Sustainable-value stream mapping to evaluate sustainability performance: case study in an Indonesian furniture company

Sri Hartini,Sriyanto Sriyanto,Udisubakti Ciptomulyono,Darminto Pudjotomo,Maria Anityasari,S. Ma’mun,M.R.A. Purnomo,H. Tamura

doi:10.1051/matecconf/201815401055

Sri Hartini, Sriyanto Sriyanto + Show 6 more

Open Access

https://doi.org/10.1051/matecconf/201815401055

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Abstract

Lean manufacturing tools do not consider environmental and societal benefits. The conventional value stream mapping (VSM) methodology examines the economics of a manufacturing line, most of which are in regards to time (cycle time, lead time, change-out time, etc.). Incorporating the capability to capture environmental and societal performance visually through VSMs will increase its usefulness as a tool that can be used to assess manufacturing operations from a sustainability perspective. A number of studies have addressed the extension of VSM to incorporate additional criteria. A vast majority of these efforts have focused on adding energy-related metrics to VSMs, while several other studies refer to ‘sustainable’ VSM by including environmental performance in conventional VSMs. This research has developed a method for VSM integrated with environment metric and social metric for ensuring sustainable manufacture. The proposed technique is capable of visualizing and evaluating manufacturing process performance from sustainability view point. The capability of proposed technique has been tested by an application study on furniture company. The study provides insights to practitioners to visualize process performance in economic, environment and social metric.

Highlights

The concept of Lean Manufacturing (LM) was pioneered by a Japanese automotive company, Toyota, during 1950’s which was famously known as Toyota Production System (TPS)
This study developed sustainable-value stream mapping (VSM) for furniture company with the specific metrics and relevant with production process of furniture company
Waste treatment is not incorporated in VSM because reuse of wood waste is commonly done in furniture companies

Summary

Introduction

The concept of Lean Manufacturing (LM) was pioneered by a Japanese automotive company, Toyota, during 1950’s which was famously known as Toyota Production System (TPS). The primary goal of TPS was to reduce the cost and to improve productivity by eliminating wastes or non-value added activities [1,2]. Manufacturing firms operating in the rapidly changing and highly competitive market of the past two decades have embraced the principles of lean thinking. In doing so, they are reorganized into cells and value streams to improve the quality, flexibility, and customer response time of their manufacturing processes [3]. Traditional lean manufacturing tools do not take into account for environmental and societal benefits [11]

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