Future State Value Stream Mapping Research Articles

Reduction of Lean Wastes by Using Value Stream Mapping: A Case Study of Textile Company in Pakistan

Purpose: Lean manufacturing, originating from the Toyota Production System (TPS), aims to reduce waste and optimize resources. Developed countries must adopt Lean practices for performance improvements while developing countries often use just-in-case approaches. Value Stream Mapping (VSM) is a crucial tool for diagnosing, implementing, and maintaining Lean Manufacturing, helping identify improvement opportunities and eliminating waste. The research at the company aims to eliminate Lean wastes and line unbalancing issues to improve lead time and the value-added ratio (VAR), enhancing production efficiency. The research aligns with Sustainable Development Goal 12 (Responsible Production & Consumption) by focusing on waste reduction.
 Methodology: The research uses time study, Edaw max, and Visio software to analyze tasks, create VSMs of current and future states, and control charts to examine data variations over time. Data collection involves cycle time, batch size, packet size, and the number of workers required for each activity.
 Findings: The research objectives include studying the existing scenario of production units via VSM, identifying, and eliminating Lean wastes, and comparing proposed and existing scenarios for improvement opportunities. The literature review highlights the importance of Lean manufacturing in eliminating unnecessary processes, reducing lead time, and fostering positive stakeholder relationships.
 Unique Contribution to Theory, Practice and Policy: This study suggests the better way to reduce the lean wastages and balance the line by using VSM technique. The future state VSM is created to conceptualize potential improvements and gather feedback, focusing on reducing non-value-adding tasks, work-in-process inventory, workforce, and overall process time.

THE APPLICATION OF LEAN SUPPLY CHAIN IN THE PROCESS OF LOADING AND UNLOADING FISH IN UKM CAMAR LAUT SOUTH JAKARTA

Lean supply chain is an approach used by various parties that are interconnected to achieve targets in the supply chain, useful to continuously increase customer satisfaction and to reduce processes that have no added value. Problems that occur in the process of loading and unloading fish in UKM Camar Laut South Jakarta are still a lot of waste, including the uncertainty of product delivery time, the number of excess transportation activities and the existence of defects in the product. These problems can be solved using a lean supply chain approach with Waste Assessment Model tools. The purpose is to identify the highest type of waste, determine the value added (VA); non value added (NVA); necessary non value added (NNVA) by using VALSAT tools selected and provide improvement suggestions. The highest type of waste that occurs is a defect of 20,278%. Based on the selected VALSAT tools namely process activity mapping tools, VA is 63.888%; NVA is 25,606%; NNVA is 10.512%. Proposed improvements in the process of loading and unloading fish are unnecessary process removals, warehouse integration, improvements to UKM management. Based on the creation of future state value stream mapping, there was an increase in the percentage value of value added by 8.078%, a decrease in the percentage of non value added value of 9.222% and an increase in the percentage of the value of necessary non value added of 1.143%.

Framework for Lean Implementation Through Fuzzy AHP-COPRAS Integrated Approach

Manufacturing industries strive hard to improve their productivity to meet the highly demanding business market. Productivity can be improved by effective use of resources, elimination of wastes, process flow enhancement, and continuous improvement. There are strategies and tools to improve productivity but industries face the problem of selecting appropriate strategies. Lean manufacturing philosophy helps the manufacturing industries to enhance their productivity aspects by identifying and eliminating the wastes using specific tools/techniques. This article presents an integrated framework for the lean implementation process in the steel processing industry. The value stream mapping (VSM) tool is used to identify the wastes at each stage of the production process. Lean tools are identified from literature based on the wastes identified from the current state. For prioritizing the lean tools based on the positive correlation on one another, fuzzy integrated analytic hierarchy process and complex proportional assessment of alternatives are used. A future state value stream map is developed to illustrate the improvements achieved due to the implementation of selected lean tools. Comparison of present and future state VSM shows a great reduction of wastes, such as scale waste (50%), miss roll defects (72.7%), size variation defect (62%), corrosion defect, and improvements in talk time and cleanliness.

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.

