Current State Map Research Articles

VALUE STREAM MAPPING: A CASE STUDY OF AUTOMOTIVE INDUSTRY

Nowadays in a competitive market, companies require small lead times, low costs and high customer serv ice levels. As such, companies pay more effort to reduce lead time. Valu e Stream Mapping (VSM) techniques are used in some big companies like Toyota. Value Stream Mapping (VSM) is the one of the lean m anufacturing tool. This paper addresses the impleme ntation of value stream mapping in automotive industry. Value Stream mappin g aim is identified waste in terms of non-value add ed activities. Current State Map is prepared to give details about the existing position and identify various problem areas. Future State Map is made to show the implementation action plan. A case study carried ou t in Lear Corporation Halol.

2409 An initiative to implement lean manufacturing usng value stream mapping in textile manufacturing company

This paper presents collaboration between a textile manufacturing company in Malaysia and Universiti Teknikal Malaysia Melaka. In this Company-University Collaboration (CUC), an engineering student was assigned with a task to implement value stream mapping (VSM) to support the implementation of Lean Manufacturing (LM) tool in the company. The task is targeted to be completed in six to nine months. In this paper, the development of current and future state map of the company is described. Identification of waste based on current state map is shown and improvement via future state map is elaborated. As a conclusion, the collaboration is proven to be feasible in supporting VSM implementation in the textile manufacturing company.

Implementation of Lean Service with Value Stream Mapping at Directorate Airworthiness and Aircraft Operation, Ministry of Transportation Republic of Indonesia

The purpose of this paper is to apply value stream mapping (VSM) for enabling leanness in Directorate Airworthiness and Aircraft Operation, Directorate General of Air Transportation, Ministry of Transportation Republic of Indonesia. A current state mapping is made to determine the activities that provide value-added and non-value-added activities or waste. Weaknesses in the current state process mapping will be analyzed and improved in the future state mapping to obtain a better flow, faster and more efficiently. The reduction of total lead time, makes total cycle time decrease significantly, i.e. 69%, or from 94.5 to 29.5 days, while the process time is constant, i.e. 18 days. Future state mapping can reduce lead time and increase cycle time efficiency. Current State Mapping shows weaknesses/waste and is non value added. Current state shows quite a high lead time value, so that cycle time efficiency is low. The efficiency value is 0.112 and after future state mapping becomes 0.70. Lean service research in government organizations has been the first time done in Indonesia.

Waste investigation on product development process using the lean and simulation approaches

The product development process (PDP) has become increasingly critical to the competitivity of enterprises due to the growing international market, the increasing variety and diversity of materials and the reduction of product lifetime. The present work has as its main goal to identify wastes within the PDP. The methodological approach used was the quali-quantitative, along with an exploratory outline and a taxonomy development model. Initially, a qualitative approach is used in this model, through a case study, in order to identify enterprise waste in the PDP. Secondly, a quantitative approach is then, performed through simulation in order to evaluate possible gains as result of these waste mitigations or eliminations. The analysis unit selected for this research was a multinational enterprise in Brazil. This enterprise develops holders used on test tables for wire harnesses, which has short, medium and long product development cycles. Results showed that Value Stream Mapping is an appropriate tool to building current and future state mapping used in identifying PDP wastes. Moreover, the simulation of mitigation or elimination of identified waste showed that the studied enterprise could obtain gains in the order of 12% the amount of developed hoders.

Implementing Standardized Best Practices for Reducing Diabetes Foot Ulcer Risk in a Large Academic Clinic

Foot ulcers are a common, often preventable complication of diabetes associated with burdens and costs. Recent reports indicate eastern Ontario has a disproportionately high incidence of lower extremity amputation and low foot examination rates. In response, the Ottawa Hospital made diabetes foot ulcer prevention a quality improvement priority. Using formal QI methods, foot ulcer risk assessment and stratification, referral processes and self management education were standardized and implemented at 15 weekly diabetes clinics attended by 11 endocrinologists, multiple rotating medical residents and 9 nurses over an 8-month period. The Registered Nurses Association of Ontario and Canadian Diabetes Association practice guidelines informed the process. QI strategies including chart audits, learning sessions, current and future state mapping, and stakeholder surveys, enabled an understanding of practice variations, user needs and concerns and environmental factors impacting care. Evidence-based clinical protocols, documents and resources were developed, tested and adjusted through a series of rapid change cycles. Performance expectations and targets were developed and shared across disciplines. Progress was measured weekly and communicated regularly. Significant improvements were achieved. More than 90% of newly referred patients receive a standardized, 5-item foot exam and risk assessment with over 30% presenting as “higher” risk for ulcers. Patients are informed of their risk factors, education is provided, referrals made for modifiable risk and charts flagged for follow up. Patients and practitioners are highly satisfied with the practice changes. We have demonstrated that even in busy, complex environments, practice can be standardized and change sustained using QI methods.

