Future Value Stream Mapping Research Articles

Applying lean production system philosophy to reduce patient waiting time in healthcare services: Simulation-based optimization and validations through experiment

Value stream mapping (VSM) is an initial and critical tool for deploying lean concepts in the manufacturing and service sectors, including hospitals. Therefore, the aim of this research is to analyze the current working environment of a radiology department, identify the wastes in the operations by mapping the current patient flow, and test the best possible improvement plan with the help of discrete event simulation modeling using the Arena platform to develop an optimum future map to mitigate the wastes. Therefore, the current patient flow in the x-ray section of a radiology department was mapped using VSM for two types of patients named routine (RP) and procedure (PP). VSM results highlighted a high waiting time (TWT) of 188 and 3732 min for RP and PP. A total of seven scenarios were developed and analyzed to determine the impact of changes on five key performance indicators. Simulation results of the current scenario showed that there were 567 patients coming out of the system with a lead time of 200 and 926 min for RP and PP. Total waiting time obtained for RP and PP was 177 and 860 min, with a maximum wait time of 31 min/patient and an average of 43 patients in the system (WIP). The simulation results of the seventh scenario provided the best results, with 6% improvement in the number of patients getting out of the system and 75% and 55% decreased lead time for RP and PP. Total waiting time for RP and PP was reduced by 80% and 60%, with WIP falling by 62%. Arena Optimizer showed that by adding a technician and radiologist to the system, the optimum patient waiting time in the queue would be 6 min, and the lead time for RP and PP would be (160) and (884 min), respectively. Based on it, a future VSM was created; it provided a reduction of 72% and 60% in (TWT) for RP and PP, which could improve the number of patients to be entertained by the radiology services without adding any new x-ray machines. The results of the present case provide healthcare planners with a road map to discover the waste in operations since the monetary investment and organizational dedication required drive out non-value activities. Therefore, simulation helps to select the best possible improvement strategy for the system without pausing and making physical changes in busy and complex units of hospitals.

Improvement of Manufacturing Process Based on Value Stream Mapping: A Case Study

Value Stream Mapping (VSM) is a key tool in Lean Manufacturing (LM) that helps identify opportunities for process improvement. This research aims to propose an integrated method using LM tools (such as Kanban, VSM, Pareto chart, and Supplier Input Process Output Customer) and Arena simulation to improve the productivity of the production line through reducing lead time, inventory time, including Raw Material (RM) time and Work In Progress (WIP) time and enhancing Process Cycle Efficiency (PCE) ratio. To begin the process, a Pareto chart is employed to identify the main product of the organization. Subsequently, a current VSM is constructed to identify any waste in the production line. The Kanban tool is then used to propose appropriate remedies to improve the manufacturing process. To validate the efficiency of the production capacity in future VSM, Arena simulation is executed by determining Takt Time. Lastly, a future VSM is formulated based on the suggested improvements, and an appraisal is conducted to provide recommendations for prospective enhancements. A real case study of a furniture company in Vietnam is performed to demonstrate the effectiveness of the proposed method. The results reveal impressive benefits, including a 92% reduction in lead time and a corresponding 92% increase in PCE. Additionally, there is a substantial reduction of around 90% in WIP time, while RM time is completely eliminated, resulting in a 100% reduction. These findings highlight the efficacy of the proposed approach and the importance of VSM and other Lean tools in achieving process optimization.

DETERMINATION OF PROCESS VARIABILITY BY USING TRIANGULAR FUZZY NUMBER TO MINIMIZE PRODUCTION LEAD TIME IN A DYNAMIC VALUE STREAM MAPPING

