Future State Map Research Articles

Productivity Improvement by Process Mapping in Sand and Casting Industry

Abstract: This research paper presents a comprehensive investigation into the efficacy of process mapping as a means of enhancing productivity within the sand and casting industry. Through the meticulous analysis of current state maps and the strategic development of future state maps, this study identifies and addresses inefficiencies in foundry operations, offering practical suggestions for the integration of new technologies, reduction of takt time, and alleviation of bottlenecks. Additionally, employing methodologies such as Time Study with Process Improvement, Rapid Upper Limb Assessment (RULA) analysis, and Rejection Analysis, this research provides a multifaceted approach to process optimization. By synthesizing empirical findings and industry insights, this paper not only underscores the importance of process mapping in enhancing efficiency but also offers actionable strategies to streamline operations and elevate productivity within the sand and casting sector.

Improving efficiency in green tea production time using lean manufacturing approach with value stream mapping: A case study at PT Candi Loka [Perbaikan efisiensi waktu produksi teh hijau menggunakan pendekatan produksi ramping dengan value stream mapping: Studi kasus di PT Candi Loka

Green tea production activities at PT Candi Loka indicated a time-consuming, which caused process efficiency to be less than optimal. Process efficiency improvements must be made to increase company competitiveness and consumer satisfaction. This research aimed to analyze the efficiency of green tea production time at PT Candi Loka by identifying the processing time required in each production activity, including the time consumption and formulating recommendations for improvement using a lean manufacturing approach using the VSM (Value Stream Mapping) method. There were 30 activities in 6 processes consisting of receiving raw materials, withering, rolling, drying, and packaging. Identification of value streams using the PAM (Process Activity Mapping) tool produced 9 Value added (VA) activities, 19 Necessary but Non-Value Added (NNVA) activities, and 2 Non-Value Added (NVA) activities in the form of delays in the withering and drying processes. In the current state map analysis, the production lead time value was 315.286 seconds. Recommended improvements to eliminate delays in the withering process were to set up the rotary panner machine earlier and increase the number of supervisors, while to eliminate delays in the drying process were to implement a piece rate system. Increasing efficiency was also carried out by improving NNVA activities by adding weighbridge facilities and using a conveyor system. The future state map proposed by implementing recommended improvements resulted in an increase in production time efficiency to 222.356 seconds and an increase in the process cycle efficiency value from 58.95% to 84.85%.

Advancing Emergency Medical Services’ (EMS) Response Capability for Behavioral Health Emergencies: Los Angeles County’s Performance Improvement Initiative

Introduction Behavioral health emergencies (BHEs) are a common patient encounter for emergency medical services (EMS) clinicians and other first responders, in particular law enforcement (LE) officers. It is critical for EMS clinicians to have management strategies for BHEs, yet relatively little information exists on best practices. In 2016, the Los Angeles County EMS Agency’s Commission initiated a comprehensive evaluation of the 9-1-1 response for BHEs and developed a plan for improving the quality of care and safety for patients and first responders. Methods A Behavioral Health Initiative Committee was assembled with broad representation from EMS, LE, health agencies, and the public. Committee objectives included: 1) produce a process map of the BHE response from the time of a 9-1-1 call to patient arrival at transport destination, 2) identify and describe the different agencies that respond, 3) describe the critical decision points in the EMS and LE field responses, 4) acquire data that quantitatively and/or qualitatively describe the services available, and 5) recommend interventions for system performance improvement. Results The committee generated comprehensive process maps for the prehospital response to BHEs, articulated principles for evaluation, and described key observations of the current system including: 9-1-1 dispatch criteria are variable and often defaults to a LE response, the LE response inadvertently criminalizes BHEs, EMS field treatment protocols for BHEs (and especially agitated patients) are limited, substance use disorder treatment lacks integration, destination options differ by transporting agency, and receiving facilities’ capabilities to address BHEs are variable. Recommendations for performance improvement interventions and initial implementation steps included: standardize dispatch protocols, shift away from a LE primary response, augment EMS treatment protocols for BHEs and the management of agitation, develop alternate destination for EMS transport. Conclusion This paper describes a comprehensive performance improvement initiative in LAC-EMSA’s 9-1-1 response to BHEs. The initiative included a thorough current state analysis, followed by future state mapping and the implementation of interventions to reduce LE as the primary responder when an EMS response is often warranted, and to improve EMS protocols and access to resources for BHEs.

