Current State Map Research Articles

Using fuzzy cost–time profile for effective implementation of lean programmes; SAIPA automotive manufacturer, case study

Today, many manufacturing companies have turned their attention to leanness. The first step in implementation of lean manufacturing is identification of wastes and values in the production processes where value stream mapping (VSM) by using the current state map (CSM) and future state map (FSM) is one of the best tools in this area. While VSM has many benefits, there are some limitations that can be considered when considering the time as the only factor in choosing the best FSM among some proposed FSMs. This paper emphasises the effective use of VSM relying on the removal of some of the common constraints in the subject literature, and cost is considered as another major selection factor along with the time, and for each FSM, the new fuzzy approach of cost–time profile (CTP) has been considered and compared. Also, among the other limitations of VSM is considering deterministic data and regardless of the effect of uncertainty in production processes, which in this study, the data of FSM, using fuzzy analysis and taking into account uncertainty is provided. Finally, in order to explain the effectiveness of the presented method, this approach has been implemented in one of the largest automobile manufacturers in Iran.

Kaizen Selection for Continuous Improvement through VSM-Fuzzy-TOPSIS in Small-Scale Enterprises: An Indian Case Study

In the era of cut throat competitive market, Indian industries are under tremendous pressure to continuously reduce the cost and improve product quality. The main objective of this research paper is to provide a road map for investigating the opportunities to reduce cost and improve productivity and quality in the existing production system through the application of Lean-Kaizen concept using value stream mapping (VSM) tool at shop floor of an Indian Small-Scale Enterprise (SSE). On the basis of collected data from the selected industry, a current state map was made. After analysis, the current state map was modified to develop a future state map. By comparing current and future state map, the gap areas were identified and takt time (TT) was calculated considering actual market demand. To overcome the gap between current state map and future state map and to synchronize cycle time of each station with talk time, Kaizen event (KE) was proposed. Fuzzy technology for order preference by similarity to ideal solution (TOPSIS) was applied to prioritize and select the appropriate KE for optimized performance level. After analysis of data obtained after application of the Lean-Kaizen concept, the final improvements in terms of improved productivity (57.15%) and reduced lead time (69.47%), reduced cost (65.61%), and station cycle time (75.25%) were recorded. Through the case study drawn from realistic situations of the industry, the authors highlight that implementation of Lean-Kaizen using VSM and fuzzy TOPSIS provides improvement opportunities across the organization. The findings can inspire the SSEs to adopt the Lean-Kaizen concept for optimizing continuous improvement opportunities in their production industry. This study offers the researchers and practitioners a good example for understanding, selecting, and performing KE program. They can even attain more improvement in various areas by establishing or improving these KE programs.

Improving Quality Control Process Through Value Stream Mapping

PT. AEMI is one of the growing electronic component manufacturing company. By this time, Kaizen project has been run and managed to become a culture in PT AEMI. However, the project has not integrated, comprehensive and not yet has a long-term goals. Implementation of value stream mapping (VSM) in PT AEMI is expected to make Kaizen projects more focused and to produce increasing of the maximum efficiency. In addition, VSM Kaizen is believed to make the those programs more integrated, effective and comprehensive. This study aims to: (1) create a current state mapping in the Department of Quality Control PT. AEMI, (2) identify wastes in the Department of Quality Control PT.AEMI, (3) create a future state mapping at the Department of Quality Control PT. AEMI, (4) make a plan of improvement and analyzing the application. Stages of the study were as follows: (1) identification of work processes, (2) collect and analysis of work process time, (3) analysis of the current state mapping, (4) calculate of lead time and process time, (5) analysis of value added and non value-added activities, (6) analysis of wastes, (7) make a plan of future state mapping, (8) improvement design (improvement planning), (9) implementation of improvement, (10) analysis of the implementation of improvements. The results of this study are: 1) current state mapping at QC Department shows that the total lead time of 848 minutes where there is non-value added activity of 778 minutes. 2) identify waste on the handling process where the product movement from assembly to QC for 2 minutes, movement transactions from assembly to QC for 479 minutes and the waiting time at inspection area for 727 minutes. 3) future state mapping at QC Department shows that the total lead time of 516.5 minutes where there is non-value added activity of 446.5 minutes. 4) the improvement to do is to change the lay out where final inspection is moved from QC to manufacturing so as to result in reduce of non-value added activity by 46%.