This paper shows the incorporation of Value Stream Mapping (VSM) with triangular fuzzy numbers to determine variability and uncertainty in a conveyor manufacturing company. VSM is a pen and paper tool which is used to indicate wastes and bottleneck processes graphically and develop an action plan to enhance the production line. However, some weaknesses are identified in the conventional VSM where it fails to consider variability in a dynamic manufacturing environment. As such, this paper fills up the research gap by using Triangular Fuzzy Number (TFN) to illustrate time intervals, inventories and other variables of VSM operation. The purpose of this paper is to minimize total production lead time (TPLT) and total value-added time (TVAT) in the current value stream of the conveyor chain. More accurate details of variability in the dynamic manufacturing environment can be illustrated by a Triangular Fuzzy Number (TFN) of VSM. As a result, the future value stream map shows 50% and 22% reduction in TPLT and TVAT respectively compared to the current value stream. In conclusion, this paper also recommends that in order to optimize the accuracy of VSM analysis further, a discrete event simulation can be used to examine the fuzzy VSM.

Green Value Stream Mapping: A Tool For Increasing Green Productivity (The Case of PT. NIC)

The role of the environment in business success is increasing from day to day. One of the ways to harmonize the goals of making a profit with the environment is by achieving green productivity. Green productivity means that companies can increase their productivity and at the same time improve their environmental performance. To reach that goal one of the ways is that businesses apply value stream mapping and make all the activities to be green which is known as a Green Value Stream Mapping. A combination of secondary data collection and Focus Group Discussions involving all relevant production staffs was conducted to get the initial data and the ideas to improve the performance of electricity, LPG, and water consumption at PT NIC Semarang. Compared to the initial data of the Current State Green Value Stream Mapping, the improvements resulted from the Future State Green Value Stream Mapping were a 51.4% decrease in electricity consumption, a 24.42% decrease in LPG consumption, and a 60% decrease in water consumption. From this empirical study, two important outcomes of future implications were found. For the food industry, implementing GVSM should be adjusted in such a way that the experiments to reach the Future State Green Value Stream Mapping will not affect the quality of the final products and that FGDs are very effective to generate ideas of improvements and getting commitments from production staffs to implement the improvements

Improving lead time of pangasius fillet production process based on value stream mapping: a case study

Value stream mapping (VSM) is one of the critical tools to identify waste ful steps in the production process and help build the future VSM by applying lean production system innovations. This research aims to identify wastes in non-value-added pangasius fillet lines at GEPIMEX 404 based on lean tools. Firstly, the article explores the company’s production process, builds the current value chain map, and identifies the wastes. Then, the authors use Kanban cards to ensure quality and output, eliminating inventory of semi-finished products in the production line. Next, the authors develop a future VSM and simulate the production process using Arena software to verify the effectiveness after proposing improvements. Finally, the results showed a significant step towards reducing production time from 7.59 to 4.96 hours.

Research on optimization and simulation of sand casting production line based on VSM

Purpose This paper aims to provide feasible countermeasures for the application of lean manufacturing in automatic sand casting workshops to optimize production line balance. Design/methodology/approach A production line balance optimization model for sand casting workshops is proposed. The value stream mapping (VSM) approach is applied to diagnose the problems in the production process. An optimization scheme is established based on eliminate, combine, rearrange, simplify and increase theory and Kanban management method. Further, simulation is done to compare current VSM and future VSM. Findings After implementing the proposed model, findings indicated that the idle time of equipment was effectively reduced, the line of balance of the production line was increased by 44.7%, the production lead time was shortened by 60.3% and the production capacity was increased by 50.0%. Research limitations/implications Application of the optimization model in this study is limited to sand casting workshops that have realized automatic or semi-automatic production. Originality/value This paper provides an optimization model for the implementation of lean manufacturing in sand casting workshops and provides a reference case that reflects the actual application of lean manufacturing tools in a real situation.