An Approach to Reduce Production Lead Time in the Valve Manufacturing Industry

Lean manufacturing aids improved productivity and product quality by identifying and eliminating waste. The present work aims to utilize Value Stream Mapping (VSM), a lean manufacturing technique to minimize the cycle time in the production of valves. A current state map is developed with available information gathered from the production unit, to identify the time-consuming factors like waiting time, improper inspection, and the lack of material and resources for manufacturing. Problem-solving techniques like 5s, JIT, KANBAN, and KAIZEN are used to reduce time-consuming activities. Value-Added and Non-value-added activities are identified through Current State Map. Activities such as placing a purchase order, drawing, assembling, testing, packaging, and shipping are Value-added activities. Non-Value-added activities are identified as rework, inspection, movement, waiting for the next process, and over-processing. The job waiting time between the next process is reduced by 70% using the future state map and the productivity is enhanced.

Exploratory approaches for improved cost effectiveness and profitability: Utilizing mathematical analysis and value stream mapping on production floors

This paper focuses on the application of Value Stream Mapping (VSM) within the context of the electronics manufacturing industry, aiming to improve its operational efficiency and financial performance. The study thoroughly analyzes costs, integrating VSM to justify economic benefits. Data was collected directly from the manufacturing floor to create a current state map, enabling the identification of non-value-added activities and sources of waste. Areas for potential improvement were pinpointed to reduce or eliminate these inefficiencies. By implementing these proposed enhancements, the paper outlines a future state map for the electronics manufacturing process and presents the results of applying Value Stream Mapping. Comparing the current and future state maps, the study reveals that embracing Lean principles, in conjunction with Value Stream Mapping, can significantly benefit the electronics manufacturing industry. Specifically, it can reduce production lead times by 67.84% and decrease costs by 8.69%. This research underscores the financial implications of adopting Value Stream Mapping, illustrating that by combining Lean principles with VSM, industries can offer rapid customer responses at lower costs, a crucial factor for improving competitive performance in the existing market landscape.

Reduction of waste in biodiesel production with Value Stream Mapping (VSM)

Currently, the biodiesel industry in Indonesia presents significant opportunities within the broader industrial sector. However, competition within this field has intensified, leading to higher price offers. This situation may be caused by inefficiencies in the production floor. The application of Lean Manufacturing is implemented to map all activities involved in biodiesel production. A questionnaire method is employed to identify the inefficiencies. After assessing the current state, the root causes are analyzed using the 5W method, followed by a production gemba walk. This research is then carried out through process activity mapping to evaluate time utilization on the production floor. The steps undertaken include creating a future state map plan, which provides a design for improvements and the implementation of continuous improvement in biodiesel production, ultimately leading to cost savings. The results of this study indicate a production savings margin of IDR 1,870,726,000 per year, and the application of continuous improvement at the Biodiesel Plant successfully reduced the total time required by 3,920 hours.

Quality Improvement for Sleeve Shirt X Using Lean Six Sigma Approach at PT X

PT X, a key player in the garment industry, faces operational challenges, including inefficient motion in packing and product defects. Current state analysis reveals a lead time of 3,424.90 seconds, with a value-added time of 3,054.90 seconds. Direct observations attribute motion wastage during packing to suboptimal hand movements, stemming from inadequate training in motion time measurement. The future state map proposes packing process improvements through motion time measurement, reducing time from 87.27 to 86.32 seconds, with a lead time of 3,423.95. From January to December 2014, total production reached 239,359 units, with 30,702 defective products. The main defect, stitch breakage in short-sleeved shirts ‘X,’ occurred 15,386 times. Current process capability stands at 3.690 Sigma. Using the 5W+1H method, addressing the root cause of stitch breakage reduced defects to 15,316, with process capability improving to 3.952 Sigma, a 0.262 improvement. Post-improvement analysis estimates an added value in quality costs at Rp1,943,297,372. Lean Six Sigma implementation aims to minimize defects and lead times, enhancing profitability.

