Value Stream Analysis Tools Research Articles

Planning for Improvement of Carton Box Production Process using Lean Manufacturing Approach to Increase Production Results at PT. Kati Kartika Murni

Abstract—PT. Kati Kartika Murni is a company engaged in the packaging industry. This company applies a make to order (MTO) system. Carton Boxes are the focus of research because it have the highest number of requests by 55%. Problems faced by PT. Kati Kartika Murni namely the number of customer requests not yet met. This research was conducted to increase the production of carton boxes to 3600 boxes. Increasing the amount of production is done by lean manufacturing approach, namely by identifying waste and eliminating existing waste. Manufacturing lead time before repair is 17811.7 seconds, process cycle efficiency before repair is 44.4489%, and takt time is 4.645 seconds. The number of production before the design of repairs is 3379 boxes, where orders have not been fulfilled with the available time. The highest waste based on the waste assessment model and value stream analysis tools are defect and transportation. The analysis was conducted using the Failure Mode and Effect Analysis (FMEA) method to determine the type of waste that needs to be eliminated. The highest RPN of 448 is the faded color defect in the flexo process and the second highest RPN of 392 is the overlap defect in the corrugating process. Waste transportation analysis using FMEA method shows the highest RPN value of 448, namely at the time of operation and material movement on the production floor. The design of improvements to eliminate waste transportation is to add a roller conveyor functioning as material handling between work stations. One piece flow addition for the corrugating process to flexo. After an improvement plan is made, the Manufacturing lead time is 15634.2 seconds and the Process cycle efficiency is 50.64%. The amount of production after the design improvement is 3850 boxes, where orders have been fulfilled with the available time.

Waste Assessment in an Indian Casting Industry: A step towards Lean Manufacturing

In today’s era of globalization, it is essential to ensure that Indian manufacturing industries like casting and metal-working industries which work on stringent conditions of varying customer demands and constant adhering to excellent quality standards are able to flourish in the fiercely competitive environment while keeping the production as economical as possible. Hence, the need arises for continuous improvement in the manufacturing phase of the product by assessing, minimizing, and eliminating wastes of any kind. This study adopts and implements a waste assessment model in a casting industry with the purpose of assessment of wastes and hence, proceed towards a leaner manufacturing set-up. Initially, the quantification of direct relationships between the seven types of wastes was done by forming a waste relationship matrix (WRM). Next, a waste assessment questionnaire (WAQ) consisting of 68 questions, was introduced for the allocation of wastes in the industry. The results of WRM and WAQ were integrated to obtain the ranks of the seven types of wastes in the industry, and it was found that waste of defects was the highest-ranked waste followed by wastes of inventory and overproduction. Process Activity Mapping (PAM) received the highest score (482.79) in the analysis done by Value Stream Analysis Tool (VALSAT), thus, it was chosen as the preferred tool in the current situation. The results of Failure Mode and Effect Analysis (FMEA) of various defects of casting indicated sand inclusions (432) and slag inclusions (336) as the defects having the highest Risk Priority Numbers (RPN).

Lean Manufacturing Implementation to Reduce Waste Using the Waste Assessment Model Method in the Production Process

The research carried out aims to identify, reduce, and hopefully eliminate waste on the Injection Phylon production line using the lean manufacturing concept. One of the tools in lean manufacturing, namely the Waste Assessment Model (WAM) is used to identify waste in the production process. Using the WAM method, it was found that inventory waste is a critical waste with a value of 21.41%, while the second place is defect waste with a value of 20.37% and the third is overproduction waste with a value of 17.49%. After calculating with WAM, calculations are performed using the Value Stream Analysis Tools (VALSAT) to assist in seeing the mapping of existing waste. Using the VALSAT method with the Process Activity Mapping tools, it is found that storage is the largest activity with a value of 85.63%. The critical waste found in this study using WAM and VALSAT is inventory waste. Based on the fishbone analysis, it is found that the root cause of inventory waste is due to the absence of a real-time work order (SPK) information system in the production section and there is no standard identification of manufactured goods. Key Words: Lean manufacturing, waste assessment model, value stream analysis tools, fishbone

Application of Lean Production/Construction to Reduce Waste in Pipe Gas Construction (Case Study of Semare-Tie in KM 19 Pipa Porong Grati Gas Development Project PT Pertamina Gas)