PENINGKATAN PRODUKTIVITAS AMPLANG MENGGUNAKAN LEAN SIX SIGMA DI UD KELOMPOK MELATI

Based on the result of preliminary research at UD Kelompok Melati, in the production process the problem was found, namely the occurrence of waste in the production process. This research purpose to describe the Amplang production process flow, analyze efforts to improve Amplang product productivity with the Lean Six Sigma method and recommend improvements to improve the productivity of Amplang product in UD Kelompok Melati. The production process of Amplang at UD Kelompok Melati begins with sorting of mackerel, cleaning of mackerel, separating meat and bone, milling of mackerel meat, mixing the meatwith mashed seasonings, forming dough, frying, draining and packaging. Efforts to increase productivity at UD Kelompok Melati with the Lean Six Sigma method succeeded in increasing productivity efficiency with a total production time of 113,9 minutes (87,6%) to 94,5 minutes (89,9%) in one production. Recommendations for improving the productivity of Amplang product at UD Kelompok Melati is are proposed layout redesign to reduce waste, create Future Value Stream Mapping (FVSM) and design SOP (Standard Operating Procedure).

VALUE STREAM MAPPING OF OCEAN IMPORT CONTAINERS: A PROCESS CYCLE EFFICIENCY PERSPECTIVE

International cargo transportation is majorly dependent on marine transport, which moves 80% of the international cargo. With the increase in vessel size and the same yard area available for container transportation, it is important to study the processes and understand the efficiency of the container operations process. This research paper aims to review the import container transportation process and understand the process cycle efficiency through lean six sigma concepts. The process is evaluated from the operations process perspective and documentation process at one of the ports of India. The research has been designed by conducting an industry expert review on the process of container transportation from vessel berthing to gate out for import containers, utilising lean six sigma principles such as value stream mapping (VSM) and process cycle efficiency. The results have contributed to the existing knowledge in identifying the waste in the container handling process and demonstrated the inefficiency in the system from the perspective of waiting time of containers due to customs examination, scanning, and inter-terminal handling and movement. The process cycle efficiency of 40% is calculated by analysing the detailed time of handling containers from vessel berthing to gate out. A new future value stream mapping is proposed considering the process cycle efficiency. Future studies will focus on studying this process for export containers and benchmarking the results with the top-performing ocean ports globally.

Productivity Analysis of Crude Palm Oil (CPO) in PT. Ramajaya Pramukti Using Value Stream Mapping Approach

This study aims to analyze the productivity of CPO processing using Value Stream Mapping (VSM) approach. A case study conducted in PT. Ramajaya Pramukti, Indonesia. The research method used the VSM and Process Activity Mapping (PAM) to determine wastes in the process flow of CPO production. The data was collected in 1 month. The preliminary result of CPO productivity process was average of 73.67%. Based the Future Value Stream Mapping (FVSM) the CPO processing time can be efficient from 1.981 seconds/kg to 1.963 seconds/kg. The productivity processing for value added 1.525 seconds/kg, which non value added of 0.012 and the non necessary value added of 0.383 seconds/kg. The quality of raw materials was the biggest waste contributor. It was caused a longer processing time due to poor quality of raw materials.

System Dynamics and Lean Approach: Development of a Technological Solution in a Regional Product Packaging Company

This study was performed in a regional product marketing company located in Ciudad Obregón, Sonora, México, where a problem was detected in empirical decision-making due to their recent incorporation into the market. Thus, the objective of this study is the shelf-product production link, where the interest is in knowing the behavior of the main variables that influence the system. System dynamics methodology follows six steps: (1) Map the process under study with the value stream map (VSM); (2) Create a causal diagram; (3) Elaborate the Forrester diagram and equations; (4) Validate the current model; (5) Simulate scenarios; (6) Create the graphical user interface. The main results were the design of the scenarios starting from a robust system dynamics model, three scenarios, and the graphical interface. For this purpose, Stella Architect Software was used as it has special attributes to create a graphical user interface. Furthermore, all the elements of the VSM were added under the Lean Startup approach. Significantly, the inadequate management of the materials was detected, which is why the recommendation was to separate the packaging of dry and cold products to care for food innocuousness and the cold chain. Likewise, processing time decreased, reducing material transfer, which was detected by applying a future VSM based on the Lean Startup methodology. The technological solution in this study is a contribution based on social sciences and mathematics (nonlinear equations) using dynamics simulation to observe the complexity of system behavior.