Analisis Proses Operasional Air Freight Pada Perusahaan Freight Forwarder Menggunakan Value Stream Mapping

This study aims to provide an overview of the concept of Value Stream Mapping and its significance in process improvement. It highlights the key steps involved in creating a VSM and emphasizes its role in identifying and addressing various types of waste, such as waiting time, unnecessary movement, and rework. By mapping the current state of a process, organizations gain insights into its inefficiencies and areas for improvement. Furthermore, the importance of developing a future state Value Stream Map that outlines the desired state of the process after implementing improvements. It emphasizes the need for continuous monitoring and evaluation to ensure sustained progress and ongoing optimization. Overall, Value Stream Mapping offers organizations a systematic approach to analyze, optimize, and enhance their processes. By visualizing the value flow and identifying opportunities for improvement, businesses can achieve higher levels of efficiency, reduced costs, improved quality, and ultimately deliver greater value to their customers. The calculation and analysis explained that the total processing time was 105.8 minutes and the total lead time was 47 minutes resulting in a non-value added (NVA) of 34 minutes. If the converted into a process percentage form, it is 32% of the total time spent on operational air freight.

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.

Integration of Lean Principles with Fuzzy FMEA in a Small Scale Casting Industry

Economic growth of any nation is depending on the Gross Domestic Product. To improve a country economy, the industries needs to produce gross domestic products at large rate for export. Every industry has value added and non-value added (waste) activities. Non – value added activities always pulls down the efficiency, effectiveness and profit of the industry which will lets to devastating future. In order to overcome the waste many works and research has to be carried out with the focus on lean implementation. Lean implementation should be carried out progressively to obtain fruitful result. This project has been carried out on a casting industry in which non value added activities such as unnecessary transportation, motion, and waiting and high space conception are identified using current state mapping and current state layout. It is highly complicated to implement all the lean tools in a manufacturing system. So to prioritize only few lean tools which are essential to eliminate those wastes and an integrated model (combine fuzzy and FMEA environment) was used. Fuzzy is to avoid ambiguity in observation and FMEA is to prioritize the cause. After eliminating the wastes, future state value stream mapping is drawn and its performance is compared with the existing layout.

Decision-making on the selection of lean tools using fuzzy QFD and FMEA approach in the manufacturing industry

Lean manufacturing is a profound system designed to enhance every manufacturing industry's efficiency by reducing waste through internationally recognized tools and techniques. Manufacturing industries strive to adopt lean concepts to maximize their resources like staff, facilities, materials, and schedules to be economically effective. However, managers face difficulty selecting the appropriate lean tools out of the many available LM tools for successful lean implementation. This study suggests an innovative approach to choose suitable lean tools to maximize these essential resources. Herein the Value Stream Mapping and plant layout are considered for waste identification. Fuzzy QFD and FMEA prioritize the crucial resources concerning the defined wastes and determine the risk associated with each failure mode's sub-element for lean application. It saves time by analyzing only the most critical resources for a successful lean implementation since its focus only on the most important resources. The applicability of the proposed approach is demonstrated through a case study of an Ethiopian shoe manufacturing firm. With the aid of future state plant layout and value stream map, total cycle time is reduced by 56.3%, lead-time is reduced by 69.7%, materials transportation distance and transportation activities are reduced by more than 75%, and workers required are reduced from 202 to 200.

Performance Improvement through Value Stream Mapping – A Manufacturing Case Study

The successfulness of Value Stream Mapping (VSM) as a tool for taking a snapshot of the production flow efficiency is well established. The development of a large-scale visual map of processes and their interactions is beneficial for problem analysis and subsequent solution. Through VSM, managers gain a deeper understanding of the organization processes carried out in coordination with people in a system approach. A case study was conducted at a Small and Medium Enterprise (SME) in Pakistan which manufactures ceiling fan winding machines. The aim of this study was to explore the possibilities of shortening the lead-time, waste and highlight important strategies, steps which could be undertaken by management for improvement in productivity, cost and quality. The study maps the organization systematically through the use of VSM. The Lean Implementation Techniques (LIT) steps were followed with identification of value stream process, lean metrics, mapping of current state and proposing an improved future state value stream map. The intervention suggested is layout modification by reducing 7 stations to 6 stations and streamlining the operations. The layout modification results in lower defects, controlling overproduction, managing inventory buffers from a linear approach to an optimized level. This also resulted in reduction of processing time of each unit by around 19 % and the production lead time of 100 units by around 21%. This study through VSM proposes improvement by enforcing pull system, supplier relations, modifying layout and production processes, Just in Time (JIT) delivery of materials and parts, scheduling transport resources efficiently and reducing inventory buffers.