Development of value stream map for achieving leanness in a manufacturing organization

PurposeThis paper aims to explore the practical feasibility of deploying value stream mapping (VSM) for enabling lean manufacturing.Design/methodology/approachThe literature on lean manufacturing and VSM has been reviewed. VSM has been selected as a technique for solving the problem existing in the case organization. The current state map has been developed after making necessary observations and calculations. Then various improvement proposals have been identified and the future state map has been developed. The simulation approach has been used for validating performance improvements. The practicality of the approach has been validated.FindingsTwo kinds of validation are being conducted in the case organization using questionnaire based approach. In the first stage, the practical receptivity of deploying the proposals has been gathered from the executives. In the second stage, statistical validation has been performed.Research limitations/implicationsVSM has been applied for solving the problem in the case organisation. But the organisation has implemented world class strategies such as ISO quality management system and total quality management. Hence, the experiences gained by the conduct of this implementation study are feasible and deployable in similar organisations.Practical implicationsIn order to acquire lean characteristics, modern organisations are focussed on the implementation of various lean tools/techniques. The results of the implementation study indicated significant improvement in lean characteristics.Originality/valueThe implementation study reported in this article is an original contribution of the authors which has been conducted in a typical industrial scenario. By the virtue of its research background and practical compatibility, the implementation study is considered to be highly valuable.

Warehouse management with lean and RFID application: a case study

This research presents the integration of lean production and radiofrequency identification (RFID) technology to improve the efficiency and effectiveness of warehouse management. More than ten million parts belonging to around 10,000 types in a distribution center were involved in this study. There are more than 10,000 storage and retrieval operations for hundreds of part types on a daily basis. Value stream mapping was used to draw current state mapping and future state mapping (with lean management and RFID) with material flow, information flow, and time flow. Preliminary experiments showed that the average reading rate of electric forklift and hydraulic cart are 99.3 and 99.1 % by fixed ultra-high frequency RFID readers with antenna installed at the receiving/shipping dock and passive tags mounted on box/pallet. The processing time of data transmitting to warehouse management system at receiving and shipping docks was reduced by 99 and 89 %, respectively. The total operation time from current stage to future stage with only lean can be saved by 79 %. With further integration of RFID to lean, the total operation time can be saved by 87 %. Moreover, performance on saving total operation time can be enhanced to 91 % with cross-docking. The benefit of using RFID in the warehouse management is realized and promoted.

Extension of the Value Stream Mapping Approach to the Comprehensive Design of a Lean Sheet Metal Manufacturing System: An Industrial Case Study

This paper reports the practical experiences made with extending the Value Stream Mapping (VSM) approach to the comprehensive design of a lean manufacturing system for the series production of sheet metal cable tray systems. The use of VSM for analyzing the production of repetitive units has proven to be successful in different industries. It is based on a classification of all products into product families and creates one current and future state map for each product family. This approach and the related guidelines for future state optimization are very helpful but not sufficient for a comprehensive manufacturing system (re) design, because the relation between product families value streams, the overall material flow optimization, as well as the segmentation and layout of factory remains unclear. Thus, the purpose of this paper is to develop a design procedure based on the investigation of an industrial case that allows the integrated optimization of the single value streams, their compilation in material-flow optimized production segments, and finally the (re) design of production logistics and factory layout. The findings of this research are limited due to the focused nature of a case study based research. However, the obtained results encourage assuming its transferability to similar problems.

Fuzzy value stream mapping in multiple production streams: A case study in a parts manufacturing company

Today, many manufacturing companies all around the world are moving forward to be lean, which implies to adapt lean principles to their environment and culture. In their journey, they use tools and techniques to implement lean principles. One of the most promising techniques is value stream mapping, which first portrays the current state as the current state map, then proposes scenarios to improve it as a future state map. Despite having much strength, value stream mapping also possesses two main weaknesses; first, it is effective only in linear production systems, and second, it is not able to consider the variability of the data. In the current research, these two issues are addressed. The proposed method applies fuzzy set theory to mapping the value stream in order to incorporate the variability of data. In addition, the proposed method considers data variability to determine the critical path and map the current state map and to choose the best Future State Map (FSM) between existing FSMs. Finally, for the sake of model validity, the proposed method is implemented on the real case of a parts manufacturing company in Iran.

