Process Cycle Efficiency Research Articles

Development of a Value Stream Map to Optimize the Production Process in a Luxury Metal Piece Manufacturing Company

The current market is highly competitive, and customers are increasingly demanding. In this context, organizations need to adopt tools that enhance process efficiency to ensure competitiveness. This report aims to implement Lean tools, specifically Value Stream Mapping (VSM) and complementary tools, to optimize the production process in the metal treatment industry. A case study was conducted, beginning with a brief sector and process recognition, followed by an analysis of production stages using VSM. Value-added activities, non-value-added activities, and waste were identified. The current VSM revealed a Lead Time (LT) of approximately 336 h (14 days), value-added activities (VA) of 21 h, and a process cycle efficiency (PCE) of 6.29%. Improvement actions were proposed to reduce waste and increase competitiveness. After implementation, the LT decreased to approximately 318 h (13 days), VA increased to 23 h, and process efficiency improved to 7.15%. Despite the limitations of VSM in discontinuous flows, its use increased process efficiency, demonstrating its applicability in complex industrial contexts.

A case study of lean digital transformation through robotic process automation in healthcare

Under Taiwan's National Health Insurance (NHI) system, it's crucial for all healthcare providers to accurately submit medical expense claims to the National Health Insurance Administration (NHIA) to avoid incorrect deductions. With changes in healthcare policies and adjustments in hospital management strategies, the complexity of claiming rules has resulted in hospitals expending significant manpower and time on the medical expense claims process. Therefore, this study utilizes the Lean Six Sigma DMAIC (Define, Measure, Analyze, Improve, Control) management approach to identify wasteful and non-value-added steps in the process. Simultaneously, it introduces Robotic Process Automation (RPA) tools to replace manual operations. After implementation, the study effectively reduces the process time by 380 min and enhances Process Cycle Efficiency (PCE) from 69.07 to 95.54%. This research validates a real-world case of Lean digital transformation in healthcare institutions. It enables human resources to be allocated to more valuable and creative tasks while assisting hospitals in providing more comprehensive and patient-centric services.

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%.

Identifikasi Non-Added Value Activity Dalam Proses Pemeriksaan Substantif Permohonan Paten Menggunakan Value Stream Mapping

The process of substantive patent examination which is complicated and takes a long time is one of the reasons the inventor is "reluctant" to apply for a patent on his invention. This research was conducted using the Current State Value Stream Mapping (CSVSM) method, which began with the creation of a process flow map with the cycle time of each activity. It is known that most of the activities are value added activities. However, there is 1 activity that is required but not added value, namely the activity of verifying the technical field of application documents; and 1 non-value-added activity, namely initialing the Patent Granting letter. The number of waiting/delaying incidents is a waste in the process of substantive examination of patent applications caused by: (a) employees generally do double work; and (b) the absence of SOPs in each sub-process/sub-activity in the process of substantive examination of patent applications. Proposed improvements are submitted in the Future State Value Stream Mapping (FSVSM). As a result, lead-time can be reduced to 11 days, which was originally 26 days; and Process Cycle Efficiency which was originally 19.23% increased to 45.45%

Productivity Improvement Based on Lean and Green Productivity in Herbal Tea Production Line CV. DM

Herbal tea is a functional beverage with significant health benefits, produced from processed plants, namely Chinese teak (Cassia angustifolia Vahl) and soursop leaves (Annona muricata L). However, herbal industry faces a productivity problem due to the production process time caused by human factors, machines, and raw materials. Productivity can also be affected by non-value-adding activities in the production processes, such as unnecessary inventory and overproduction. Fossil energy used by industry to generate electricity contributes to the production of solid waste, posing a long-term environmental risk. To address this problem, Objective Matrix (OMAX) is needed to measure the industry production rate, where all non-value-adding activities are reduced in lean and green productivity. The concept of lean and green productivity facilitates the identification of all activities to determine the locus of the highest waste, material, or energy usage. Therefore, this research aimed to propose alternative improvements for enhanced productivity by assessing production rates and identifying generated waste, energy consumption, and emissions. The results show that herbal industry had low productivity, 0.4, on a scale of 1. To improve efficiency, recommendations for lean aspect were based on forecast demand and workload. This improvement was projected to raise Process Cycle Efficiency (PCE) ore from 7.97% to 9.05% and reduce solid waste by maintaining and repairing filling machines. Green aspect could be improved by turning off idle facilities and machines, thereby minimizing electricity energy usage to 43.37%.