The lean approach, which was initially used in manufacturing industry, now is widely adopted by the construction industry called lean construction, in order to reduce waste and to optimize the value. This study was conducted to see the suitability of the lean construction approach on the EPC project of gas pipeline installation. This study is viewed from the Company side as the owner particularly in engineering aspect which is carried out by the company itself. Engineering work is deemed as a key to the next activity which is effective and efficient procurement and construction phase. Almost all similar projects show the same symptoms such as: low quality of engineering work (amendment value above 10%), target and realization lagging of its progress, re-work, weak coordination and residual materials. Therefore, the urgency to make improvements occur with the Lean Construction approach described in Big Picture Mapping, Value Stream Analysis Tool, Pareto Diagram, Fishbone Diagram at each stage of the engineering work EPC gas pipeline. Value Added (VA) activities were obtained at 39.35% and Non-Added Value (NVA) activities at 60.65%, engineering work quality classified as poor (amendment value 12.81%). The application of a lean construction approach is suitable to be applied in Company for gas pipe installation projects but with some notes. Then a comprehensive evaluation is required to evaluate man power, load, and skills needed and eventually to be standardized in an acknowledged company standard in order to make every project to be done punctually. The dominant root cause of the problem is the engineering contract form (a lump-sum engineering contract) and company policy as the reference to identify the contract form itself

The reduction of waste on pile production process using value stream analysis tool (VALSAT) method

This paper discusses about the reduction of waste on the pile production process in PT. XYZ, a company that run its business in the field of engineering, production installation (EPI) of a concrete industry. The methods of data collection are observation and interview. The analysis that will be employed is Value Stream Analysis Tool (VALSAT). Based on the value stream mapping, it is identified that the cycle time data for product’s manufacturing is 5.847 seconds with lead time of 1.380 seconds. Based on the result of observation and interview, it is identified that the biggest waste is resulted from the waste of excessive transportation. The movement process is executed on the same workstation and among workstations. While, the result of process activity mapping indicates that 27,6% of all activities are included in transportation activities. By conducting the mapping using fishbone diagram, later could be identified the factors that influence waste, in which, from human resource perspectives, it is caused by the less-evenly workers distribution at line 2 on pile production, unbalance production process that causes idle time or idled operators, the lack of understanding and workers’ skill on machine utilization as well in handling the problems. In the perspective of method, the issue lies on layout factors and 5S system that runs inappropriately at line two. In terms of machine, it is stressed on the lack of numbers of tools or machines as well as the less upgraded machines. From the perspective of environment, rain definitely could affect the condensation maintaining process and evaporation.

Waste assessment using lean manufacturing in rubber production

During the rubber production process, there are several wastes caused by breakdown machines, damaged equipments, and production delays. Those wastes have negative impact to companies and thus, need to be eliminated. This study aims to assess wastes in rubber production process using lean manufacturing approach. Waste Relationship Matrix (WRM), Waste Assessment Questionnaire (WAQ), and Value Stream Analysis Tools (VALSAT) are applied to identify the wastes. Fishbone Diagram is then used to determine the root cause of problems. Finally, Failure Mode and Effect Analysis (FMEA) method is applied to evaluate the source of wastes and develop the action plans. It indicated that over production, inventory, and defects as the three highest wastes in the rubber production. Process Activity Mapping (PAM) is selected as the analysis tools in VALSAT and it obtained the activities in the rubber production are mostly categorized into value added activities. The necessary but non value added activities are also identified at a fairly high frequent. The major risks during the rubber production is related to dynamo damage and machine clogged in both hammer mill and mangle machine. It needs high attention from the production manager of rubber industry. Then, action plans are suggested to improve the maintenance program.

Production process analysis using value stream mapping at East Java sugarcane industry

The purpose of this research is to identify the type of waste and to propose improvements for waste minimization on the processing process at the sugarcane industry. This research uses Value Stream Mapping and Value Stream Analysis Tools (VALSAT) method. The results showed that the highest waste in the process production consisted of waiting time and inappropriate processing. Recommendations for improvements that given include reduction of time at several stages of the process, and perform periodic maintenance of the machine. Process Activity Mapping analysis shows reduced lead time from 1212.07 minutes to 1176.23 minutes.