Process improvement through Lean-Kaizen using value stream map: a case study in India

Lean-Kaizen is composed of two words lean and Kaizen; lean means elimination of non-value added activities (waste) and Kaizen means continuous improvement. Hence, Lean-Kaizen means continuous elimination of wastes through small-small improvements. This paper presents implementation of Lean-Kaizen concept in a small- and medium-scale enterprise (SME) at a non-capital region in India. The existing situation of the shop floor of selected SME was recorded, and current state map was prepared. The takt time was calculated, and bottlenecks were identified. Finally, a future state map was developed and gap areas were identified that served as a guide for determining the future lean activities. The “5-why” method was employed for identifying root causes in order to bridge the identified gap, and Kaizen events were proposed as solutions. In this study, two Kaizen events were proposed. In the first Kaizen event, the poka-yoke technique was used to control the variation caused by the slide of cylindrical grinding machine which eliminated wheel touch mark problem on the selected product. In the second Kaizen event, the brainstorming technique was applied to clamp the workpiece on the serration side rather than the slot side which eliminated the roughness on outer diameter. After the implementation of Kaizen events, reduced inventory level, reduced lead time and reduced cycle time, rework elimination, improved productivity, and improved product quality were achieved. It is concluded that Lean-Kaizen is an effective and reliable improvement technique which helps to tackle all types of inefficiencies hidden in the organizations.

Design of preventive maintenance system using the reliability engineering and maintenance value stream mapping methods in PT. XYZ

PT. XYZ is a company owned by non-governmental organizations engaged in the field of production of rubber processing becoming crumb rubber. Part of the production is supported by some of machines and interacting equipment to achieve optimal productivity. Types of the machine that are used in the production process are Conveyor Breaker, Breaker, Rolling Pin, Hammer Mill, Mill Roll, Conveyor, Shredder Crumb, and Dryer. Maintenance system in PT. XYZ is corrective maintenance i.e. repairing or replacing the engine components after the crash on the machine. Replacement of engine components on corrective maintenance causes the machine to stop operating during the production process is in progress. The result is in the loss of production time due to the operator must replace the damaged engine components. The loss of production time can impact on the production targets which were not reached and lead to high loss costs. The cost for all components is Rp. 4.088.514.505. This cost is really high just for maintaining a Mill Roll Machine. Therefore PT. XYZ is needed to do preventive maintenance i.e. scheduling engine components and improving maintenance efficiency. The used methods are Reliability Engineering and Maintenance Value Stream Mapping (MVSM). The needed data in this research are the interval of time damage to engine components, opportunity cost, labor cost, component cost, corrective repair time, preventive repair time, Mean Time To Opportunity (MTTO), Mean Time To Repair (MTTR), and Mean Time To Yield (MTTY). In this research, the critical components of Mill Roll machine are Spier, Bushing, Bearing, Coupling and Roll. Determination of damage distribution, reliability, MTTF, cost of failure, cost of preventive, current state map, and future state map are done so that the replacement time for each critical component with the lowest maintenance cost and preparation of Standard Operation Procedure (SOP) are developed. For the critical component that has been determined, the Spier component replacement time interval is 228 days with a reliability value of 0,503171, Bushing component is 240 days with reliability value of 0.36861, Bearing component is 202 days with reliability value of 0,503058, Coupling component is 247 days with reliability value of 0,50108 and Roll component is 301 days with reliability value of 0,373525. The results show that the cost decreases from Rp 300,688,114 to Rp 244,384,371 obtained from corrective maintenance to preventive maintenance. While maintenance efficiency increases with the application of preventive maintenance i.e. for Spier component from 54,0540541% to 74,07407%, Bushing component from 52,3809524% to 68,75%, Bearing component from 40% to 52,63158%, Coupling component from 60.9756098% to 71.42857%, and Roll components from 64.516129% to 74.7663551%.