Identifying and Eliminating Waste in a Coal Mining Industry: The Value Stream Mapping Analysis

Applying Value Stream Mapping (VSM) in the mining industry can increase productivity in production process activities. The coal mining industry has a vital role in life and is an essential investment in the regional economy. However, since 2017, coal production has experienced instability based on data from the Central Bureau of Statistics for East Kalimantan Province (2021) and has yet to meet consumer demand. Previous studies have only shed light on the critical theory that VSM has extended to many industries. However, those studies need to explain the concept of applying VSM to the mining industry. Therefore, to support this theory,a case study from the mining industry was conducted to determine cycle times and identify value-adding and non-value-adding activities. A current state map is developed after making the necessary observations and calculations. Different improvement proposals are identified, and a future state map for the industry is constructed. As a result, a 23.4% reduction in cycle time and 56.1% reduction in lead time ensure its applicability in the mining industry to increase productivity and meet customer demands. VSM is a powerful tool that helps mining managers and operators identify waste and opportunities for improvement. Efficiency is one of the most important things to consider in this industry. This study is especially true in the coal mining sector.

Application Method of Value Stream Mapping to Increase Competitiveness in a Textile and Apparel Company

The textile and apparel sector is one of the most relevant and representative in Peru, due to its tradition and its contribution to the national economy. In recent years, however, it has had to become more competitive, largely due to the entry of international textile product suppliers into the local market. Therefore, companies that comprise this sector must adopt tools that will allow them to increase their productivity. In view of this situation, this research aimed to develop and implement an application model using Value Stream Mapping (VSM) in a textile and apparel company that manufactures garments for export, demonstrating at the same time that VSM is the best tool to visualize the entire supply chain in a single document. It also makes it possible to identify areas of opportunity, perceive the contribution of direct value to the products, distinguish forms of waste, and identify bottlenecks. The methodology adopted for the research is a case study, due to the use of various sources of information, including personal and documentary sources, and the conditions for its development. The results show the determination of the optimal takt time (1060.08 s), and the reduction in the lead time from 20.87 days in the current state map to 16.7 days in the future state map, thus contributing to the improvement of the company’s competitiveness.

Lean Manufacturing Implementation through Value Stream Mapping on Gold Products

The manufacturing process at UBPP Precious Metal Manufacturing Bureau involves many wasteful activities such as manual production records, lack of standardization and digitization, which can lead to lost time and non-conformities if something goes wrong. The purpose of the study is to identify and eliminate wastes in the manufacturing process using Value Stream Mapping (VSM) to achieve lean manufacturing. VSM approach to understand gold manufacturing mapped in the current state map and improvements applied to the future state map. The cycle time in the weight check, cleaning, press and engraving process for the gramasi variant is still above 7.2 seconds per pcs with a daily target of 9,000 pieces. Proposed improvements to eliminate waste such as equipment re-layout, rejuvenation of rolling equipment, punch, press, engraving can reduce cycle time below the targeted takt time.

Advanced Value Stream Mapping: Development of a Conceptual Model Considering Variability in Production Processes

<div>Recently, lean manufacturing (LM) practices are being combined with tools and techniques that belong to other areas of knowledge such as risk management (RM). Value stream mapping (VSM) is a well-known tool in showing the value, the value stream, and the flow, which represents the three lean principles. VSM and RM, when used in tandem with one another, are more advantageous in covering VSM issues such as the variability of production processes. In this article, a conceptual model that integrates the two is shown and explained. The model helps to generate scenarios of current state map (CSM) and future state map (FSM) in a dynamic way by identifying current and potential risks. These risks might happen in the future, bringing with it negative ramifications including not reaching the main objectives within the defined time. The model has been tested in a coffee production company belonging to health and food sector. The proposed model specified the ranges of variability through the drawing of CSM and FSM. This is quite a milestone because one of the challenges of VSM is that it is a static tool, and, as such, process variability cannot be captured appropriately. This new model is expected to overcome this drawback.</div>

Application of lean methodology to frozen section workflow – An audit of present practices at a single large oncology center

