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An Approach to Improve the Process Cycle Efficiency and Reduce the Lead Time of a Mango Juice Processing Line by Using Lean Tools: a Case Study

Md. Monir Hossain
Assistant professor
Department of Food Engineering and Tea Technology, Shahjalal University of Science and Technology, Sylhet, Bangladesh.

M. Kamal Uddin
Professor
Institute of Appropriate Technology, Bangladesh University of Engineering and Technology, Dhaka, Bangladesh.

Abstract/ Executive Summary:

This study was a case analysis of the effective performance of lean tools adoption in a mango juice processing line-1 of X Food Industry in Bangladesh. This work addresses the implementation of lean tools in order to evaluate present Process Cycle Efficiency and lead time prior to developing an improved strategy to bring the improved PCE and to reduce the lead time. Value Steam Map and Pareto analysis were applied to evaluate the present and future state PCE and lead time. At the present state, the PCE was found 15.28% and after the implementation of lean tools, it would be 34.05% at a future state where lead time would also be reduced by 55.10%. The production flow was optimized by minimizing several non-value-added activities and time such as bottlenecking, machine breakdown, queue time, waiting time, material handling time, etc. Eventually, this case study will be useful in developing a more generic approach to design a lean environment in the management system of the studied X food industry.

Keywords: Lean Tools, Mango Juice, Value Stream Map, Process Cycle Efficiency, Lead Time

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Start Date:

End Date:

Program Area: Farm Mechanization

Commodity: Mango, Juice

Objectives:

This study was headstrong with some specific objectives which were-to identify, quantify and to reduce the non value added (NVD) activities and time towards the improved Process Cycle Efficiency (PCE) and therefore to reduce the lead time.

Methodology:

2 Industrial implementation of lean tools With the flow of time and iridescent aptitude of consumers, today’s manufacturing industries are undergoing more and more competition in local and global marketing systems to come up with the desired product or service within a limited period of time. Towards reducing the lead time, improving the PCE and ultimately gaining the economic benefit there are a number of pleasing pieces of evidence of successful lean tools implementation in the manufacturing world. Lean tools have been successfully applied in many manufacturing organizations such as General Electric, Boeing, DuPont, Kodak, Honeywell Texas Instruments, etc. Lean tools are also successfully applied in hospitals, pharmaceutical, housing and paper industry, and brought with alluring economic benefit by reducing long lead time and manufacturing waste. It was estimated that over the world by adopting lean tools in the pharmaceutical industry a cost could be saved up to $90 billion per year [6]. In 1999, it was evaluated that lean tools significantly brought the benefits of $20 billion to Motorola Inc. since 1986 that inspired many companies in various industrial sectors to adopt lean tools. In USA, it was reported that the food manufacturing industry has gained the benefit of $2 million per year by adopting lean tools [7]. This riveting economic benefit was the ultimate outcome of reduced NVD activities, lead time and improved PCE. It was shown a frozen fish industry would able to improve its PCE from 5.02% to 17.46% by adopting lean tools [8]. Like these promising studies the authors were provoked to conduct this study with the lean tools in a mango juice processing industry of Bangladesh prior to reduce the lead time and improving the PCE. 3.0 Observed process line A flow chart of mango juice processing line-1, is constructed as shown in fig. 1. In this study, the required ingredients for the finished mango juice were not the concerning matter rather than causes that were responsible for processing wastes and downtime. The delay in production due to different causes and downtime was quantified in terms of NVD time. 3.1 Value Stream Map (VSM) According to Rother and Shook [9] VSM is a lean manufacturing technique used to analyze and design the flow of materials and information required to bring a product or service to a consumer. The VSM is further described by Womack and Jones [4] in Lean Thinking as a tool to identify every action required to design, order, and make a specific product where the actions are sorted into three categories: (1) those that actually create value as perceived by the customer; (2) those which create no value but are currently required by the product development, order filing, or production systems; and (3) those actions which don’t create value as perceived by the customer and can be eliminated immediately. 3.2 Present state VSM of X mango juice process line-1 The present state VSM is constructed as shown in fig. 1. Throughout the present state VSM the whole processing system of mango juice is depicted with the flow of order, raw materials, labors, and other information. Table 1 outlines the VD and NVD time analysis for present state VSM. At present state VSM, it is revealed that the production of mango juice is controlled by production supervisor. The production starts by taking the order of production from the customers. In order to fulfill the customer demand the required raw materials were collected from the suppliers and stored in the raw materials inventory which was the first stage of mango juice processing that followed by syrup processing, homogenization & pasteurization, filing, cooling, labeling, wrapping and shipment of finished goods. It helps to know the cycle time (C/T), uptime (U/T), change over time (C/O) and batch size of the processing line. Cycle time is the required time to complete one manufacturing process in the value stream. The percentage of available time for machine work or processing of the desire product is known as the uptime. Change over time is the NVD time required to convert a setup from one product line to another product line. By observing the present state VSM, it can be known such as what number of labor is needed at different processing unit? How much VD and NVD time is present? Where & what kind of improvement should be done?.

Source of Information: International Journal of Scientific & Engineering Research, Volume 6, Issue 1, January-2015 1442 ISSN 2229-5518

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Achievement/Findings:

This study provides a case analysis of the improvement of a mango juice processing line by reducing the lead time and improving the PCE by means of lean tools. It focuses the renovation of operations by eliminating the NVD time and lead time and improving the PCE through VSM, Pareto analysis, 5S and JIT. In a nutcover, it is inferred that a set of lean tool is an effective way to identify and eliminate the manufacturing NVD activities and time.

Knowledge Management: Journal