Lean manufacturing concepts in wet grinder assembly line through value state mapping

The current focus of modern manufacturing is to convert the raw material to the finished goods with zero wastage and at least-cost. Lean manufacturing approach is considered as a successful strategy that minimises the non-value added activities (waste). Value stream mapping (VSM) is one of the tools in lean manufacturing to understand the value added and non-value added activities in the entire system. Such approach has not been explicitly practiced in wet grinder manufacturing system. An attempt has been made in this paper to systematically evaluate current state mapping (CSM) and implement future state mapping (FSM) in a wet grinder manufacturing system. CSM describes the present VSM and other activities that influence it. CSM has been developed by careful observation of cycle time, change over time and non-value added activities. The objective of this study is to minimise the non-value added activities and achieve the required TAKT time. The FSM is arrived by incorporating various improvements in the assembly line.

Lean manufacturing concepts in wet grinder assembly line through value state mapping

The current focus of modern manufacturing is to convert the raw material to the finished goods with zero wastage and at least-cost. Lean manufacturing approach is considered as a successful strategy that minimises the non-value added activities (waste). Value stream mapping (VSM) is one of the tools in lean manufacturing to understand the value added and non-value added activities in the entire system. Such approach has not been explicitly practiced in wet grinder manufacturing system. An attempt has been made in this paper to systematically evaluate current state mapping (CSM) and implement future state mapping (FSM) in a wet grinder manufacturing system. CSM describes the present VSM and other activities that influence it. CSM has been developed by careful observation of cycle time, change over time and non-value added activities. The objective of this study is to minimise the non-value added activities and achieve the required TAKT time. The FSM is arrived by incorporating various improvements in the assembly line.

Cost reduction by value stream mapping using Lean-Kaizen concept: a case study

Small and medium scale enterprises (SMEs) are under consistent pressure for improving the product quality in order to meet the customer requirements. The present case demonstrates the application of Lean-Kaizen concept using value stream mapping (VSM) for eliminating waste. Based on data collected from Shaft Swing Arm, current and future state maps have been constructed. The high rejection rate and increased lubrication oil consumption are identified as waste. Two Kaizen events; first, the high rejection rate is fixed by modifying the existing process route and second, the high consumption of lubrication oil is controlled by installing the new pipeline in the machine, have been proposed as solutions. A significant cost reduction of 7.50 lacs INR per year is recorded. Lean-Kaizen using VSM is found an effective technique to reduce the cost. The methodology will be beneficial for the managers and researchers to tackle various inefficiencies in the SMEs.

Materials and Information Flow Analysis and Optimization of Manufacturing Processes in MSMEs by the Application of Value Stream Mapping (VSM) Technique

Value stream is a set of all the specified actions of process (s) for product (s) which are required to convert the raw material into finished product and all the steps through which material has to travel from stage of raw material to become finished goods. After initial research, the group of small enterprises was selected and work was started on them. It is out of which two of them are of same product family and another two produce different types of product. An E-draw software version 6.5.3 consulted by EdrawSoft consultancy, Sheung Wan, HongKong is used for constructing the current and future state maps. After applying VSM on these industries, it is resulted out that abrupt changes are expected in terms of productivity improvement if proposed future state are implemented. There will be the increase in production as 42% in Swan Mechanical Works, 36.46% for Kotla Auto Parts, and 35.37% increase is expected in B.S. Spray Painting Works. Another remarkable change as productivity improvement have been found in unnecessary movements in terms of distance travelled by material for Swan Mechanical Works is reduced by 80.97%, 63.73% decrease is estimated in Kotla Carton Box, and for B.S. Spray Painting Works and Kotla Auto Parts, it is 44.18% and 50% respectively. In this regard, research work concludes that value stream mapping can be saviour of Indian MSMEs.

Design and evaluation of a Lean Manufacturing framework using Value Stream Mapping (VSM) for a plastic bag manufacturing unit

The paper principally aims to implement the emerging trend of making an organization 'lean', in a small scale industry. A Lean manufacturing framework is developed using value stream mapping for a plastic bags manufacturing unit. It consists of mapping the current process of the industry and evaluating the same to identify wastes and bottleneck processes. Based on the 7 wastes of lean manufacturing, solutions are suggested to remove the wastes identified. A future state map based on suggested solutions is created. Both current and future state map are simulated and analysed for different attributes such as TAKT times, production lead times, processing time to evaluate the overall gain achieved by using value stream mapping. Simulation results predicted a reduction in TAKT time from 46 minutes to 26.6 minutes. Number of rolls made per day increased from 28 to 50. Implementation of lean manufacturing framework increased the value added time by 74.5%. Simulation results indicate that framework maybe applicable to various other small scale industries.