AimWe conducted a pilot study to analyze the frozen section workflow in the histopathology department and to construct a future state map using Lean management for a better efficiency. MethodWe analyzed the current state of frozen section workflow in our department, from receipt of the specimen to delivery of slides to the pathologist to communication of report to the surgeon by using value-stream mapping and spaghetti diagram. Further, with the help of the fishbone diagram and Pareto's chart, root cause analysis was done, and a future state map was created with help of a spaghetti diagram to eliminate the non-value-added steps. ResultsOur current value-stream map identified a total specimen processing time of 3393 min of which 2880 min were value-added, translating to a process cycle efficiency of 84.88 %. Also, with the help of tools of lean management we constructed a future state map to improve process cycle efficiency. ConclusionIn this study, we have attempted to use a few tools of lean management systems and suggested ways for continuous improvements that can be successfully implemented in histopathology laboratories.

Procurement Analysis of Pharmaceutical Supplies with Lean Hospital Approach in Pharmacy Department of Hospital “X” Tegal, Indonesia

Pharmacy Departments in hospitals are one of the biggest revenue contributors in hospitals. But on the other hand, pharmaceutical departments are also one of the biggest expenditure sources in hospitals, so it needs to be done well management. Then we need an analysis to identify wasteful activities. The method used is direct observation to observe the process of selection, planning, procurement, and received of medicines. Then conducted in-depth interviews with structural involved in the process of managing pharmaceutical supplies, see routine reports, Standard Operating Procedures (SOP), Policies, Guidelines for Hospital Pharmacy Services and Organization, and other supporting documents. Waste data analysis from interviews was conducted with current state mapping, root problem analysis with Root Cause Analysis and system improvement designs made in the form of Future State Mapping. In this study, it was found that waste occurred in the process of selection, planning and procurement, and received of medicines, including waste of waiting, waste of inventory, waste of human potential, waste of defect, waste of transportation, and waste of over processing. Proposed improvement in the selection, planning, procurement, and received process is the creation of an ITbased system and improvement of effective and efficient procedures to accommodate the work of managing pharmaceutical supplies, particularly in the selection, planning, procurement, and received process.

Analisis Lean Manufacturing Produksi Saus Gulai dengan Metode Value Stream Mapping

Work productivity can be improved by minimizing waste on the production line. This study aimed to identify the flow process, evaluate constraints and waste, and design improvements in curry sauce production. Using Value Stream Mapping based on Lean Manufacturing principles, the study analyzed the production process through three stages: (1) current state mapping; (2) identification of constraints and waste; and (3) development of a future state map. The waste identified on the production line included worker/product movement, waiting time, and overproduction, resulting in a total lead time of 25621.4 seconds. Future state improvements, such as the implementation of Standard Operational Procedures (SOP), optimization of worker numbers, maintenance of equipment, and use of efficient machines, reduced the lead time to 25018.2 seconds. The study demonstrates the potential for increased productivity and resource/energy utilization through production line improvements.

A framework for evaluation of improvement opportunities for environmental impacts on construction works using life cycle assessment and value stream mapping concepts: offsite and onsite building construction

There have been various concerns about the environmental impact of construction works. This generates a need to take a more proactive approach in evaluating the environmental impacts of construction operations and further explore ways to reduce the environmental impacts. Enormous opportunities exist within the building industry to achieve a reduction in greenhouse gas emissions. The aim of the study is to develop a framework for the evaluation of improvement opportunities for environmental impact for onsite and offsite building construction works using life cycle assessment (LCA) and value-stream-mapping concepts. Various tools for LCA exist; however, there is a need for the development of an LCA framework and improvement opportunities that can be localized to various communities to evaluate improvement opportunities for building construction. This study conducts a review of methods to evaluate the LCA of buildings on local construction sites. A procedure for establishing improvement opportunities is also developed. Based on the author’s knowledge and experience, including site visits, using value stream mapping (VSM) techniques, a conceptual framework of the present state map and future state map of residential construction works was developed. The study presents a procedure for the evaluation of improvement opportunities for the environmental impacts of construction operations.

