Lean improvement for pantograph jack production process using value stream mapping

Tossapol Kiatcharoenpol; Chayanan Wisayathaksin; Nopphawat Chumongkon; Thapanon Khuisangeum; Sakon Klongboonjit

Author(s)

Tossapol Kiatcharoenpol Department of Industrial Engineering, School of Engineering, King Mongkut's Institute of Technology Ladkrabang,,Thailand

Chayanan Wisayathaksin Department of Industrial Engineering, School of Engineering, King Mongkut's Institute of Technology Ladkrabang,,Thailand

Nopphawat Chumongkon Department of Industrial Engineering, School of Engineering, King Mongkut's Institute of Technology Ladkrabang,,Thailand

Thapanon Khuisangeum Department of Industrial Engineering, School of Engineering, King Mongkut's Institute of Technology Ladkrabang,,Thailand

Sakon Klongboonjit Department of Industrial Engineering, School of Engineering, King Mongkut's Institute of Technology Ladkrabang,,Thailand

Abstract

The objectives of this research are to study the current process and improve the production process of pantograph jack by using Lean manufacturing techniques. The Lean tool used is Value stream mapping (VSM). The study starts with collecting data from the upstream to downstream to create a Current-state VSM to identify wastes and problems. The first problem was the low efficiency of the production process due to the high lead time of 7 days 8 hours. The ratio of value-added time to the lead time was only 0.026%. The next problem was overproduction because the cycle time is 69.54 seconds/piece while the takt time is 140.15 seconds/piece, which is 46.62% of the takt time, resulting in the early stoppage of the production line to prevent over inventory of finished products. After identifying the problems, the next step is to define production process improvement approaches by creating a Future-state VSM. The tools for the improvement included the Kanban system, Supermarket, Line balancing, and Cellular manufacturing then a simulation model of both current and future states was created to compare the results before and after the process improvement. The result from the simulation shows that the total lead time was reduced to 4 hours 39 minutes or a decrease of 97.54% from the current state. The ratio of value-added time to the lead time was increased to 1.304%, which is 49.39 times more than before the improvements, and the cycle time was increased to 133.02 seconds/piece, which is 94.91% of the takt time.

Publication Details

Page(s) 1163-1170

DOI DOI not available

Published Journal: ARPN Journal of Engineering and Applied Sciences, Volume: 18, Issue: 10, Year: 2023

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Keywords

lean improvement, value steam mapping, line balancing, computer simulation