Integrated Modelling of In-Bag Fertilizer Handling Process and Forklift Needs to Reduce Waste in Sales Warehouses of PT Petrokimia Gresik

PT. Petrokimia Gresik is one of the most outstanding fertilizer manufacturers with 5 sales warehouses. The Company organizes its distribution system to ensure adequate distribution to the right target. To plan the process of handling in-bag fertilizer, resources such as contract workers, forklifts, and trucks are needed. However, there are numerous wastes associated with the handling process, which is shown by forklift idle time due to the bagging, handling, and loading processes. Therefore, this research identifies the waste that occurs using the Value Stream Mapping (VSM) method with the 5 why’s tool. This research also uses simulation to analyze and validate the recommendations. Data obtained through questionnaires showed that waste occurs due to waiting time by 28.2% and unnecessary motion by 22.7%. The described Process Activity Mapping (PAM) tools show that fertilizer delivery has cycle times of 9030 seconds, with value-added activities of 66%. The analysis of 5 why’s tools shows that the low handling speed causes waste at the bagging and loading processes and the unnecessary motion of forklift-3. The recommendations according to the future state Value Stream Mapping (VSM) are adding the contract worker in the bagging process, removing forklift-3, and adding the contract worker in the loading process. Therefore, the value-added activity increases to 75.8% and accelerates the delivery cycle time to 7733 seconds. The validation results using the simulation shows that forklift-3 can be eliminated because it has a low utilization value of 16.4%, merging the activity of sewing services of 3% with a decrease in transfer time from 7.9 hours to 2.9 hours for one delivery cycle. In conclusion, the removal of all forklift-3 in 5 sales warehouse results shows that the company can save rental costs by Rp.4,772,376,000/year.

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.

Investigation and implementation of VSM in water distillation plant

Value stream mapping (VSM) is a vital lean manufacturing tool accustomed to identify and reduce the process lead time and the work in process inventory for improvement of the overall efficiency of an organization. This paper aims to investigate and implement value stream mapping in water distillation plant. The data is collected from the various production processes carried out in plant after analyzing the all collected data. We had prepared the current state map and value-added activities and non-value-added activities had found. After conducting an impressive investigation on non-value-added activities, suggestions are made to minimize the process lead time and work in process inventory. The lean techniques like Kaizen, 5S are used to make necessary changes to improve the overall efficiency and after considering the proposed changes future state value stream map was drawn. After successful implementation of VSM Technique in water distillation plant the improvements are, the processing time is reduced from 171 s to 143 s and lead time is decreased from 8057 s to 6344 s.

Implementation Lean Manufacturing Method of Plywood Manufacture Company

The Plywood company in this study was able to produce 6,000m3/ year of plywood, but during 2018 and 2019 this company was only able to provide 2,905.14 m3/year and 1,120.73 m3/year. Production in 2018 and 2019 is far below the production capacity. This research will apply the lean manufacturing concept in the production process of a plywood company. This research uses value stream mapping (VSM), value stream analysis tools (VALSAT), process activity mapping (PAM), Pareto diagrams, and root cause analysis. It is found extreme categories that occur in many processes, namely processing production and inventory. The recommendations given are to reduce employees and provide adequate storage. The future state VSM shows that a change in a lead time of 68%, and the reduction of the production process is 248.18 minutes.

. 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.

Retrofit of two way holding chuck to improve process efficiency and resource management

In today’s industrial scenarios, having continuous improvement to increase the process efficiency is one of the key measures. Especially manufacturing and automotive industries are putting forth a lot of resource and time to improve the efficiency of the process without compromising the current production capacity and improve the quality rate. This paper deals with a case study of retrofitting a two-way chuck in a vertical lathe machine and thereby calculating the overall equipment effectiveness of the entire automated process in piston manufacturing. The current automated production line of piston manufacturing is being analysed with the help of value stream mapping (VSM). Value stream mapping is widely used by the industrial persons to identify the wastes i.e., non-value-added time in the process line. The Critical to Quality (CTQ) parameters in an efficient production line such as lead time, value added time, transfer time and takt time have taken into account for identifying the places of improvement. A new retrofitted design has been suggested which can increase the production efficiency of the current system with effective utilization of available resources. After implementing the modified retrofit design, the subsequent changes in the process line have also been stated through Future state VSM, which clearly indicates the reduction in drop to drop time between the cells which has been considered as the non value added time in the current system. Studies like these shows that effective utilisation of available resources through retrofitting can greatly assist the manufacturers to reduce their cost of additional investment and be sustainable among the growing competitors in the market.

Implementation of lean practices in water heater manufacturing industry

Increased competition in market has forced small and medium scale industries to re-examine ways of manufacturing. For many years large scale industries have implemented lean to sustain in the business. Small and medium scale productions avoided to use lean tools due to monetary factors. The fruitfulness of lean execution in large scale sector now realized benefits focusing extreme need in small scale industries also. In this work it is aimed to present a framework of lean implementation using primary lean tools. Future state Value Stream Map and proposed String Diagram are developed and implemented indicating the improvement proposal and possible time reductions as a result of modification. Efforts are made in eliminate wastes in production flow line using various lean tools. As a result it reduced waiting time from 645 min to 462 min, productivity increased from 50% to 70% and material movement reduced from 283.08 m to 153.92 m.

