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operation time. The usual time to complete this operation is about 7 hours and now with the new amended changes its only takes 2 hours to complete the entire operation.

4.11 Pull System

There is no consistency in the number of completed products made from the cell, as much of the process in the newly formed cell takes a lot of time than the standard time to complete the process. In order to make a consistent supply of products from the cell a pull system is implemented. All the problems in the cell which cause an inconsistent variation to meet the standard time is listed and the main cycle time reduction problems were solved.

Based on the working hours per day and the total available working time per week, and with the help of a new consistent target of products per week based on the market demand, the maximum time in the bottle neck process are fixed, and accordingly the cycle time is brought down in all the machines in the cell to meet the requirements.

As in the earlier case, before the cells are formed there is no proper control over the time limit to complete the work piece. This over a period of time with the uncertainties of a high mix low volume environment created a lot of confusions in the shop floor resulting in variations from the standard time. A pull system with visual controls which could fix a time limit for each and every operation in the cell could help in achieving the target on time. In general the operating hours of the day can be divided and a time frame is set for each variety of product and also for each type of material.

4.12 Value Stream Mapping

Value Stream Mapping (VSM) is a key component of transformation. Identifying the value stream is considered by Womack and Jones to be the important lean principle. The purpose of value stream mapping is to sort every action required to design, order, or make a specific product into three categories. (1) Those which actually creates value as perceived by the customer; (2) Those which create no value but are currently required by the system and cannot be eliminated yet; and (3) those actions which do not create value as perceived by the customer and can be eliminated.

4.12. 1 Overview

The VSM management tools create a system by which teams and management can choose the important value streams to focus improvement, identify the key improvements within those streams, schedule the work, and track, and review progress. The absence of this type of system would hinder fully realizing the benefits of value stream mapping. This is because all too often, daily production issues would take priority over the longer - term value stream improvements. The VSM management system attempts to create an agreement and framework between the value stream teams and management that the improvements are of the same importance as daily activities. It does this through a set of tools.

Opportunities are identified, quantified and prioritized,

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