Applying Value Stream Mapping Technique for Production Improvement in a Manufacturing Company: A Case Study

The purpose of this paper is to explain how value stream mapping (VSM) is helpful in lean implementation and to develop the road map to tackle improvement areas to bridge the gap between the existing state and the proposed state of a manufacturing firm. Through this case study, the existing stage of manufacturing is mapped with the help of VSM process symbols and the biggest improvement areas like excessive TAKT time, production, and lead time are identified. Some modifications in current state map are suggested and with these modifications future state map is prepared. Further TAKT time is calculated to set the pace of production processes. This paper compares the current state and future state of a manufacturing firm and witnessed 20 % reduction in TAKT time, 22.5 % reduction in processing time, 4.8 % reduction in lead time, 20 % improvement in production, 9 % improvement in machine utilization, 7 % improvement in man power utilization, objective improvement in workers skill level, and no change in the product and semi finished product inventory level. The findings are limited due to the focused nature of the case study. This case study shows that VSM is a powerful tool for lean implementation and allows the industry to understand and continuously improve towards lean manufacturing.

Supply chain management with lean production and RFID application: A case study

► This research applies lean production and RFID technology to a supply chain. ► Value stream mapping is used to draw current and future state mapping. ► Total operation time can be saved by 81% using lean production and RFID. ► The return-on-investment is 2.6 indicating a worthwhile investment of lean and RFID. This study applies lean production and radio frequency identification (RFID) technologies to improve the efficiency and effectiveness of supply chain management. In this study, a three-tier spare parts supply chain with inefficient transportation, storage and retrieval operations is investigated. Value Stream Mapping (VSM) is used to draw current state mapping and future state mapping (with lean production and RFID) with material, information, and time flows. Preliminary experiments showed that the total operation time can be saved by 81% from current stage to future stage with the integration of RFID and lean. Moreover, the saving in total operation time can be enhanced to 89% with cross docking. In addition, utilizing RFID technology, the cost of labors can be significantly reduced while maintaining current service capacity at the members in the studied supply chain. Return-on-investment (ROI) analysis shows that the proposed method is both effective and feasible.

The Customer Relationship Management in Terms of Business Practice in Slovakia

Abstract The aim of the article is to present the results of the research on focus on the customer in relation to the use of customer relationship management in selected business subjects in Slovakia. The main goal of the research is the mapping of current state to ensure the principle of customer orientation and utilizing of CRM in organizations and industrial enterprises in Slovakia. This is the mapping of the current situation of that problem in practical conditions and determines potential opportunities for improvement.

Management of Acute Hypertensive Response in Patients with Intracerebral Hemorrhage

Spontaneous intracerebral hemorrhage (ICH) is intra-parenchymal bleeding that may lead to localized hematoma formation. The hematoma can enlarge over a period of time, and directly contribute to neurological deterioration and death. Several studies have shown a relationship between acute hypertensive response and poor prognosis among patients with ICH; however, it is somewhat unclear whether hematomal expansion, is a cause or a result of elevated blood pressure (BP). Current AHA guidelines state MAP should be maintained <130 mmHg and systolic blood pressure (SBP) <180 mmHg. Two major clinical trials demonstrating tolerability and safety of aggressive BP management to BP <140 mmHg in the acute phase of ICH were the ATACH (2004-2008) and INTERACT (2005-2007) trials. ATACH II and INTERACT 2 trials are currently being conducted to demonstrate the efficacy of SBP reduction as the next step to the ATACH and INTERACT pilot trials.

Increasing Productivity by Reducing Manufacturing Lead Time through Value Stream Mapping

To survive in today’s competitive business world, companies require small lead times, low costs and high customer service levels. As such, companies pay more effort to reduce their manufacturing lead times. Value stream mapping (VSM) technique has been used on a broad scale in big companies such as Toyota and Boeing. This paper considers the implementation of value stream mapping technique in manufacturing helical springs by railway spring manufacturing company. It focuses on product family, current state map improvements and the future state map. The aim is to identify waste in the form of non value added activities &amp; processes and then removing them to improve the performance of the company. Current state map is prepared to describe the existing position and various problem areas.. Future state map is prepared to show the proposed improvement action plans. The achievements of value stream implementation are reduction in lead time, cycle time and inventory level. It was found that even a small company can make significant improvements by adopting VSM technology. It was concluded that if we adopt the VSM technique the company could reduce the manufacturing lead time from 36.86 days to 34.06 days.

Production Flow Analysis through Value Stream Mapping: A Lean Manufacturing Process Case Study

Click ‘Lean” approach has been applied more than frequent in many manufacturing management floors over these few decades. Started in the automotive industry, sequential improvement initiatives were implemented to enhance the manufacturing practice changes. The team described a case where Lean Production (LP) principles were adapted for the process sector of an automotive part manufacturing plant. Value Stream Mapping (VSM) is one of the key lean tools used to identify the opportunities for various lean techniques. The contrast of the before and after the LP initiatives in determine managers potential benefits such as reduced production lead-time and lower work-in-process inventory. As VSM involves in all of the process steps, both value added and non-value added, are analyzed and using VSM as a visual tool to help see the hidden waste and sources of waste. A Current State Map is drawn to document how things actually operated on the production floor. Then, a Future State Map is developed to design a lean process flow through the elimination of the root causes of waste and through process improvements. An Implementation Plan then outline details of the steps needed to support the LP objectives. This paper demonstrates the VSM techniques and discusses the application in an LP initiative on a product (Front disc, D45T) case study.

