Animal Feeds and Foods
Sakthe Animal Feeds SLT Animal Feeds

Figure 6.1.1 Feed Bags

INTERPRETATION
Compare to feed bags of bar chart identification in January to June S.K.M Animal
feeds and foods private limited, plays high volume and high value customer for our
manufacturing industry.
 40

TEA BAGS

Tea Bags (Jan - Jun 2022)

Volume of Sales KGS

40000
30000
20000
10000
0
Jan Feb March April May June
Months

Eastern United Agencies Pvt. Ltd. Jeyakumar Jute Suppliers

Parry Agro Industries Limited Tea Estate India Limited
Matheson Bosanquet Enterprises Pvt Ltd

Figure 6.1.2 Tea Bags

INTERPRETATION
Compare to tea bags of bar chart identification in January to June Jeyakumar
Jute Suppliers, plays high volume and high value customer for our manufacturing
industry.

CEMENT BAGS

Cement Bags (Jan - Jun 2022)

16000
Volume of Sales KGS

14000
12000
10000
8000
6000
4000
2000
0
Jan Feb March April May June

Months
Hi Tech Coatings Renaatus Procon Pvt Ltd The Ramco Cements Limited

Figure 6.1.3 Cement Bags

 41

INTERPRETATION
Compare to cement bags of bar chart identification in January to June Renaatus
Procon Pvt Ltd, plays high volume and high value customer for our manufacturing
industry.

CHEMICAL BAGS

Chemical Bags (Jan - Jun 2022)

8000
Volume of Sales KGS

7000
6000
5000
4000
3000
2000
1000
0
Jan Feb March April May June
Months

Active Char Products Pvt Ltd Carbolase Technologies Indo German Carbons Limited
Mag Products (I) Pvt Ltd Mani Agro Chem Pvt Ltd

Figure 6.1.4 Chemical Bags

INTERPRETATION
Compare to chemical bags of bar chart identification in January to June Mani
Agro Chem Pvt Ltd, plays high volume and high value customer for our manufacturing
industry.
 42

MASALA BAGS

Masala Bags (Jan - Jun 2022)

10000
Volume of Sales KGS

8000
6000
4000
2000
0
Jan Feb March April May June
Months

Nani Agro Foods Private Limited Nataraj Spice & Food Products
Q Team Traders Qualifis Foodz Private Limited

Figure 6.1.5 Masala Bags

INTERPRETATION
Compare to masala bags of bar chart identification in January to June Nani Agro
Foods Pvt Ltd, plays high volume and high value customer for our manufacturing
industry.

STEEL BAGS

Steel Bags (Jan - Jun 2022)

2500
Volume of Sales KGS

2000
1500
1000
500
0
Jan Feb March April May June

Months

ARG Steel And Power Private Limited Arjas Steel Private Limited
Ragavendra Bright Steels Shine Brighters Pvt Ltd
SLR Metaliks Ltd

Figure 6.1.6 Steel Bags

 43

INTERPRETATION
Compare to steel bags of bar chart identification in January to June Arjas Steel
Private Limited, plays high volume and high value customer for our manufacturing
industry.

FOAM BAGS

Foam Bags (Jan - Jun 2022)

14000
Volume of Sales KGS

12000
10000
8000
6000
4000
2000
0
Jan Feb March April May June
Months

Sabhka Ventures LLP sheela foam Ltd Srie Vishnu Thrmoshells

Figure 6.1.7 Foam Bags

INTERPRETATION
Compare to foam bags of bar chart identification in January to June Sheela
Foam Ltd, plays high volume and high value customer for our manufacturing industry.
 44

FOOD BAGS

Food Bags (Jan - Jun 2022)

Volume of Sales KGS

14000
12000
10000
8000
6000
4000
2000
0
Jan Feb March April May June
Months

Britannia Industries Limited Erode S.G Snacks India Pvt Ltd

Soli Food Company SPAC Starch Products (India) Private Limited
SPAC Starch Products (India)Limited

Figure 6.1.8 Food Bags

INTERPRETATION
Compare to food bags of bar chart identification in January to June SPAC Starch
Products (India) limited, plays high volume and high value customer for our
manufacturing industry.
 45

CHAPTER 7

FINDING AND SUGGESTION

7.1 HIGH VOLUME / HIGH VALUE CUSTOMERS

S.NO CUSTOMERS SALES VOLUME

(JAN 2022– JUN 2022)
Quantity In KGS

01. S.K.M Animal Feeds and Foods (India) Limited – Feed 1,80,932
bag

02. Mani Agro Chem Pvt Ltd – Chemical bag 23,918.2

03. Renitas Procon Pvt Ltd – Cement bag 32,819.4

04. Jeyakumar Jute Suppliers – Tea bag 1,48,556

05. Arjas Steel Private Limited – Steel bag 3,105.25

06. Nani Agro Foods Private Limited – Masala bag 34,581

07. SPAC Starch Products (India) Private Limited – Food 39,640.7

bag

08. Sheela foam Ltd – Foam bag 69,451.9

Table 7.1.1 High Volume / High Value Customers

CYCLE TIME:

Formula
Net Production Time
Cycle Time =
Number of Units
Produced
 46

7.2 CURRENT STATE MAP

Figure 7.2.1 Current State Map

7.3 SUGGESTION

7.3.1 FUTURE STATE MAP

The future state map is created to offer suggestions and recommendations for
enhancing the feed bag production process's current cycle time. To reduce the
excessive WIP at the after-curricular loom, the future state map's whole work station is
a supermarket, and WIP is stored in safety stocks. Production is also utilized to provide
the work with storage-related information in order to maintain production. The future
map introduces a warehouse buffer store for storage fabric rolls. Fabric is always
available, which reduces inventory at the work station. Cycle times will cut in half when
the capacity buffer is doubled. It is suggested to add another loom to the workstation
for the curriculum loom. The next work cell combines the use of a BCS machine and a
printing roll. At this work, the number of operators will decrease. The number of
operators grew to two at the most recent job, which decreased the overall cycle time.
 47

Figure 7.3.1 Hypothetical Future State Map

7.4 COMPARATION OF CURRENT vs FUTURE STATE MAP

Tape Roll BCS

SECTIONS Plant Loom Lamination Printing Machine Bailing Transport Hours
Current
state map
(HRS) 15.3 168 8 10.45 10.45 4.2 0.4 218
Future
state map
(HRS) 15.3 36 8 5.2 5.1 4.2 0.4 72.35

Table 7.4.1 COMPARATION OF CURRENT vs FUTURE STATE MAP

 48

Work in Progress
Current state map (HRS) Future state map (HRS)
250
Inventory Cycle Time HRS

200

150
Inventory Reduction

100

50 1/3 CT

0
Tape Plant Loom Lamination Roll BCS Bailing Transport Hours
Printing Machine

Operation

Figure 7.4.1 Work in Progress

7.5 SUGGESTION FOR AVERAGE CONSUMPTION PATTERN MONTHLY

Feed Bags (Jan - Jun 2022)

60000

50000
Volume of Sales KGS

40000

30000

20000

10000

0
Jan Feb March April May June

Months
Bentoli Agrinutrtion Kaveri's Bio Protens S.K.M Animal Feeds and Foods
Sakthe Animal Feeds SLT Animal Feeds

Figure 7.5.1 Average Consumption Pattern Monthly

 49

CHAPTER 8

CONCLUSION

The outcomes are assessed to determine the critical resources required for
launching the lean concept in CD Technotex LLP, formerly by Venbro polymers, to
enhance their Lean practices. The VSM tool, which serves as a process flow-like road
map, is regarded as a world-class manufacturing tool in the lean conceptual framework.
Good scheduling, greater teamwork, planning, training the staff, and raising knowledge
of the global competition in the workforce can minimize lead time. Therefore, VSM can
be used to boost performance in any industry. Numerous technologies are available
through the Lean Manufacturing and methodology to boost business productivity.
Better results could be obtained if the right lean tools and practices are used.

 Current state map feed bag total production of cycle time is 218 Hours, or 9 days
2 Hours but time taken to complete and dispatch at 31 days, promise day of
dispatch at 15 days.
 By using VSM reduce cycle time process of feed bag, in future state map using
VSM activities identify bottleneck and developing a rootcause the VSM tool
analysis provides a clearer insight to design the hypothetical future state.
 Proper usage of VSM, Supermarket and Pull systems and appropriate
methodologies steer business performance in the right direction. Time taken for
complete production 75 hours, or 3 days and 3 hours.
By using these methods, their industries profit levels might be significantly
increased. Utilizing a lean production system, non-value-added tasks are separated
from those that are. Additionally, it aids in focusing on better ways to use money, human
resources, inventory, space, and lead times. The impact of a lean manufacturing
system extends beyond an organization to include customers and suppliers. By
attaining zero failures, no loss, and no waste, the organization would sustain zero
delivery delays, improving customer satisfaction. The VSM tool is useful for waste
identification and reduction, method improvement, and by speeding up the production
process, it strengthens the relationship between the buyer and the seller.
 50

REFERENCES

1. Harmeet K. Chhabra, Ashish Manoriya (2015) “Improvement of Manufacturing

Production Process using Quality Value Stream Mapping” International Journal
of Engineering Research & Technology (IJERT), ISSN: 2278-0181 Vol. 4, Pages
197-202.
2. Amol arun sonawane , dattaji k. shinde (2010) “Implementing lean
manufacturing system on small fabrication shop using value stream mapping
(VSM)” International Conference on Frontiers in Mechanical Engineering (FIME-
2010) Volume: ISBN-13978-81-910285-1-5 pp.115-124.
3. Mahmoud A. El-Sharief (2013) “Using value stream mapping for lean
manufacturing implementation : cement sacks factory as an industrial case
study” Journal of Engineering Sciences, Assiut University, Faculty of
Engineering, Vol. 41, No. 6, Pages 2190 – 2212.
4. Wolfgang apel, jia yong li, Vanessa Walton (2007) “Value stream mapping for
lean manufacturing implementation” Huazhong University of Science &
Technology.
5. Vijay Kumar manupati and Chaitanya gangal (2019) “Application of value stream
mapping for cycle time reduction in production of link and roller assembly”
International Journal of services and Operations Management, Vol.33, No. 2,
Pages 135-158.
6. B.selvam, s.roshan, a.harish, dr. v. Ramesh babu, mr.shivagu runathan (2021)
“Value stream mapping in garment manufacturing - a critical review”
International Journal of Advance Research and Innovative Ideas in Education.
7. Yang-Hua Lian, Hendrik Van Landeghem (2002) “An application of simulation
and value stream mapping in lean manufacturing” Ghent University
Technologiepark.
8. Chandande ep Grewal (2008), “An initiative to implement lean manufacturing
using value stream mapping in a small company” International Journal of
Manufacturing Technology and Management, Vol. 15, Nos. 3/4, Pages 404-417.
 51