Analisis Lean Service Menggunakan DMAIC untuk Mengurangi Waste pada Pelayanan di SAMSAT Bone Bolango

SAMSAT Bone Bolango is one of the places providing services to the community in processing Motor Vehicle Tax. There are still many weaknesses in government public services, one of which is that the service system time is approximately 20-30 minutes. This research aims to identify waste and increase the productivity of the PKB service process at SAMSAT Bone Bolango. Based on results of service process flow mapping using Process Activity Mapping and Value Stream Mapping is known in total lead time service time was 1317.23 seconds and there was 54.45% non-value added activity time with the largest percentage causing waste, namely delay. From the results of the proposed improvements, a total lead time amounting to 861.74 seconds and enhancement Process Cycle Efficiency from 45.30% to 64.73%, this indicates that there has been an increase in company productivity after implementation lean service.

DEVELOPMENT OF A SUSTAINABLE LEAN COMPETITIVE STRATEGY IN A WATER PUMP COMPANY

The manufacturing industry is currently experiencing a shift towards sustainability-driven practices and principles. Company X is one of those that want to improve their competitiveness in the manufacturing industry by implementing sustainability. However, this company experiences obstacles in its production process because production targets still need to be achieved owing to product defects that average 8.97%. This study used the sustainable lean manufacturing approach to help the company to achieve more competitive goals by reducing waste and pollution and creating more efficient production processes. The tools used in this research were process activity mapping (PAM), sustainable value stream mapping (SVSM), and the sustainability index (SI). Based on calculations with sustainability indicators, the company’s SI results amounted to 183%. The pProposed improvements were given to improve the company’s efficiency and to reduce its SI. After repairs had been made, the SI value was reduced to 118%. With the improvement in that value, production efficiency has also improved: the process cycle efficiency (PCE) value has become 90.49%, which means that the company’s production process has become more efficient.

Identification of Waste in The Production Process Using Lean Manufacturing Approach (Case Study: PT. Multiyasa Abadi Sentosa)

PT. Multiyasa Abadi Sentosa is an export company specializing in handmade crafts using natural materials such as banana fiber, rattan, and seagrass. The production process of baskets faces challenges such as rejected products, which slow down processing time, leading to shipment delays and increased production waste. This research aims to identify production activities, analyze waste, and propose improvements. The methods employed include Value Stream Mapping, Waste Assessment Model, and VALSAT. Research findings indicate that Value-Added activities contribute only 67.1%, while Non-Value Added and Necessary but Non-Value Added activities are also significant. Process Cycle Efficiency is 67%. The largest sources of waste are defects in products and transportation. Implementing Quality Control for raw materials and optimizing transportation are proposed solutions to reduce waste.

WASTE REDUCTION IN BRAKE LINING PRODUCTS TYPE 51 HS USING LEAN SIX SIGMA METHOD

Every company desires a profit, and its production system must continually develop and become more productive. Companies can boost their production productivity in a variety of ways, including by enhancing their production process system and removing impediments. This research was conducted at a company in Tangerang that specialized in manufacturing brake linings. On the basis of the results of field research, manufacturing department defects and inventory have been detected. The research phases employ the DMAIC model. The define phase employs SIPOC and CTQ diagrams. Using WAM to identify waste that happens through the distribution of questionnaires during the measurement phase. According to the measure stage's calculation, the company's current efficiency level is 26.85 percent. The DPMO value is 6,222.71 and sigma number indicates a quality level of 4.91. After learning the company's status, the research continued with an FMEA examination of the root cause. On the basis of the results of the analysis, proposals for changes to the brake linings production steps were made. The research was continued in the third phase, known as control, which consisted of recalculating the company's status after the implementation of modifications. The calculation findings demonstrate an increase in process cycle efficiency to 35.33 percent. In addition, a reduction in the value of faults per million opportunities resulted in the production of 4,524.88 products and an increase in the sigma level to 5.12. This demonstrates a gain in efficiency of 8.48%, a drop-in DPMO of 1,697.83 products, and a 0.21 increase in sigma value.