Current state mapping of the supply chain in engineering procurement construction (EPC) project: a case study

Engineering Procurement Construction (EPC) is a construction model that integrated the work between engineering, procurement, and construction. The EPC project is usually applied in petroleum work. One of the important aspects of success key in this project is the supply chain management (SCM). The high level of complexity of work as well as the integration of the construction phase needs to be mapped how the supply chain in this project. This paper used Value Stream Mapping (VSM) method to explain the procurement processes for easier understanding and problem identification. It is illustrated in the procurement process behaviour within a specific period from the total production time. This paper describes a case study performed on EPC 1 Banyu Urip Project. VSM presented real-time data to deliver the processes, material, and any other constraint relevant to the procurement process on EPC projects. Based on a case study on pipe material, the procurement process from upstream to downstream took 21 weeks. It was a waste of time to look for solutions. The recommended solutions use the local vendors, involve suppliers early and provide input into engineering designs, and good communication between supply chain participants.

Evaluation of Value Stream Mapping Application in Pasta Manufacturing: A Case Study of Golden Pasta Company, Lagos

Over the years manufacturing industries faced persistent increase in global competition to the extent that most industries find it difficult to make profits. This unfavorable trend in global competition coupled with high costs of production were responsible for the new trend in business. In order to survive in today’s fiercely competitive market, and remain profitable while producing at a lower cost, many manufacturing outfits started thinking on the best way to eliminates wastes through the lean methodology. This work evaluated the application of lean approach of wastes elimination through the application of Value Stream Mapping (VSM) techniques. The manufacturing operations of Fava Long Goods 3 (FLG3) production line of Golden Pasta Company (GPC) was carefully understudied. Data collected from the company’s Enterprise Resource Planning system (ERP) and shop floor including feedback from the customers were analysed and evaluated. The results of the evaluation of these data were used to derive the Value Stream Mapping parameters for the developing the current state map and exposure of pasta manufacturing activities that accumulated to wastes generation. A Kaizen Blitz, a lean improvement workshop was held at the workplace where improvement suggestions were made towards the elimination of the wastes. The improvement suggestions were approved and implemented using a series of Value Stream Mapping techniques such as 5S, Kanban pull system, Supermarket pull system, Single Minute Exchange of Die (SMED), Kaizen idea sheet, Lean implementation tracking sheet and root-cause analysis to remove all the identified wastes. The results of the lean implementation showed that Production Lead Time (PLT) was massively reduced from 34.4 hours to 5.04 hours with a 85.3% waste reduction. A practical approach of implementing the value stream mapping, using Microsoft Visio 2016 software was suggested. An actual cost savings of N158, 515,200 was realised after third quarter (nine months) of lean implementation between September 2016 and June 2017. This was revealed in the Financial Statements of Accounts approved by the General Manager/Director of the Golden Pasta Company.

Proposal the application of DMAIC tools and value stream mapping under the perspective of the lean philosophy for process improvement: a case study

After a recent merger, the in vitro diagnostic equipment trade company in Brazil, study object, faces difficulties for its logistics flow. The work proposes the application of the DMAIC tools, contained in the context of the six sigma, and Value Stream Mapping (VSM) under the lean philosophy perspective in order to identify the focus of waste that can be improved, corroborating with lean thinking. Unlike the common application of VSM, used in manufacturing processes, this study has its application in a service chain. From the Methodology point of view, the case study uses a qualitative approach, having as strategy the bibliographics with a descriptive and explanatory objective. Additionally, it is delineated based on the DMAIC cycle to establish the industrial overview and method of conducting the process study, and consequently, the influence on the management by the guidelines and their impact on the management of the work routine. Thus, the VSM application is presented to control the flow of distributed inventory parts with the current and future process state maps. Finally, the analyzes show the results obtained with the reduction of the waste, from the centralization of the company's inventory.

