Current State Value Stream Mapping Research Articles

Effect of Digitalization on Nursing Practices using the Lean Approach

Objective: This study aimed to examine the effect of digitalization on nursing practices using the lean approach. 
 Method: This is a descriptive observational study. The data were collected using an activity chart to record nurses’ direct and indirect care practices and personal work and the Value Stream Map to compare and analyze work processes and determine both waste and value areas in the clinics. The study included a total of 15 nurses from two different internal medicine units of a hospital, including one digital clinic that uses digital applications for nurse work processes, and one partial digital clinic that has limited digital applications. The data were analyzed using current state value stream mapping, lean seven waste areas, and future state value stream mapping. 
 Results: In the digital clinic, 748.5 minutes were allocated for direct care, 129.1 minutes for indirect care, and 562.1 minutes for personal work. Total value-added time and non-value-added time was calculated as 1137.1 and 302.9 minutes, respectively. In the partial digital clinic, 623.9 minutes were allocated for direct care, 404.4 minutes for indirect care, and 411.1 minutes for personal work. Total value-added time and non-value-added time was calculated as 1006 and 433.4 minutes, respectively. According to the future state value stream map prepared in line with the improvement suggestions to eliminate unnecessary production, process, movement, transportation, waiting, and error waste in the current state of both clinics, it is predicted that 1354.3 minutes of value-added time will be obtained and non-value-added time will decrease to 85.7 minutes, by spending 910.9 minutes less on direct care, 190.2 minutes less on indirect care, and 259.2 minutes less on personal work.
 Conclusion: The lean approach creates a repeated opportunity to review and improve processes. Analyzing nursing processes using the lean approach before and after digitalization and reviewing sources of both waste and value will contribute to implementing higher quality nursing care practices more effectively and safely and to using time and staff more efficiently.

Improving the efficiency of material transfer system using Value Stream Mapping (VSM): A case study in the shoe industry

This research was conducted in one of the shoe industries in Indonesia, which has a problem with material buildup in production material storage. The buildup of material can cause the production material transfer system less efficient. The research aims to identify waste in the production material transfer process using current state value stream mapping (VSM), recommend improvement strategies using future state VSM, and design a more efficient production material transfer system. First, we develop a causal loop diagram because it can map the problem. Then, we identify and fix the problem through value stream mapping for more efficient use of resources. The waste identified in the current state value stream mapping consists of waste of over-processing, waste of motion, and waste of useless transportation. In the future-state VSM, the lead time of the material transfer process is reduced by 840 seconds or 14 minutes, the cycle time of the material transfer process is reduced by 731 seconds or 12 minutes, the area needed is reduced by 43.2-meter square, and the total workforce reduced to two people. A 4-hour material transfer system is recommended as a more efficient production material transfer system.

Simulation-based value stream map for manual steel fabrication workstations

Industrial steel fabrication encounters numerous difficulties in having efficient steel production. These difficulties are usually caused by the presence of bottlenecks that are not easily identified using traditional methods. Value Stream Map (VSM) is a lean tool that can be used to identify process inefficiencies and plan to minimize non-value-added activities. However, traditional VSM is not designed to be applied in a non-repetitive work environment especially when workers are highly involved in the process such as in manual steel fabrication processes. Therefore, the typical VSM requires modification to achieve the desired outcomes. Hence, the goal of the current study is to produce a current state VSM and integrate it with a simulation model to plan for an optimized future state. The scope of this study is limited to the fitting and welding workstations since they represent the typical manual processes in the steel fabrication industry. The outcomes of this study will provide the ability to identify waste and improvement opportunities. Also, it will allow for precise quantification of the improvement gain and time savings. Decision-makers in the steel industry will have accurate information about the processes in fabrication plants. Also, they will be able to make evidence-based decisions that will ensure reduced waste and cost for steel operations.