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.

Penurunan Lead Time Manufacturing Dengan Pendekatan Lean Manufacturing Studi Kasus Di PT. MKM

In the industrial world, it is very important to pay attention to the efficiency of production capacity where the manufacturing lead time for making shoe outsole is influenced by activities that are not value-added (Non Value Added) and activities that are not value-added but necessary (Necessary Non Value Added) in which there is some extravagance that occurs. These activities are in the form of temporary storage in the cooling room and the process of reworking defective products. The method used is Lean Manufacturing, the tools used are Value Stream Mapping (VSM) and Process Activity Mapping (PAM). VSM is used to identify activities that have cycle times exceeding takt time, followed by mapping the Activity Mapping process to analyze activities that are not Value Added. Based on the results of research from 4110 seconds, the process lead time of 3600 seconds is a non-value added activity. The rework process and material storage in the cooling room were identified as having the largest value contributing to lead time, so rework must be eliminated. the percentage of Process Cycle Efficiency (PCE) has increased. The reduction of the finished sheet material process is cooled to the cooling room and the rework process can save about 60 minutes of working time. Saving working hours can increase outsole production capacity so that productivity increases and targets are achieved.Keywords: Lead Time Manufacture, Lean Manufacturing, Value Stream Mapping, Prose Activity Mapping. Process Cycle Activity.

Operational excellence of the steel industry using the Lean Six Sigma approach: a case study

PurposeThis article aims to focus on implementing Lean Six Sigma (LSS) in steel manufacturing to enhance productivity and quality in the galvanizing process line. In recent trends, manufacturing organizations have expressed strong interest in the LSS since they attempt to enhance its overall operations without imposing significant financial burdens.Design/methodology/approachThis article used lean tools and Six Sigma's DMAIC (Define, Measure, Analyze, Improve and Control) with Yin's case study approach. This study tried to implement the LSS for the steel galvanizing process in order to reduce the number of defects using various LSS tools, including 5S, Value stream map (VSM), Pareto chart, cause and effect diagram, Design of experiments (DoE).FindingsResults revealed a significant reduction in nonvalue-added time in the process, which led to improved productivity and Process cycle efficiency (PCE) attributed to applying lean-Kaizen techniques. By deploying the LSS, the overall PCE improved from 22% to 62%, and lead time was reduced from 1,347 min to 501 min. DoE results showed that the optimum process parameter levels decreased defects per unit steel sheet.Practical implicationsThis research demonstrated how successful LSS implementation eliminates waste, improves process performance and accomplishes operational distinction in steel manufacturing.Originality/valueSince low-cost/high-effect improvement initiatives have not been adequately presented, further research studies on adopting LSS in manufacturing sectors are needed. The cost-effective method of process improvement can be considered as an innovation.

Implementation of Lean Healthcare for Reducing National Health Insurance Out Patient’s Waiting Time using Value Stream Mapping Method