Lean healthcare implications in an occupational medicine clinic

PurposeThe increase in demand for health services requires companies in the segment to seek management tools and techniques that focus on reducing waste such as waiting, unnecessary displacement and low people productivity. The purpose of this paper is to present the value stream mapping (VSM) of patients at an occupational medicine clinic, proposing a new scenario with the aid of the simulation of discrete events to reduce the total waiting time during the patient's journey.Design/methodology/approachThe methodology consisted of a case study developed in an occupational health clinic, involving the analysis of the patients' arrival times, time of attendance, number of employees and their functions. Data collection considered 100 random samples from the patients' arrival interval and 40 random samples for each of the operational processes performed by the clinic in a work shift. The collected data served as input for the simulation of scenarios and prioritization of the times for the proposal of the future VSM.FindingsWith the study it was possible to propose the reduction of time wasted in the patient's journey, mainly the waiting times (37.92%) and the lead time (29.86%), making it possible for the patient to go through the entire process without waiting for queues. In addition, the increase in employee productivity and efficiency in patient care during the work shift is considered.Research limitations/implicationsDespite the considerable gains obtained with the realization of this study in relation to the processing times, total waiting time and lead time, the analysis was not considered, the mode of execution of the processes performed by the professionals and the influence of the layout to improve the flow of patients, being some of the challenges for future studies to consolidate lean culture in the health segment.Practical implicationsThe simulation of discrete events indicated that it is possible to attend a larger number of patients with the same professional structure, in case the delay in the arrival time of doctors and speech therapists is resolved. There was a reduction in the average total waiting time of 37.92%, a reduction in lead time to 29.86% and identification of the steps that most contributed to the increase in queues for patients in a 05:30 min work shift.Originality/valueThe work proposed the constitution of a VSM based on a discrete simulation with data from the entire health unit system, considering everything from the reception for patient registration, collection of laboratory and image exams to medical assistance. The work differs from the others in that it considers the patient's entire journey in the occupational medicine clinic, instead of prioritizing only one service department. The analysis of the results considered the scenario that presented the maximum efficiency of the available resources, respecting the patient's individualized care times, which is one of the complaints of the therapeutic teams to the use of standardization by the VSM.

Implementation of Lean Manufacturing and Waste Minimization to Overcome Delay in Metering Regulating System Fabrication Process using Value Stream Mapping and VALSAT Method Approach (Case Study: Company YS)

Company YS participates in managing the natural gas network by creating a Metering Regulating System (MRS), which is a tool to measure gas usage and damage to the natural gas network. Based on the data obtained, the MRS delivery process was often not in accordance with the agreed schedule, there was a delay of up to 46%, namely 50 days late from the planned schedule. To overcome these delays, waste reduction is carried out by mapping the overall condition of the company in Value Stream Mapping (VSM) and mapping in detail with the Value Stream Mapping Analysis Tools (VALSAT). In the VSM method, a Current Value Stream Mapping is carried out which then identifies the waste in which the correlation score between the wastes is described in a matrix called the Waste Relationship Matrix then followed by the calculation of the Waste Assessment Questionnaire. Then in the VALSAT method, further waste identification was carried out using seven tools. The most influential percentage of waste that has been obtained is then searched for the root cause using a fishbone diagram and then eliminated and depicted in the Future Value Stream Mapping. The most influential waste in the fabrication process is Waiting and after repairs according to the recommendations, the lead time is obtained from 41,822.60 minutes or 99 working days to 35,055.60 minutes or 83 working days so that the fabrication process can be completed 3 days faster than scheduled.