Value Stream Mapping as Lean Production tool to improve the production process organization – case study in packaging manufacturing

Abstract In the paper, the method of the production process improvement with the use of lean production tools has been presented. The Value Stream Mapping (VSM) for the cardboard packaging production process has been presented. On the basis of the current state map (CSM), areas for improvement have been designated – 5 organizational changes of the process were marked out. To minimize the three basic losses excessive storage, unnecessary movement and delays, the changes were introduced in the method of inter-operative transport, supervision of the storage condition (input and output of the process), control at the processing operation and the use of a production loop. As a result of the changes, it is possible to shorten the process time, shorten the total time of operations adding value and reduce the number of non-compliant products.

Pathway Granularity and solutions to Barriers to Sepsis diagnosis and treatment on a Surgical Ward

Background: “Sepsis is a life threatening condition that arises when the body’s response to an infection injures its own tissues and organs. Sepsis leads to shock, multiple organ failure and death especially if not recognised early and treated promptly. Sepsis remains the primary cause of death from infection despite advances in modern medicine, including vaccines, antibiotics and acute care. Millions of people die of sepsis every year worldwide.” ( Merinoff Symposium - Czura, 2011) Staff on this busy 35 bedded surgical ward acknowledged that they had concerns with patients deteriorating due to sepsis and the processes around the current management of this cohort of patients. The staff on this ward recognized that the number of patients deteriorating needing escalation of care that were managed at ward level due to lack of intensive care bed capacity had increased. Methods: We commenced with a baseline audit of 8 patient charts from November 2015 which identified that the response time by a doctor once contacted by ward staff to review a patient deteriorating from sepsis was 53 minutes. Other methods we used during our project were brainstorming workshops, process mapping of current state and open discussion around what could benefit patient outcomes. Using the model for improvement Plan, Do Study, Act (PDSA), the ideas identified were tested to identify workable solutions that would promote and change the culture around sepsis management. Our project consisted of a three tiered intervention: Education sessions for multidisciplinary staff Introduction of a dedicated trolley for sepsis management Process pathway improvement for biochemistry samples This involved multiple PDSA cycles within each of the above areas. Results: After a five month intervention period working with the team a further 25 charts were audited. The results identified the doctor’s response time to review the patient had decreased from 53 minutes to 30.91 minutes. Discussion: Financial and business planning will hopefully allow us to expand this project across all surgical specialties. This model is transferable to other hospitals. Financial Implication: Currently in the acute hospital setting there is a bed capacity crisis with an increasing demand for Intensive Care / High dependency beds. The national average length of stay for patients with severe sepsis is 26 days. The hospital cost per 24 hours for a bed on ward X is €1316 and an Intensive Care Bed is €1722. The daily demands from waiting lists, patient flow and budget constraints optimizing patient centered care and outcomes is vital. Conclusions: Our project has proved successful in improving the prompt management of the patient with sepsis. It has allowed interdisciplinary staff to come together with a common problem and agree a mutual goal. It has empowered staff to engage in their own quality improvement process, generate their ideas, and initiate tests of change to develop workable solutions.

THE PRE/PERI/POST-OPERATIVE PROVINCIAL PACEMAKER PROJECT (P6) - A QUALITY IMPROVEMENT INITIATIVE TO DRIVE HIGH QUALITY PACEMAKER CARE IN BRITISH COLUMBIA

Pacemakers (PM) are life-saving devices used to enhance care for patients with symptomatic bradycardia. Preliminary reports suggest regional variability throughout British Columbia (BC) with respect to implant rates, device types used, and the quality of care delivered. Cardiac Services BC (CSBC), in partnership with physician leaders, have embarked on a 3-year initiative to establish a coordinated service network to improve PM care throughout the province. Initial work included current state mapping of PM care using a patient pathway framework and an inaugural provincial meeting to discuss clinical outcomes following pacemaker implants. For each site, the following was compiled: process maps describing the flow of cardiac information, review of protocols and patient materials and identification of the skills, roles and comfort of intraoperative team members. The CSBC information system, Discharge Abstract Database, and BC Vital Statistics were used to analyze the outcomes of all BC residents aged >18 years who underwent a PM procedure between 2008 and 2014. Quality indicators evaluated at the provincial, site and operator level included: 30-day, 1-year and 2-year repeat procedure rate, 30-day all-cause hospital readmission, 30-day and 1-year mortality, and 30-day device-related complications. Variability existed among the 13 active PM centres with respect to referral management, intraoperative team, use of protocols and checklists, OR availability and procedure scheduling, and patient discharge education. 27,556 PM procedures were included in the outcomes analysis. The 30-day repeat procedure rate in BC was 2.5%, (sites range from 0.7% to 6.6%) and increased to 4.6% for BC at 1-year (range 1.8% to 10.4%). Kaplan-Meier analyses (4-year follow-up) revealed that the majority of repeat procedures occurred within the first 60-days of the procedure. After-hour procedures (18.2% of BC procedures) were associated with a 30% increased risk of requiring a repeat procedure. Overall, 74% of 30-day repeat procedures followed an initial implant and 86% of these were due to the lead. The 30-day BC complication rate was 6.0% (range 3.4% – 14.2%) and the 30-day BC mortality rate was 1.3% (0.7-2.1%). Variability is expected in a decentralized system with care models that serve different geographical regions. Our findings reveal the need for a provincial quality improvement initiative whose key targets are to include: device selection alignment with current guidelines, lead selection and implant technique, ongoing physician and staff training and collaboration, support for scheduling and operational logistics, patient education, and standardized data collection including patient reported complications.