Pemetaan Pemborosan (Waste) Dalam Proses Produksi Pada Seksi Painting Plastic (Studi Kasus Perusahaan Otomotif)

The painting process is one of the very important processes in the automotive motorcycle industry. One of the problems in the painting process is the occurrence of waste in the use of paint materials or ussualy referred as overquota, which is caused by the presence of waste in the painting process. The VSM (Value Stream Mapping) method was used to reduce the waste that occurs, identifying waste begins using the Waste Assessment model (WAM) to determine the percentage of waste. The identified wastes are 3 types of waste with the greatest weight, namely defect (30.1%), motion (16.1%), and waiting (13.1%). Next is the selection of detailed mapping tools using VALSAT (Value Stream Analysis Tools). The tools chosen are 2 tools with the greatest value. Analysis of waste defect using Pareto diagram shows the most dominant rejects are dirty, saggy, and thin, so further analysis is focused on the three rejects using p chart, fishbone diagram, and FMEA (Failure Method Effect Analysis) . The proposals given to reduce waste are replacing SOPs, repairing work station, and making checksheets and material collection forms. After the proposal is applied, it is found that PCE increases by 17% and the reduction in Manufacturing Lead Time value by 26.15%

Perancangan Lean Manufacturing dengan Menggunakan Waste Assessment Model (WAM) dan VALSAT untuk Meminimumkan Waste (Studi Kasus: PT. XYZ)

<p><em>As an industrial company, XYZ Ltd. engaged in beverages should pay attention to the detailed processes of each line of its production. This aims to minimize potential problems which may occur that can cause losses. This research aimed to minimize waste on the production floor by designing lean manufacturing. Lean manufacturing is an approach that tries to eliminate waste that occurs in the value stream. The method used is Waste Assessment Model (WAM) that functions to identify waste in tea production, and Value Stream Analysis Tools (VALSAT) which functions to select mappingtools used, based on WAM result. From the research result, it was found out that the production time of original tea 450 ml took 20,255.4 seconds and the total lead time of product fulfillment for delivery to customers took 13.23 days. The average reject product was 0.65%, exceeding the company maximum standard. Based on the mapping, recommendation for improvement was given to minimize waste, among others the elimination of Non Value Added (NVA) activity, the application of forecasting, and preventive maintenance activities. This research resulted in the waste identification, which the biggest waste in this company was defect, decreasing the lead time of production time to become 14,767,4 second faster and Process Cycle Efficiency (PCE) which was increased from 39,12% to 53,66%.</em></p>

Perbaikan Proses Produksi Produk Paper Pallet Berdasarkan Analisis Waste Assessment Model dan Value Stream Analysis Menggunakan Pendekatan Lean Manufacturing pada PT. Kaloka Binangun

PT. Kaloka Binangun is a packaging company that produces paper pallet products. In the production process of PT. Kaloka Binangun applies a production strategy to make to order. The problem faced by the company today is not achieving production targets. In the production process there are found several waste so that manufacturing lead time is greater than the company's takt time. The process of identifying waste begins using the Waste Relationship Matrix (WRM) and Waste Assessment Questionnaire (WAQ) to determine the percentage of waste that occurs. The results of identification of waste are waste with the 3 biggest ranks, namely, motion (22.96%), transportation (17.53%), and inventory (13.35%). Then the selection of detailed mapping tools is done using Value Stream Analysis Tools (VALSAT). The selected tools are the highest ranking tools, namely Process Activity Mapping (PAM). Implementation of proposed improvements given based on waste analysis is to implement U-Shape Layout, apply 5S, and improve work methods with a map of the right hand and left hand. After implementing improvements, the value of the process cycle efficiency increased from 18.15% to 21.36%. While production output increased from 1425 units to 1724 units.

Implementation of lean manufacturing for frozen fish process at PT. XYZ

PT. XYZ is a company specialized in the processing of fishery products particularly in frozen fish fillet. The purpose of this research was to identify the type of waste and determine the recommendations of minimizing waste Lean manufacturing approach was used in the identification of waste by describing the Value Stream Mapping (VSM) and selecting tools in the Value Stream Analysis Tools (VALSAT). The results of this research showed that the highest waste that generated was the defect of leak packaging on fillet products with an average of 1.21%. In addition to defect, other insufficiencies were found such as: unnecessary motion, unnecessary overhead, and waiting time. Recommendations for improvements that given include reduction of time at several stages of the process, making production schedules, and conducting regular machine maintenance. VSM analysis shows reduced lead time of 582.04 minutes to 572.01 minutes.