Usulan Peningkatan Efisiensi Keseimbangan Lini Dengan Value Stream Mapping Dan Yamazumi Chart Pada PT.PAI

PT. PAI is a footware company that produces sports shoes. The production process at PT. PAI, has a waste of 15.891%. To overcome the problems that occur, this study was conducted with the aim of identifying and proposing waste elimination. The method used is a lean manufacturing approach. One of the tools used is Value Stream Mapping (VSM) and Yamazumi Chart. The first stage to solve the problem is the identification of waste using the Waste Relationship Matrix (WRM), Waste Assessment Questionnaire (WAQ) and VALSAT. The second stage is carried out by designing the current Value Stream Mapping (VSM), designing the proposed improvements using the Yamazumi Chart to balance the production line and designing the Future VSM based on the results of the proposals that have been given. The result of identification using these tools is known that the biggest waste is waste in the process with a percentage of 15.891% followed by overproduction of 15.774%. Based on the calculation using VSM and Yamazumi Chart, elimination of waste can be done as much as 5.48%, reducing the number of workers by 32 people and reducing the number of work stations by 16 work stations

Application of value stream mapping using simulation tool in manufacturing assemble line: A case study

Value stream mapping is one of the most convenient graphic tools in the manufacturing industry to eliminate wastes. This study has been carried out for the heat sink part assembly line of a manufacturing unit. The basic objective was to employ computational tools for carrying out value stream mapping and to make improvements. In the first stage, value stream mapping was done for the existing assemble line with details such as cycle time, setup time, number of employees, etc., to identify bottlenecks. Future value stream mapping was carried out using a software tool. Simulation is employed for identifying the real-time production bottlenecks; this in turn leads to improvement in productivity. This proposed method can be implemented for any manufacturing industry to eliminate non-value-added activities (NVA). The study demonstrates that the use of appropriate computational tools ensure standard methodology for a complex problem as well as produces quick results.

Value stream mapping implementation: an operational view

Value stream mapping (VSM) is an important tool which identifies and reduces errors and losses, and enhance product quality which could lead to empowered production unit and the reduction of production cost in a lean production (LP) environment. The main purpose of this study is to investigate the operational principles of lean approach using proposed processes for VSM implementation, and through extracting the required information of VSM, and using related methods and techniques. Based on a case study in a manufacturing firm and using VSM technique, the operational processes and the specific steps which cause loss in production process were identified and removed using Kaizen approach. The obtained results show increased value added in final product, improved production process, reduced lead time and improved value creating time, which are shown in the future VSM. Using principles of VSM and following a Kaizen approach, helped the authors to identify loss points, and make right decisions to choose the best methods and lean tools for improvement. The surveyed company can avail the proposed method and future VSM towards analysing its current processes and making the necessary changes toward decreasing production cost and enhanced product quality which could lead to increased customer satisfaction.

Lean construction analysis of concrete pouring process using value stream mapping and Arena based simulation model

An important challenge for the construction industry is how to reduce non-value adding activities which produce waste. Many researchers have attempted to resolve it to enhance the performance of this industry. However, the concrete pouring process (CPP) has not been adequately investigated in this regard. Accordingly, the present study aims to examine how to apply the lean manufacturing concepts to CPP effectively determine different wastes generated during operations, the main cause of the waste generation, and the strategies to minimize or mitigate the generation of the waste. Mixed value stream mapping (VSM) and computer simulation are applied to identify and eliminate wastes in a CPP case study by using lean principles and time-frame formulation through takt time calculation. Based on the future VSM improvements, findings showed that that production lead time (PLT) reduced from 11 days to 7 days, and the value-added time decreased from 38.2 min to 22.5 min. Takt time also was reduced from 138 s to 93 s. Our results are a valuable resource for construction managers and engineers to improve the concrete pouring process’s productivity in a cost-effective and timely manner.