Analysis of production flow process with lean manufacturing approach

This research was conducted on the company engaged in the production of Fast Moving Consumer Goods (FMCG). The production process in the company are still exists several activities that cause waste. Non value added activity (NVA) in the implementation is still widely found, so the cycle time generated to make the product will be longer. A form of improvement on the production line is by applying lean manufacturing method to identify waste along the value stream to find non value added activities. Non value added activity can be eliminated and reduced by utilizing value stream mapping and identifying it with activity mapping process. According to the results obtained that there are 26% of value-added activities and 74% non value added activity. The results obtained through the current state map of the production process of process lead time value of 678.11 minutes and processing time of 173.94 minutes. While the results obtained from the research proposal is the percentage of value added time of 41% of production process activities while non value added time of the production process of 59%. While the results obtained through the future state map of the production process of process lead time value of 426.69 minutes and processing time of 173.89 minutes.

Desain Lean Production Dengan Aspek Sustainability dan Logika Fuzzy pada Value Stream Analysis Tools

This article measures and identifies waste and designs alternatives to reduce waste in one SME in Yogyakarta, thus increasing efficiency. The lean manufacturing approach uses Value Stream Mapping that applies sustainability concepts. The research methodology used in this research is case study strategy. Based on the analysis of Current State Mapping there are many activities that are not important and should be reduced. The sustainability aspect in Gendhis Bag covers the environmental aspect with a 10% limit on skin waste and 15% for PVC waste. Energy consumption for production is 750 watts and labor cost is Rp 32,800 per unit. Safety operators have a very small accident rate, while the largest Physical Load Index score is in the cutting department. Future state VSM shows that NNVA and NVA time can be significantly reduced and lead time can be reduced, so production can increase 12 units per day.

WASTE ELIMINATION USING VALUE STREAM MAPPING AND VALSAT

Fierce competition encourages companies to make continuous improvements to achieve better working efficiency. One method to improve the working efficiency is using the concept of lean manufacturing. The efficiency of the existing work in PT. Rimba Kencana is still not good because there are many processes that are not uniform and because of that, production lead time is increased. By using value stream mapping and value stream analysis tools (VALSAT), the production processes in the company are mapped into the current state mapping and future state mapping. In the current state mapping, the total value of production lead time is 59.49 days and the value of process cycle efficiency (PCE) is 0.013%. After doing improvement on welding department, the total value of production lead time decreased to 48.22 days and the value of process cycle efficiency becomes 0.016%. Keywords: Efficiency, Value Stream Mapping, Value Stream Analysis Tools

Evaluating lean thinking using value stream mapping in manufacturing industry - a case study

Value stream mapping is an important lean manufacturing tool used to improve business in a competitive market by eliminating non-value adding activities or wastes from the value stream of a product and improving in providing in process operations. This paper aims to address the application of lean manufacturing using value stream mapping (VSM) concepts in a casting organisation. Using value stream concepts, both current and future states maps of the organisation's shop floor scenarios have been discussed. Results of investigation demonstrated the net reduction of 14.28% in value added time and net cycle time of operation is reduced from 12 minutes to 9 minutes. Current state map and future state map are compared and important benefits occurred after successful implementation of VSM has been discussed and it leads to profit of about 357000 rupees annually.