Application of Value Stream Mapping to Improve Service in The Departure Terminal at Halim Perdanakusumah Airport

This study aims to identify and reduce waste in the passenger flow process at the Halim Perdanakusuma Airport departure terminal, so that passenger service remains good even with limited terminal capacity. This research used a qualitative method with a case study approach. The method stages are the observation of the departure passenger flow process mapped through current state Value Stream Mapping (VSM), distribution of questionnaires to obtain critical waste with Borda analysis, and fishbone diagrams to find out the rooting causes of critical waste, the proposing process improvements, and the future state of VSM, The results showed that critical waste in the flow of departure passengers is 22.11%, which includes passenger activities waiting for the Security Check Point 1 and Point 2 queue. Furthermore, based on the current state of VSM, the lead time for departure passengers is 33 minutes 47 seconds and VAR is 20.22%. While form the future state of VSM, the lead time is 28 minutes 22 seconds with a VAR of 20.36%, resulting in time efficiency of 5 minutes 24 seconds.

Value Stream Mapping (VSM) Implementation as an Effort to Reduce Delays in the Procurement Process at PT DI

PT DI is an oil and gas company, to support its production a good procurement process is needed. Procurement is an activity to get goods and services in a transparent, effective, and efficient. Based on data in 2017, there is 148 procurement with a value of less than 2.5 billion carried out by PT DI, from that data there are 43% of the procurement completed exceeding the predetermined initial target. Based on data in 2017, the procurement of A4100000121 has the highest delay rate of 32 days, therefore it is necessary to identify waste as an effort to reduce the time delay. The method used is Value Stream Mapping, this method is used to identify processes that contain waste so that existing waste can be removed. Based on the results of the study there was a decrease in time between Current State VSM and Future State VSM with a total time at Current State VSM of 39425 minutes and Future State VSM of 23085 minutes so that the time was decreased by 16340 minutes

Value Stream Mapping: A Tool for Waste Reduction

This paper showcases the use of the lean manufacturing tool known as Value Stream Mapping (VSM) as a means of identifying and reducing waste in a water bottling factory. Value Stream Mapping (VSM) is a Lean Manufacturing technique for identifying where wastes occur in a manufacturing process. A Current State Value Stream Map (CVSM) was utilized in identifying the sources of waste in the current state of operations of the water bottling plant. On the other hand, a Future State Value Stream Map (FVSM) was used in proposing an improved state of the plant’s production processes. The CVSM aided in discovering that manual inspection was one of the sources of waste in the factory which led to waste in the form of over processing. The FVSM displayed a proposed state with an improvement of manufacturing lead time and cycle time of about 42.1 per cent and 22.2 per cent respectively. The proposed state of the water bottling process also required lesser workers, with a reduction of 2 quality inspectors, therefore a drop in the cost of labour was also achieved.

. Improve productivity in a bearing industry using value stream costing

Purpose- This research aims to apply the technique of Value Stream Costing (VSC) in an industrial manufacturing company. Lean manufacturing technique is used to minimize the waste and maximize the flow. Value stream mapping (VSM) can identify continued opportunities to enhance value, eliminate waste, and improving flow. Four steps is followed in order to fulfil the value stream mapping: identifying the product, creating a current state value stream map, creating a future state value stream map, and creating an action plan. After developing the current and future state value maps, VSC is used to evaluate the improvements that are gained by implementing VSM technique. Parameters such as productive and non-productive capacity, takt time, production lead time (PLT), and process cycle efficiency (PCE) will be used to evaluate the current and future state value stream maps and to conduct the VSC analysis. Graphs will be used to show the improvements and demonstrate some of the ideas. Methodology- The study employs Lean manufacturing (LM) methodology to improve the overall organizations’ performance. In specific, Value stream mapping (VSM) analysis is used in this research. VSC is one tool that can be used for implementing the lean manufacturing technique. Value Stream Costing (VSC) is a new technique that can be used to evaluate the efficiency of lean implementation and to calculate the percentage of cost reduction. Observing the process is also used to collect data before and after the improvement implementations. Findings- The analysis reveals that Value stream mapping (VSM) is helpful to implement improvement and it is used to look at the improvement from financial perspective. Implementing the value stream costing resulted in improving the capacity from 8% to 23%. It also helped the company to reduce the total cost for the product from $8,706.78 to $7,623.5. Conclusion- Based on the analysis and the findings, it may be concluded that VSC is a technique that should replace the traditional costing technique. VSC analysis is emphasising on added a value to products and services by removing costs related to non-value added activities. This technique is in support with lean techniques goals of reducing waste and improving productivity. The gains from implementing lean can be translated into dollar amount using VSC to support future improvement activities.