Enhancing patient flow in emergency department (ED) using lean strategies–an integrated voice of customer and voice of process perspective

PurposeThe purpose of this paper is to systematically investigate the patient flow and waiting time problems in hospital emergency departments (EDs) from an integrated voice of customer (VOC) and voice of process (VOP) perspective and to propose a new lean framework for ED process.Design/methodology/approachA survey was conducted to better understand patients' perceptions of ED services, lean tools such as process mapping and A3 problem-solving sheets were used to identify hidden process wastes and root-cause analysis was performed to determine the reasons of long waiting time in ED.FindingsThe results indicate that long waiting times in ED are major concerns for patients and affect the quality of ED services. It was revealed that limited bed capacity, unavailability of necessary staff, layout of ED, lack of understanding among patients about the nature of emergency services are main causes of delay. Addressing these issues using lean tools, integrated with the VOC and VOP perspectives can lead to improved patient flow, higher patient satisfaction and improvement in ED capacity. A future value stream map is proposed to streamline the ED activities and minimize waiting times.Research limitations/implicationsThe research involves a relatively small sample from a single case study. The proposed approach will enable the ED administrators to avoid the ED overcrowding and streamline the entire ED process.Originality/valueThis research identified ED quality issues from the integration of VOC and VOP perspective and suggested appropriate lean tools to overcome these problems. This process improvement approach will enable the ED administrators to improve productivity and performance of hospitals.

Value Stream Mapping as Lean Healthcare's tool to see wastes and improvement points: the case of the Emergency Care of a University Hospital

A manufatura enxuta surgiu como uma evolução aos sistemas tradicionais de gestão da produção, em meio à crise que assolava o Japão e então exigia das empresas daquele país que enxugassem seus gastos e otimizassem seus custos. Uma ferramenta inicial para a implantação da manufatura enxuta em qualquer empresa é o mapeamento do fluxo do valor. Com base na grande importância e aplicabilidade da manufatura enxuta com auxílio do mapeamento do fluxo de valor em ambientes industriais é que surgiu a questão de pesquisa: a aplicação do mapeamento do fluxo de valor em hospitais pode trazer resultados positivos como trouxe para as indústrias? Por isto, o objetivo principal desta pesquisa é analisar o ambiente produtivo de um hospital universitário, como estudo de caso, identificar gargalos e desperdícios através do mapeamento do fluxo de valor atual, e propor melhorias com o auxílio do mapeamento do fluxo de valor futuro. Os resultados esperados após a implantação das melhorias propostas é redução do lead time total (tempo em que o paciente passa dentro das dependências do hospital), redução de desperdícios, melhor gestão à vista, e maior comprometimento de todos os envolvidos direta e indiretamente no processo. Essa pesquisa, em sua metodologia, é classificada como exploratória, qualitativa, e utilizou de revisão bibliográfica e estudo de caso para validação do teor pesquisado e potencialidade de aplicação em ambientes hospitalares.

Improving productivity through value stream mapping (VSM): A case study at electrical & electronic company

This paper is aim to increase productivity of a case study’s company by eliminating of all possible non value added activities. The study is carried out at a speaker unit of ABC’s company, Malaysia. The current value stream map of production line was developed based on interviews, observations and other data of the company. Then, the future VSM was mapped based on the lean manufacturing principles. The current VSM was identified 12 NVA activities and the improved VSM managed to eliminate all 10 NVA activities. The elimination of NVAs was successfully achieved by applying selected lean tools and techniques. All hidden and cause of wastes were identified and eliminated. As a result the application of VSM has improved company performance by increasing the productivity by 35% and production lead time up to 400%.

Lean manufacturing analysis of a Heater industry based on value stream mapping and computer simulation

Manufacturing companies implement lean manufacturing (LM) tools to keep their competitiveness over their competitors by improving the manufacturing system’s productivity. Value Stream Mapping (VSM) is a critical tool for implementing the lean approach, and it can be used to many sectors in industry. The paper aims to implement the VSM approach along with computer simulation for identification and elimination of wastes in a small-scale Heater industry by using lean principles and time-frame formulation through takt time calculation. Based on the future VSM improvements, results showed that production lead time (PLT) reduced from 17.5 days to 11 days, and the value-added time decreased from 3412 seconds to 2415 seconds. Takt time also was decreased from 250 seconds to 192 seconds. Our results are a valuable resource for managers and industrial engineers to improve the productivity of manufacturing in a cost-effective and timely manner.