9. Fawaz A. Abdulmale ka, Jayant Rajgopal (2007) “Analyzing the benefits of lean
manufacturing and value stream mapping via simulation: A process sector case
study”, International Journal of Production Economics 107 (2007) 223–236.
10. Novera Elisa Triana and Sakti Aji Lesmana (2020) “Application of Lean
Manufacturing to Optimize Working Space by Reducing Lead Time in the
Production Department Using the Value Stream Mapping (VSM) Method”
International Journal of Engineering Research & Technology (IJERT), Volume.6,
Issue 7, Pages 2454-6135 DOI.
11. Pranav Seth, Puneet Puri, Sangamdee p Singh (2020) “Analysis of process
reengineering to reduce lead time in apparel industry by lean manufacturing
through value stream mapping” International Research Journal of Engineering
and Technology (IRJET), Volume: 07 Issue: 02, Pages 2097-2102.
12. Seyed Mojib Zahraee* , Ahmad Hashemi, Ahmed Ali Abdi, Ataollah Shahpanah,
Jafri Mohd Rohani (2014) “Lean Manufacturing Implementation Through Value
Stream Mapping: A Case Study” Jurnal Teknologi (Sciences and Engineering),
68:3 (2014) 119–124 | www.jurnalteknologi.utm.my | eISSN 2180–3722 |
13. Rahani AR, Muhamma d al-Ashraf (2012)” Production Flow Analysis through
Value Stream Mapping: A Lean Manufacturing Process Case Study”,
Engineering procedia, Vol 41, Page 1727 – 1734.
14. K.p paranithara n, Ramesh babu thangavelu, a. syath abuthakeer, a. pal pandi
(2014) “Lean Approach in Modulator Valve Manufacturing Through Value
Stream Mapping” Asian Journal of Information technology, Vol 13 (6), Pages
313-319.
15. Shaharia pavel (2017)” Bangladesh Invented Bioplastic Jute Poly Bag and
International Market Potentials” ” International Research Journal of Engineering
and Technology (IRJET), Volume: 02 Issue: 07, Pages 462-489.

COMPANY LINKS

http://www.ceedees.in/
https://www.ceedees.com/products-polymer.html
PRASANA PROJECT
ORIGINALITY REPORT

2%
SIMILARITY INDEX

PRIMARY SOURCES

1 www.ceedees.in
Internet 85 words — 1%
2 eprints.utm.my
Internet 31 words — < 1%
3 Sandeep J. Pavnaskar, John K. Gershenson. "The
Application of Value Stream Mapping to Lean
18 words — < 1%
Engineering", Volume 3d: 8th Design for Manufacturing
Conference, 2004
Crossref

4 www.researchandmarkets.com
Internet 14 words — < 1%
5 Bhim Singh, S.K. Sharma. "Value stream mapping
as a versatile tool for lean implementation: an
13 words — < 1%
Indian case study of a manufacturing firm", Measuring Business
Excellence, 2009
Crossref

6 homepages.ucalgary.ca
Internet 13 words — < 1%
7 Pereira, Andreia Pascoa. "Analise e Melhoria de
uma Linha de Producao de uma Empresa de
12 words — < 1%
Sistemas de Seguranca", Instituto Politecnico do Porto
(Portugal), 2022
ProQuest
8 www.coursehero.com
Internet 9 words — < 1%
9 www.westerncape.gov.za
Internet 9 words — < 1%
10 K. L. Jeyaraj, C. Muralidharan, R. Mahalingam, S. G.
Deshmukh. "Applying Value Stream Mapping
8 words — < 1%
Technique for Production Improvement in a Manufacturing
Company: A Case Study", Journal of The Institution of Engineers
(India): Series C, 2013
Crossref

11 M Hasan, M N Sakib, M Rafiquzzaman, M J Uddin.

"Improvement of Health Care System by Using
8 words — < 1%
Lean Tools: A Case Study", IOP Conference Series: Materials
Science and Engineering, 2021
Crossref

12 krishikosh.egranth.ac.in
Internet 8 words — < 1%

EXCLUDE QUOTES OFF EXCLUDE SOURCES OFF

EXCLUDE BIBLIOGRAPHY OFF EXCLUDE MATCHES OFF