VALUE STREAM MAPPING FOR WASTE IDENTIFICATION IN THE LOW COST HOUSE CONSTRUCTION PROCESS (CASE STUDY: XYZ HOUSING

XYZ housing is a low cost housing created by developers with low-income individuals in mind. However, a lot of individuals bemoan the state of their houses because of flaws like leaks, peeling paint, and other issues. This is unquestionably connected to the way the contractor handled the construction process. When there are signs of waste, particularly when there are delays and waste inventories, it is possible that there will also be additional sorts of waste throughout implementation. By employing the value stream mapping method, this study seeks to both detect and simultaneously minimize or eliminate waste that happens during the construction of affordable homes. Two key tasks are completed: creating an overview of the current state map, which represents the state of the development process currently, and offering solutions and suggestions for improvement given as a future state map.

Applying value stream management to improve warehouse operation processes – A case study

The warehouse under study is an important link in the supply chain of a multinational company. At the moment, wastes still exist in warehouse operation processes, which lead to a low rate of order fulfilment and a low customer’s service level and negatively affect the company’s competitive advantages. This research shows how warehouse operations can be improved by using value stream management as a platform with the objective to reduce the non-value-added time and decrease the lead time and hence reduce the late order rate and increase the customer’s service level. The current state map has been drawn. Non-value-added activities in the current state map are analyzed to define causes and solutions to the problems; then the future state map is drawn. The result shows that the non-value-added time reduces by 50.69%, from 143 (mins) to 70.5 (mins), and the lead time decreases by 19.07%, from 464 (mins) to 375.5 (mins).

APPLICATION OF VALUE STREAM MAPPING IN THE AUTOMOTIVE INDUSTRY: A CASE STUDY

Today, the automotive industry is becoming one of the essential industries in a country due to high demand from customers. This increasing demand also causes the companies in the manufacturing industry to be exposed to increasing challenges with respect to cost-effectiveness, lead time, and quality of production systems. This situation also increases the waste that occurs in the production line which is basically due to poor plant processes where excessive movement and the high processing time occur. From the previous research that the current method to detect waste is not effective where most methods do not fulfill the same framework, conditions, objectives, level, or degree of completion of detecting waste in the production line. In this paper, effort is made to detect non value added in automotive industry using VSM. VSM entails the mapping the industry current process and evaluating it for waste and bottleneck by calculating value-added and non-value-added time. The data was collected from incoming warehouse until the outgoing warehouse. The data is also taken during the observed component as it passes through the machining,painting, assembly,final assemby and final inspection processes. Based on the analysis of bottlenecks, solutions are suggested, and a future state map is created. The lead time of the process is improved by 67% where the waste is reduce to 74% based on created map.

Applying value stream mapping for design and optimization of a chocolate bar production line

Objectives. The objective of this paper is to present the contribution of Value Stream Mapping (VSM) to design and optimization of a chocolate production line. Methodology. Initially data was collected for VSM parameters, within a four-month period for the design of the Current State Map. Future State Map was developed by equalizing production volumes to the line product’s Takt Time. A model implementation was carried out and efficacy was evaluated. Contribution. VSM allowed the company to increase uptime of the cooling process by 31.7% and 85g bar overproduction reduction by almost 100%. The company has found this tool highly useful for diagnostic analysis of production. However, the implementation of continuous improvement tools and infrastructure betterment will be needed to achieve higher efficiency.

Integrated modeling of “soft” and “hard” variables in manufacturing

This paper presents a novel holistic modeling approach for investigating and analyzing the relationship of qualitative variables such as training and absenteeism with quantifiable shopfloor key performance indicators such as quality, inventory, and production rate. Soft variables, supervisor support and work environment, and their relationships with the hard variables, facility layout, and production strategies were investigated in this research. It was found in the literature that increasing absenteeism reduces the rate of production and causes a decrease in motivation, while training can increase the level of motivation if effective. A causal loop diagram was developed based on the evidence in the literature, and a system dynamics simulation model was created to depict these relations. It was confirmed that absenteeism affected the cycle time and motivation inversely, but it was not possible to always maintain a desired level of motivation. A discrete event simulation model was also built for the current and the future state maps of the production system. The model used output from the system dynamics model as its input to investigate the effects of the qualitative variables on the production system performance. This paper discusses in detail the stages of building the simulation models and the results recorded.