Waste Identification in Production Process Using Lean Manufacturing: A Case Study

All manufacturing industries need to perform a continuous efforts to survive in the current competitive and challenging market. In order to manage the critical situation, the stakeholders are trying to implement the most recent and innovative technique to the production system. The aim is to attain effective and efficient. One important step to reach efficient working process is by understanding wastes occurred along the production line and try to reducing their presence. Lean manufacturing approach is one of the powerful philosophies to guide a company to improve their quality, by providing varieties of tools and strategies. This approach is able to help company in many sectors, such as identification and elimination of waste, better quality of product and service, lowering the production cost, reducing the human effort and the production process time. In this study, a small industry was chosen as the object of the research. The aim of the research is to identify waste that occurs in the production using waste assessment model then solve the problem and determine the value added activity in the whole production process of cake using value stream mapping. Based on the analysis, it can be concluded that based on the current state value stream mapping, the value of the process cycle efficiency is only 28.49% which is still relatively un-lean. From the overview is also identified the departments that were subjected to the identification are the emergence of goods WIP (work in process), the amount of finished goods inventory, and long lead time. After using PAM, it is known that the whole process of making cake consisted of 28.49% of time spent on value-added activities, 3.35% non-value-added activities, and the rest for necessary but non value added activity. This study has proposed schedule for the Green-bean-filling`s department. This proposed schedule is able to increase the process cycle efficiency to 41.36%. Keyword: lean manufacturing, waste identification, waste assessment model, value stream mapping

Lead time reduction through lean techniques on filter drier component by modifying fixture design – Case study

In a manufacturing company, it is important to improve the cycle time and achieve the projected lead time. Delivering the goods on time and in good quantity is important factors to satisfy the customer. To stay inside the competitive market consumer orders is vital. So customer pleasure is considered as one of the many objectives of a company. In this paper filter drier has been taken into account and its cycle time is studied. Current state Value stream mapping (CSVSM) for existing methodology has been plotted and the bottleneck of the process was found during the cap assembly. Based on customer demand, Takt time and production time is plotted. The cup assembly process takes more time than the Takt time. The problem for time taken was analyzed with lean tools and Cause and effect diagram. A new fixture design was created to reduce the cycle time of the cup assembly. Future state value stream mapping (FSVSM) was plotted. The production of filter drier has been increased from 818.3 numbers to 1285 numbers and the bottleneck process time has been reduced from 33 s to 21 s.

Value stream mapping & Manufacturing process design for elements in an auto-ancillary unit – A case study

Abstract The objective of this paper is to identify and eliminate waste, reduce process lead time, establish continuous flow to improve manufacturing velocity and to reduce work in process inventory (WIP) for component known as ‘Element’ which consists of ‘Barrel’ and ‘Plunger’, Data collected for two months in a well known auto ancillary unit on various processes was analysed and current state value stream mapping was drawn. The future state value stream was designed to determine the ideal state design for eliminating waste in the process. The velocity ratio for current state and future state value stream were also identified. Velocity ratio will be improved from the present 6.66% to 10.48% in 3 years and the target is set for First Pass Yield to be > 95%

IFA attempts of standardization from the manufacturing point of view and from a routine daily lab work

Lean Manufacturing is a popular term, which is applied widely and brings a lot of benefits. As a result, there is a large number of companies applying lean in manufacturing and achieving success e. This paper presents a process to transform a traditional production model to lean one. A case study of applying lean techniques in reengineering an electronics assembly line was done. The suggested process begins from realizing current state value stream mapping, drawing future state value stream mapping to establishing implement plan. Reengineering focuses on some aspects such as reducing wastes, standardizing works, internal logistics, workplace designing and changing layout. Some positive results have been recorded on reducing nearly 40% manpower with the same daily output, saving 30% floor area and reducing average delivery time from 7.5 days to 3 days.

