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Opsathena'25 - Round 2 - Case

TitanForge Manufacturing in Bengaluru is undertaking a Lean Challenge to improve efficiency in their production of brackets for a car company. A specialized team, guided by a Value Stream Mapping consultant, is tasked with creating an 'As-Is' map of their current production process, which involves sequential operations across the Body, Paint, and Assembly departments. Key considerations include identifying bottlenecks, improving product quality, reducing lead times, and aligning production speed with customer demand while adhering to Lean principles.

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Rochit Limje
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18 views3 pages

Opsathena'25 - Round 2 - Case

TitanForge Manufacturing in Bengaluru is undertaking a Lean Challenge to improve efficiency in their production of brackets for a car company. A specialized team, guided by a Value Stream Mapping consultant, is tasked with creating an 'As-Is' map of their current production process, which involves sequential operations across the Body, Paint, and Assembly departments. Key considerations include identifying bottlenecks, improving product quality, reducing lead times, and aligning production speed with customer demand while adhering to Lean principles.

Uploaded by

Rochit Limje
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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Opsathena’25 Round 2

The Lean Challenge at TitanForge Manufacturing

In the heart of Bengaluru’s industrial zone, TitanForge Manufacturing was a trusted partner for a leading car
company, supplying essential parts like brackets with nuts. But as production demands grew, the management
wanted to ensure every step of their process was as efficient as possible.

To achieve this, they formed a special team with experts from the Body, Paint, and Assembly departments. To
guide them, they brought in a Value Stream Mapping consultant. The team’s job was straightforward yet critical:
create a detailed "As-Is" map of the current production process. This map would capture how things flowed
through the factory, from raw materials to finished products.

Would this mapping exercise reveal new insights about their operations? The challenge was set, and the team
was ready to get started.

Necessary information:

Production Processes

• Production processes for product family of Brackets (with nuts) involve a sequential flow from Body Shop,
Paint Shop, Assembly

• The assembly line operates on Lean principles using a single piece flow

• One truck leaves the Stamping plant daily to OEM’s carrying 2000 parts

• Raw material in the form of rolls is purchased from well-established suppliers

Customer Requirements

• 2000 Stamped parts (Brackets with nuts) per day

Work Time

• 20 days in a month

• 2 shift operation in all the production departments (Eight hours per shift)

• Two 15 mins tea breaks and one 30 mins lunch break during an 8-hour shift

Production Control Department

• Receives 60 day forecast from the Automotive OEM’s and in turn issues a 4-week forecast to suppliers.

• Issues weekly build schedules to Assembly processes and daily shipping schedule to the shipping department.
The production sequence starts with body shop, followed by paint shop and end with Assembly shop

Body Shop

• Cycle time: 20 seconds

• Defectives: 10%

• Changeover time: negligible

• Machine Uptime : 85%

Paint Shop

• Cycle time: 25 seconds

• Defectives: 4%

• Changeover time: negligible

• Machine uptime: 95%

• Inventory waiting to be processed before department: 2000 units

Assembly

• Cycle time: 20 seconds

• Defectives: 10%

• Changeover time: negligible

• Machine Uptime: 95%

• Inventory waiting to be processed before department: 2000 units

Both Raw Material stores and the shipping departments carry 3 days’ worth of inventory, respectively.

At TitanForge, the operations team gathers around the table, determined to sharpen their manufacturing process.
The following questions guide their introspection:

What is our Takt Time? Are we aligning production speed with customer demand, or are we falling short?

Where are our bottlenecks? Which stages of our process are slowing us down, and why do these delays
persist?

How can we elevate our product quality, reduce lead times, and cut unnecessary costs? What immediate
and long-term improvements should we consider?

How can Lean principles in our current “As-Is” process help us minimize waste and reduce our carbon
footprint? Are we leveraging these principles effectively to meet sustainability goals?

What environmental impact do our inventory and storage practices have? How can we make them more
sustainable without compromising efficiency?

Are we tracking the right KPIs, like Net Effective Cycle Time, to measure and improve our performance?
Are there gaps in our monitoring?

Should we introduce buffer stocks between departments? Will this safeguard against overproduction and
starvation, or create inefficiencies?
As-is Layout for reference:

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