Improving the performance of a Malaysian pharmaceutical warehouse supply chain by integrating value stream mapping and discrete event simulation

Purpose Lean implementation is vastly incorporated in core manufacturing processes; however, its applicability in the supply chain and service industry is still in its infancy. To acquire performance excellence and thrive in the global competitive market, many firms are adopting newer methodologies. But, there is a stringent need for production simulation systems to analyze supply chains both inbound and outbound. The era of face validation is slowly disappearing. Lean tools and procedures that provide future state assumptions need advanced tools and techniques to measure, quantify, analyze and validate them. The purpose of this study is to enable dynamic quantification and visualization of the future state of a warehouse supply chain value stream map using discrete event simulation (DES) technique. Design/methodology/approach This study aimed to apply an integrated approach of the value stream mapping (VSM) and DES in a Malaysian pharmaceutical production warehouse. The main focus is diverted towards reducing the warehouse supply chain lead time by initially constructing a supply chain value stream map (both present state and future state) and integrating its data in a DES modelling and simulation software to dynamically visualize the changes in future state value stream map. Findings The DES simulation was able to mimic the future state lead time reductions successfully, which assists in better decision-making. Improvements were seen related to total lead time, process time, value and non-value-added percentage. Warehouse performance metrics such as receiving, put away and storage rates were substantially improved along with pallet processing time, worker and forklift throughput usage percentage. Detailed findings are clearly stated at the end of this paper. Research limitations/implications This study is limited to the warehouse environment and further additional process models and functional upgrades in the DES software systems are very much needed to directly visualize and quantify all the possible Lean assumptions such as radio frequency image identification/Andon (Jidoka), 5S, Kanban, Just-In-Time and Heijunka. However, DES has a leading edge in extracting dynamic characteristics out of a static VSM timeline and capture details on discrete events precisely by picturizing facility modification and lead time related to it. Practical implications This paper includes all the fundamental pharmaceutical warehouse supply chain processes and the simulations of the future state VSM in a real-life context by successfully reducing supply chain lead time and allowing managers in inculcating near-optimal decision-making, controlling and coordinating warehouse supply chain activities as a whole. Social implications This integrated approach of DES and VSM can involve managers and top management to support the adoption of anticipated changes. This study also has the potential to engage practitioners, researchers and decision-makers in the warehouse industry. Originality/value This study involves a powerful DES software package that can mimic the real situation as a virtual simulation and all the data and model building are based on a real warehouse scenario in the pharmaceutical industry.

Exploring the effectiveness of value stream mapping: a case study in Malaysian small sized industry

Little is known about the effectiveness of value stream mapping (VSM) in the Malaysian small sized industries and how this tool be exploited as process planning for enterprises. To bridge this gap, this paper critically deliberates relevant issues that face industries; and focuses on awareness level, which affects the successful implementation of VSM. To better understand these issues a case study was conducted focusing on the manufacturing sector. Hence, the methodology adopted in this paper originates from the studies based on previous related theories and researches as well as through gathering information and case study approach. Both the current and future state VSM are investigated. Findings show that industries are well aware of VSM implementation and the contribution of these towards increasing the productivity and performance of the department and the company as a whole. Additionally, the result from the case study conducted shows that it is potential for the company to reduce the process time of the product up to 28% when they implement the future-state VSM and most of them are by waste reduction algorithm.

Exploring the Effectiveness of Value Stream Mapping: A case study in Malaysian small sized industry

Little is known about the effectiveness of value stream mapping (VSM) in the Malaysian small sized industries and how this tool be exploited as process planning for enterprises. To bridge this gap, this paper critically deliberates relevant issues that face industries; and focuses on awareness level, which affects the successful implementation of VSM. To better understand these issues a case study was conducted focusing on the manufacturing sector. Hence, the methodology adopted in this paper originates from the studies based on previous related theories and researches as well as through gathering information and case study approach. Both the current and future state VSM are investigated. Findings show that industries are well aware of VSM implementation and the contribution of these towards increasing the productivity and performance of the department and the company as a whole. Additionally, the result from the case study conducted shows that it is potential for the company to reduce the process time of the product up to 28% when they implement the future-state VSM and most of them are by waste reduction algorithm.