Lean manufacturing process establishment for lead time reduction in pump manufacturing industry used for health care applications

Today's competitive world pump manufacturing companies for health care applications are wants to fulfill their customer needs to retain their position in the market. The main objective of this research is to reduce the lead time by finding bottleneck station and non-value-added activities in a pump manufacturing industry which manufactures different kinds of pumps used in health care applications. This research work deals with some important lean tools and techniques for identifying the bottleneck. The bottleneck stations were identified with the help of current state value stream mapping and after assembly line was balanced using flexible line balancing software. Further improvements were made with the lean techniques cause and effect diagram, Pareto chart, and layout optimization with future state value stream mapping. From the results it was observed that, the total lead time is reduced about 13% and the efficiency of the assembly line is improved up to 97.4% through line balancing.

Analysis of lean manufacturing in an automobile industry - a case study

The automobile industries are more competitive and customer demand is volatile. The customers are willing to buy the product at low cost with high quality. So common principle is created to reduce the wastage and increase the efficiency of the industry. Lean manufacturing is the best principle to adopt the manufacturing industry. The main aim of this project is reduce the wastage, cost and increase the productivity of the industry. Using lean tools just in time (JIT), kanban, value stream mapping (current and future state) and man machine chart (current and future) for reduce wastage and cost. In current state value stream map, the waste area is identified. Finally, non-value added time is reduced to 28.7%. The value added time is reduced to 27.84%. The percentage value addition is increased from 3.25% to 3.29%, the total inventory is reduced to 25.07% and man machine ratio is improved as 1.52: 1.26.

Analysis of lean manufacturing in an automobile industry - a case study

The automobile industries are more competitive and customer demand is volatile. The customers are willing to buy the product at low cost with high quality. So common principle is created to reduce the wastage and increase the efficiency of the industry. Lean manufacturing is the best principle to adopt the manufacturing industry. The main aim of this project is reduce the wastage, cost and increase the productivity of the industry. Using lean tools just in time (JIT), kanban, value stream mapping (current and future state) and man machine chart (current and future) for reduce wastage and cost. In current state value stream map, the waste area is identified. Finally, non-value added time is reduced to 28.7%. The value added time is reduced to 27.84%. The percentage value addition is increased from 3.25% to 3.29%, the total inventory is reduced to 25.07% and man machine ratio is improved as 1.52: 1.26.

Manufacturing Enhancement through Reduction of Cycle Time using Different Lean Techniques

In recent manufacturing system the most important parameters in production line are work in process, TAKT time and line balancing. In this article lean tools and techniques were implemented to reduce the cycle time. The aim is to enhance the productivity of the water pump pipe by identifying the bottleneck stations and non value added activities. From the initial time study the bottleneck processes were identified and then necessary expanding processes were also identified for the bottleneck process. Subsequently the improvement actions have been established and implemented using different lean tools like value stream mapping, 5S and line balancing. The current state value stream mapping was developed to describe the existing status and to identify various problem areas. 5S was used to implement the steps to reduce the process cycle time and unnecessary movements of man and material. The improvement activities were implemented with required suggested and the future state value stream mapping was developed. From the results it was concluded that the total cycle time was reduced about 290.41 seconds and the customer demand has been increased about 760 units.

The Impact of Lean on the mining industry: A simulation evaluation approach

AbstractThe mining industry, especially in Southern Africa, is experiencing significant uncertainty and volatility, and it has become important for mining organizations to find ways to reduce cost and improve operational efficiency. The Lean principle mainly aims to reduce waste specific to resources, time and cost and has slowly been adapted into the mining industry. The main objective of the study was to evaluate the impact of applying the Lean principle in a mining company using simulation modeling. The study commences with literature review so as to explore the most recent Lean application in mining. A case study was utilized to identify and examine the production flow that exists on the diamond production set up. Sample data was collected, and a current state Value Stream Map was constructed. A simulation model of the production set up of the diamond mine was configured and simulation‐optimization techniques are utilized. The study contributes to the understanding of the link between the Lean principle and efficient execution of mining operations. The study also illustrates simulation modeling as a tool to compliment Lean evaluation.