Waiting time is one of quality standard in health services. The waiting time for national health insurance outpatients in Sosodoro Djatikoesoemo Hospital in Bojonegoro obtained an average monthly achievement of around 59.79% less than the standard from ministry of health’s regulation (80%). This study aimed to reduce patient waiting time using value stream mapping analysis and purpose the future stream mapping. This was a quantitative descriptive study using a cross-sectional design using Value Stream Mapping analysis. The sample was obtained by purposive sampling of 90 outpatients under national health insurance in Sosodoro Djatikoesoemo Hospital in Bojonegoro. The data was collected by using the observation table. The results found that two waste were found during outpatient flow including waiting and extra processing. In addition, the analysis obtained a Value Added Ratio (VAR) of 23.61% indicating that the service was not efficient compared with the provisions of Process Cycle Efficiency (> 30%). The future Stream Mapping was proposed and indicated a decrease in waiting time which was originally 99.21 minutes to 58.16 minutes. The possible improvement is the development of an electronic patient eligibility certificate of national health insurance where this improvement is useful in reducing patient waiting time by 41.05 minutes or around 41.37%. The management can consider to develop an electronic patient eligibility certificate in order to make the service delivery in out patient more efficient.

Numerical simulation and correlation research of multi-track overlapping laser quenching process for 40Cr steel

Laser quenching has a short process cycle and high production efficiency, and it plays an important role in automobile, ship, machinery manufacturing, and other fields. The surface hardness of 40Cr steel laser quenching parts is uneven by unreasonable set on the quenching overlap zone. This will affect the microstructure of the quenched layer, resulting in cracking, corrosion during service, and other hazards that ultimately reduce reliability. Numerical simulations provide an effective way to quantitatively reveal the transient evolution of the multi-field coupling between temperature field, stress field, and phase transition field in quenching, which directly determines the extent of the overlap zone and quenching properties. The quenched phase transition layer profile is predicted to effectively determine the extent of the secondary tempering softening zone and solve the bottleneck problem of uneven surface hardness in quenching. The innovation of this paper is to establish a multi-field coupled numerical model of the 40Cr steel multi-track laser quenching process. The transient quenching temperature, phase transition hardening, and stress distribution were numerically calculated, and the size of the tempering zone under different overlapping rates was evaluated, revealing the internal coupling mechanism and correlation between multi-fields during the laser quenching. The quenching temperature, microstructure, and hardness distribution of 40Cr steel were tested by an infrared thermometer, Axio Vert A1 Zeiss microscope, Thermo ScientificTM Apreo scanning electron microscope, and Q10M microhardness tester, which verified the effectiveness of numerical simulation. The research can provide an important theoretical basis for optimizing quenching process parameters in production.

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.

Development of an improvement framework for warehouse processes using lean six sigma (DMAIC) approach. A case of third party logistics (3PL) services

This study aims at developing an improvement framework of warehouse processes by improving process cycle efficiency using lean six sigma (DMAIC) approach.A case study method was used to illustrate the evaluation of the existing processes in the warehouse of a third party logistics company with a focus on productivity using warehouse lean tools. Data were collected based on warehouse operational areas of suppliers, customers and internally related with a focus on warehouse core processes. The optimization of the warehouse processes was based on established lean tools.Based on the warehouse evaluation, high non-value added activities were observed leading to a low process cycle efficiency of 40%. After the implementation of the lean six sigma approach, the process cycle efficiency improved of up to 70%. An improvement framework was also established for productivity across the warehouse processes to minimise waste.Lean warehousing has been used to illustrate solutions to a real-time problem of productivity which has negatively impacted on management and customer satisfaction.The study has added to lean warehousing focusing on all the warehouse processes using six sigma DMAIC approach, unlike most literature which concentrates on a specific process. Also develop a framework for the improvement of the processes.

Waste analysis of tapioca unloading process with lean supply chain approach in Makassar Port

In the process of dismantling tapioca flour, waste occurs due to activities that do not provide added value (Non-Value Added). The purpose of this study is to identify and analyze the types of waste and then propose improvements to eliminate activities that do not provide added value. By using the concept of lean supply chain and value stream mapping (VSM) it is expected to eliminate activities that do not provide added value and make the company more productive. Through the analysis of seven wastes and fishbone diagrams, it is known that the biggest causes of waste are waiting for the arrival of workers, waiting for pilot/tug boats, waiting for trucks to arrive, and working on sacks that have fallen and torn. Meanwhile, the recommendations given are to coordinate and evaluate the performance of workers, increase the number of pilot/tug boats and trucks, and supervise the unloading process to minimize mistakes made by workers. With the proposed improvement, the cycle time, which was originally 335.34 minutes decreased to 271.97 minutes, and for Process Cycle Efficiency (PCE) which was originally 68.30% increased to 84.22%.