Application of value stream mapping using simulation to decrease production lead time: a Malaysian manufacturing case

Lean concept has been applied across many companies which offer value and eliminate wastes. Value stream map (VSM) as one of the fundamental tools in lean concept outlines the material and information flows for a product family to reduce wastes at discrete event production routine. In this paper, the improvement of the production lead time using VSM as a technique in a Malaysian supplier, with a job shop production system, is investigated. The main contribution of this paper is reducing production lead time when the Takt Time is much higher than the highest station's cycle time, and reducing unplanned released orders. This paper evaluates the present routing events using current state map and the future state is created answering the eight standard questions. Then, a detailed simulation model was developed to verify the result from future state map and answering the questions that are unable to be addressed by VSM.

Productivity Improvement with Lean Production in Glove Manufacturing Industry

The study illustrates the application of lean production in a glove manufacturing company in south China. Glove manufacturing has the following production steps, cutting, sewing, pruning, checking, ironing, and packing. With the strong support from the company’s top management and the cooperation with a lean consulting company, the alignment on lean production at different level of management and operators is reached. Value Stream Mapping is used to develop current state mapping showing as-is model. Future state mapping with to-be model is planned through the re-thinking and re-design from “zero”. Significant improvement in lead time reduction and productivity increase are achieved in pilot lean lines. Expansion of the best-practice at lean lines to the other production lines is in progress.

Logistics Efficiency Improvement with Lean Management and RFID Application

This study illustrates the application of lean management and Radio Frequency Identification (RFID) technology to improve the logistics efficiency in a distribution center. The distribution center stores more than ten million parts belonging to about ten thousand types. There are more than ten thousand storage and retrieval operations for hundreds of part types on a daily basis. Value stream mapping was used to draw current state mapping with material flow, information flow, and time flow. Based on the concept of business process reengineering, future state mapping with RFID application was developed. Preliminary experiments showed that 100% read rate was achieved with a fixed RFID reader and an antenna installed at a garage door and Ultra-High Frequency passive tags mounted on each pallet. The benefit using RFID in the distribution center is analyzed (e.g., with a saving of cycle time and process time by 24% and 22%, respectively) and promoted.

Application of value stream mapping in an Indian camshaft manufacturing organisation

Purpose – The purpose of this paper is to apply value stream mapping (VSM) for enabling leanness in an Indian camshaft manufacturing organisation.Design/methodology/approach – Literature on lean manufacturing and VSM has been performed. A suitable organisation has been identified for conducting the case study. The current state map has been developed after making necessary observations and calculations. Then various improvement proposals have been identified and the future state map has been developed.Findings – The industrial impact as a result of implementing the proposals has been determined. The improvement in leanness parameters has been found.Research limitations/implications – The implementation study has been conducted in only one organisation. But the organisation has implemented world‐class strategies such as ISO quality management system. Hence, the experiences gained by the conduct of this implementation study are feasible and deployable in similar organisations.Practical implications – In ord...

Mapeamento do fluxo de valor do projeto executivo de arquitetura em um órgão público

Proposal: The authors proposes to use a Lean tool - Value Stream Mapping (VSM) - to analyze the flow of the architectural executive design in a government organization in charge of designing lowincome housing projects. The initial hypothesis was that the long lead time necessary to design such projects was a consequence of the many forms of waste that plague its design flow. The VSM represents the information and material flows which are part of a process, it allows the analysis of the resources used to carry it out and how these resources could be used in a more effective way. The authors used the VSM to carry out an exploratory study at Fundação de Desenvolvimento Habitacional da Prefeitura Municipal de Fortaleza – Habitafor to investigate the architectural executive design. The research design and its main phases were based on the literature about Lean Office. The current and future state maps are presented and suggestions to improve the flow of work are discussed. The changes proposed aimed at reducing lead times and promoting stability, e.g., availability of online information about the land available for projects developed by the city hall; addition of a staff and a value stream manager; use of safety resources; use of production cells; standardization of procedures used by different stakeholders involved in the process. The authors estimated that with the implementation of the proposed changes the total lead time would be reduced by 34.2% due to the reduction of rework and time wasted on non-value adding activities, but this number will have to be confirmed in future studies. This study intends to contribute to a more effective use of resources in the design phase of low-income housing projects through the use of solutions based on Lean Thinking. Key-words: Lean Thinking. Value stream. Design management.