ABSTRACT

Hindustan Coca-Cola Beverages Pvt. Ltd. is Coca-Colas largest bottling partner in India and is
responsible for blowing of bottles and filling of various beverages. Changeover refers to the
activity of equipping a plant to undertake changes in pack size, MRPs and flavours. This
activity alone contributes to a major portion of the plants downtime (non-productive time). The
project is aimed at reducing the time by identifying and eliminating/reducing non-value adding
activities, with the help of Lean Manufacturing tool called Value-Stream Mapping. Lean
Manufacturing is all about eliminating the unwanted activities and makes the maximum use of
resources available for production which in turn increases the value, for which the customer is
willing to pay. As waste (MUDA) is eliminated quality improves while production time and
costs are reduced.
Our project is aimed to achieve this by the use of one of the tools of lean manufacturing called
Value Stream Mapping . The process of mapping the material and information flows of all
components and subassemblies in a value stream that includes manufacturing, suppliers and
distribution to the customer is called Value Stream Mapping.
With the use of this Value Stream Mapping the current problems being faced in the blower
section were identified. After various brain storming sessions, we arrived at the various
objectives of the project, being:
To reduce down time
To improve the communication between different departments and personnel
To implement the use of pneumatic tools
To implement SMED in the current process
This VSM can be used to analyze and design flow of information and materials throughout the
plant. A better understanding of the contributors to downtime and reduction in downtime due to
changeover is the expected result of this project.
Keywords: Changeover, down time, value stream map, brain storming, SMED, lean
implementation.

ACKNOWLEDGEMENT

Over the course of this project we have got to know a number of people, who have given us
valuable inputs and enriched our project experience.

Firstly we would like to thank our principal Dr A.N.N Murthy , Principal, DSCE.,
Bangalore , for granting us the permission to engage in this project.

We are deeply indebted to our guide at Hindustan Coca-Cola Beverages Pvt. Ltd. , Mr.
Loganathan N, Manager, Production Department, who has given valuable inputs, advice and
guidance. This project is a testament to his expertise and knowledge.
We would also like to thank our internal guide, Dr. S A Vasantha Kumara, Professor,
Department of IEM, DSCE whose priceless guidance and knowledge was essential in keeping
the project on the right track. Our H.O.D., Dr. H. Ramakrishna who has been a constant
guiding light throughout the duration of the project, imparting valuable insights at crucial
junctures.
Our heartfelt gratitude also goes out to all the employees of Production Department,
Hindustan Coca-Cola Beverages Pvt. Ltd., Bidadi and the lectures and professors of Dept. of
Industrial Engineering and Management, Dayananda Sagar College of Engineering, without
whose contribution and inputs we would not have been able to successfully complete this
project.
Last but not the least we would like to thank our parents. The success of this project is a
reflection of their in exhaustible patience, kindness and cooperation.