This paper demonstrates and analyses the current state of the material and information flow across the supply chain at ThyssenKrupp. The objective of the prepared VSM is to identify causes of waste and reduce them in order to improve the production processes and meet the customer demands. Potential sectors of improvement are identified as Kaizen bursts. By developing and implementing of a desired future state map with a more efficient overall production system, ThyssenKrupp can sustainability improve the productivity and remain competitive. The improvements are focused on takt time, change over time and inventory levels, which leads to a reduction of the lead time.
The automotive industry is one of the largest and competitive sectors in Germany. It offers great opportunities for the application of lean tools to eliminate waste, improve operational processes and gain competitive advantages. ThyssenKrupp are a key supplier in the automotive industry and utilise Value Stream Mapping (VSM) to highlight and reduce non-value-added activities in their manufacturing operation.
Table of Contents
1. Introduction
1.1 ThyssenKrupp
2. Literature Review
2.1 Value Stream Mapping
3. Value Stream Map Methodology
3.1 Current State Map
3.2 Current State Map with Opportunities
3.3 Future State Map
4. Conclusion
Research Objective and Scope
This paper aims to analyze the current material and information flow at ThyssenKrupp using Value Stream Mapping (VSM) to identify waste and improve production efficiency in the steel sheet manufacturing process.
- Application of Lean manufacturing tools for waste elimination.
- Visualization of current production state and information flow.
- Identification of process bottlenecks and optimization potential.
- Development of a future state map to enhance overall productivity.
- Focus on metrics such as takt time, lead time, and inventory levels.
Excerpt from the Book
1. Introduction
The progressive globalisation of our world offers the automotive industry new opportunities, while simultaneously the market becomes more competitive. Supplier and manufacturer are continually striving to reduce waste and increase the productivity by adapting the concept of continuous improvement. Lean manufacturing instruments, such as Value Stream Mapping (VSM), support to enhance the existing production process. A value stream encompasses all value adding and non-value adding actions (Salunke and Hebbar 2015: 931). This report utilises the technique of VSM to visualise the information and material flow in the manufacturing process of the automotive supplier ThyssenKrupp. By drawing the Current State Map, potential areas for improvement and minimisation of waste in the entire supply chain for the steel production are highlighted. The Future State Map shows an improved manufacturing process based on the developing and implementation of an action plan.
Summary of Chapters
1. Introduction: Outlines the global competitive landscape of the automotive industry and introduces ThyssenKrupp as the focus for VSM implementation.
2. Literature Review: Defines Value Stream Mapping as a lean tool designed to identify and reduce non-value-added activities in production processes.
3. Value Stream Map Methodology: Details the systematic steps taken to map the current state, identify improvement opportunities, and define a more efficient future state.
4. Conclusion: Summarizes the effectiveness of VSM in reducing lead times and enhancing overall production efficiency at ThyssenKrupp.
Keywords
Value Stream Mapping, Lean manufacturing, ThyssenKrupp, Automotive industry, Process optimization, Waste reduction, Lead time, Takt time, Kaizen bursts, Continuous improvement, Steel production, Inventory management, Changeover time, Productivity, Efficiency
Frequently Asked Questions
What is the core focus of this research?
The paper focuses on applying Value Stream Mapping (VSM) within the manufacturing operations of ThyssenKrupp to identify and eliminate waste, thereby increasing productivity.
Which key areas of the manufacturing process are analyzed?
The study specifically examines the steel sheet production stream, focusing on material and information flows.
What is the primary objective of this work?
The objective is to analyze the current production state, visualize waste through a map, and develop a future state plan that reduces lead times and inventory levels.
What scientific methodology is applied?
The research uses the Value Stream Mapping (VSM) technique, involving observation, stopwatch timing on the shop floor, and the development of current and future state maps.
What is covered in the main section of the document?
The main section details the methodology of VSM, provides a visual analysis of current production flows, identifies specific improvement areas (Kaizen bursts), and proposes a future state model.
Which terms best characterize this study?
Key terms include Value Stream Mapping, Lead time, Kaizen bursts, Lean manufacturing, and Process optimization.
Why was the manufacturing of sheets at ThyssenKrupp chosen for this analysis?
Sheet production was identified as the most critical product segment regarding lead time, offering the most significant potential for waste reduction.
How does the "Future State Map" differ from the "Current State Map"?
The Future State Map incorporates the identified Kaizen bursts and process improvements to shorten lead times and balance inventory levels compared to the current state.
What was the quantifiable impact of the proposed improvements?
The implementation of the action plan aimed to reduce the lead time from 23 to 22 days and improve various cycle times by up to 20%.
- Quote paper
- Nils C. (Author), 2021, Value Stream Mapping. A Case Study of ThyssenKrupp, Munich, GRIN Verlag, https://www.grin.com/document/1019667