Enhancing performance in service organisations: a case study based on value stream analysis in the telecommunications industry

Performance-enhancing efforts in the manufacturing industry have centred on ‘lean’ principles and philosophies since the early 1970s. Lean principles, philosophies, tools and methods have also been significantly deployed to enhance performance in service processes within the manufacturing industry, as well as the process industry (e.g. inspection, maintenance and modification-related). It has been observed that when the main business is mostly centred on service-providing processes, significantly less effort is put into exploiting the use of lean approaches to enhance performance. Therefore, it is vital to investigate the potential of ‘lean’ concepts’ implementation in a service-providing organisation. This manuscript is based on the value stream mapping and the value stream analysis (VSA) performed in a Polish telecommunication-industry-related service-providing company. A plain old telephone services-based case study is presented. The service-providing process is analysed in order to identify the current existing drawbacks and to propose improvements to enhance performance. Based on the current state value stream map and the VSA results, a future state value stream map was developed. Then, process efficiency was calculated in order to assess the level of performance improvement.

Value Stream Mapping of Rope Manufacturing: A Case Study

In today’s competitive market place, manufacturing companies must apply continuous process improvement in order to maintain a returning customer base. One way of achieving constant process improvement is through value stream mapping. Value stream mapping is used to visualize the current processes for easier understanding and problem identification. A well-defined problem statement will ensure a successful outcome of a project improvement process. This research provides a case study performed on a rope manufacturing process. A current state value stream map is created, and the possible improvements are suggested. The implemented results are shown in the form of future state map. The results show that, after waste elimination and structural revision, a manufacturing process becomes more efficient, enabling the customer to receive an order significantly faster.

Minimization of service disturbance: VSM based case study in telecommunication industry

Significant investments in productivity improvement approaches over the past two decades have been embedded in ‘lean’ principles and philosophies within the manufacturing sector. Although the manufacturing sector has focused on offering integrated bundles of physical goods and services via product-service systems with lean principles and philosophies, there has been considerably less adoption of lean methodologies in the service sector. Hence, it is vital to investigate the application potential of lean principles in service processes’ productivity improvement. This manus cript presents the results of a case study performed to improve the service performance of a firm providing plain old telephone services (POTS). The firm provides, among other things, telecommunication related ‘voice-grade telephone services’ employing analog signal transmission over copper loops. The analysis methodology contains tailor-made value stream mapping (VSM) and value stream analysis (VSA), which has been carried out to investigate the current state of the value adding [also including non-value adding (not essential) and non-value adding (essential)] activities involved in the POTS related tasks. A current state value stream map (CSVS-Map) has been developed and VSA has been performed. Based on the CSVS-Map and the results of VSA, a future state value stream map (FSVS-Map) has been developed. Finally, the resulting improved performance of the POTS related tasks has been presented. The goal of this paper was to identify the advantages of implementing lean tools in service processes in the example of the described case study. The main obtained advantages are a 50% decrease in service lead time, which gives the capability to deliver almost double the amount of POTS installation service.

Re-engineering Assembly Line with Lean Techniques

Lean Manufacturing is a popular term, which is applied widely and brings a lot of benefits. As a result, there is a large number of companies applying lean in manufacturing and achieving success e. This paper presents a process to transform a traditional production model to lean one. A case study of applying lean techniques in reengineering an electronics assembly line was done. The suggested process begins from realizing current state value stream mapping, drawing future state value stream mapping to establishing implement plan. Reengineering focuses on some aspects such as reducing wastes, standardizing works, internal logistics, workplace designing and changing layout. Some positive results have been recorded on reducing nearly 40% manpower with the same daily output, saving 30% floor area and reducing average delivery time from 7.5 days to 3 days.