Improving Creative Industry Production Performance during the Covid-19 Pandemic using Cost-Based Value Stream Mapping

Improvements in creative industry production performance during the COVID-19 pandemic is urgently needed to reduce production costs. Previous research has shown that improving industrial performance during the pandemic is still minimal. Implementing the lean manufacturing method using cost-based VSM is relevant to find out the industry's current value stream performance conditions and the potential savings in production costs. This research uses cost-based VSM to improve creative industry production during the COVID-19 pandemic. Based on the research results, three types of production waste are identified, i.e., motion, transportation, and inspection. Workstations have the most significant cost, i.e., tube making, making rings, and assembling. The lean action plan is then selected using several criteria: reducing lead time, increasing productivity, improving the quality of human resources, and increasing efficiency. With Implementing the lean action plan, process cycle efficiency is expected to increase by 5%, and production costs could be reduced by 0.45%.

Delay of Issuing Laboratory Test Reports of a State Sector Clinical Laboratory in Sri Lanka: A Case Study

Medical treatment decisions are basically made based on the laboratory test reports. Therefore, rapid and accurate laboratory test report issuing is considered as one of the most noticeable signs of a clinical laboratory. Reducing the delay of issuing laboratory test reports will increase patients’ and clinicians’ satisfaction, reduce the hospital stays and indirect costs associated. Ultimately it increases the better image towards the institution. This study was a cumulative case study conducted at a state sector biochemical laboratory in Sri Lanka. Study tools were focus group discussions and review of secondary data sources. Turnaround time for a selected test was recorded as 3 days where the private sector laboratory benchmark is 24 hours. Three associated problems related to delay of issuing laboratory test reports were identified including non-value added laboratory procedure, increased number of laboratory occurrences and increasing staff focus on overtime. Found issues were brainstormed among few officials under three category labels including process management, quality management and people management to find out the root causes. Process Cycle Efficiency was recorded as 10.4%. Laboratory processes are not standardized and all the sample data management and report generation procedures are done manually. The number of incidences of sample missing and transcription errors was recorded as 12.6% and 9.6% respectively. Staff awareness on occurrence management seemed to be poor and self-audits were not being conducted which caused an increase in the number of occurrences. Annual overtime payment has exceeded the allocated amount by 29.9%. Laboratory staff trainings are not conducted and therefore they are not competent enough on new technology, staff supervision provided is limited and job descriptions are not available which ultimately has driven for high over time payment. Implementing solutions for the found issues will rectify the issue of delaying medical test reports.

Lean Healthcare Improvement Model Using Simulation-Based Lean Six-Sigma and TRIZ

As a part of primary care clinic, the Indonesian-community health center is responsible for efforts to encourage independence and create a community for healthy living. The service facility commonly used is the general polyclinic. A number of problems occur are non-value added activities that lead to a longer waiting time. Therefore, the aim of this study is to improve the service performance at Indonesian-community health center. This research used six sigma DMAIC model in evaluating the current service system using value stream mapping (VSM), determining critical waste using the Borda count method, identifying the root causes of critical waste, designing the alternative service system improvements using theory of inventive problem solving (TRIZ), building alternative simulation models using Flexsim software, and evaluate the improvement plan. The result shows that the average time of general polyclinic services in current system is 107 minutes with waiting as critical waste (23%). There are two health-service improvement scenarios developed using theory of inventive problem-solving method (TRIZ), i.e. scenario 1 and scenario 2. Both scenarios are evaluated by considering some criterias, i.e. idle time, waiting time, number of patients served, lead-time and process cycle efficiency. The best scenario is scenario 2 with 48.2% reduction in lead time and process cycle efficiency increased by 48%.