Design of production process main shaft process with lean manufacturing to improve productivity

This object research is one of manufacturing companies that produce oil palm machinery parts. In the production process there is delay in the completion of the Main shaft order. Delays in the completion of the order indicate the low productivity of the company in terms of resource utilization. This study aimed to obtain a draft improvement of production processes that can improve productivity by identifying and eliminating activities that do not add value (non-value added activity). One approach that can be used to reduce and eliminate non-value added activity is Lean Manufacturing. This study focuses on the identification of non-value added activity with value stream mapping analysis tools, while the elimination of non-value added activity is done with tools 5 whys and implementation of pull demand system. Based on the research known that non-value added activity on the production process of the main shaft is 9,509.51 minutes of total lead time 10,804.59 minutes. This shows the level of efficiency (Process Cycle Efficiency) in the production process of the main shaft is still very low by 11.89%. Estimation results of improvement showed a decrease in total lead time became 4,355.08 minutes and greater process cycle efficiency that is equal to 29.73%, which indicates that the process was nearing the concept of lean production.

Lean manufacturing analysis to reduce waste on production process of fan products

This research is based on case study that being on electrical company. One of the products that will be researched is the fan, which when running the production process there is a time that is not value-added, among others, the removal of material which is not efficient in the raw materials and component molding fan. This study aims to reduce waste or non-value added activities and shorten the total lead time by using the tools Value Stream Mapping. Lean manufacturing methods used to analyze and reduce the non-value added activities, namely the value stream mapping analysis tools, process mapping activity with 5W1H, and tools 5 whys. Based on the research note that no value-added activities in the production process of a fan of 647.94 minutes of total lead time of 725.68 minutes. Process cycle efficiency in the production process indicates that the fan is still very low at 11%. While estimates of the repair showed a decrease in total lead time became 340.9 minutes and the process cycle efficiency is greater by 24%, which indicates that the production process has been better.

Lean Manufacturing: Waste Reduction Using Value Stream Mapping

Cristal Sri Sujarwati is a small medium enterprise (SME) that produce keripik salak in Sleman, Yogyakarta. To survive and win industrial competition, Cristal Sri Sujarwati was required to improve its performance. But in reality there was a lot of waste in order fulfillment processes marked by ineffective and inefficient work. In this research, lean manufacturing aims to identify and eliminate waste so that the company could improve its performance in winning the industry competition. Lean manufacturing is a systematic approach used to identify and eliminate waste. This lean concept could improve responsiveness through waste reduction, continuous improvement and cost reduction. In order to identify and eliminating waste, a value stream mapping tools, waste weighting questionnaire, value stream analysis tools, and fishbone diagram are used. From the results of research, the dominant waste in the production process was waste defects, waiting, and unnecessary inventory. To eliminate waste, process activity mapping (PAM), the one of detailed mapping tools in VALSAT are used. From the results of the improvement recommendations analysis, lead time decreased by 80 minutes. From the analysis using PAM, there was a reduction of NVA activity from 3.10% to 1.01%.

Lean Manufacturing Applications in the Manufacturing Industry

This research was conducted in manufacturing industry, so this research is based on case study application. This research serves to reduce waste in the industry when making a product. This study categorizes value-added work and which work has no added value. And it is measurable and has value, so it can be evaluated in the future. Later this will be poured or depicted on a map called Value stream mapping. This is a tool from Lean Manufacturing. Lean manufacturing is useful for analysing and reducing non value-added activities, value stream mapping analysis tools, 5L1H process mapping activities, and 5 why tools. From the results of this study obtained the efficiency of the process cycle and total estimation of the improvement of the lead time. This calculation can be an evaluation material for the company.

Lean Hospital Management, Studi Empirik pada Layanan Gawat Darurat

This research focuses on implementing lean management in hospital service, in order to elimination of waste to make a better performance. It’s a qualitative single case study research. This study will identified waste and show how to reduce waste using lean management by empirically research in intensive care unit of Islamic hospital in Surabaya. Quantitative tools and measurement also used in this research using value stream analysis tools, and process activity mapping in order to identify the value added and non value added activities. The results of the analysis indicate that there are seven kind of waste. Next the value stream analysis and process activity mapping show that the most frequent waste that cause ineffective performance of hospital service are waiting time, service defect and inappropriate process.

Implementasi Lean Manufacturing Car Body Studi Kasus di PT Inka (Persero)

Means of rail transport in developing countries became major commodities integrated transportation solutions, rail transport is efficient for the number of mass transit. It opens the market potential procurement of railway facilities by PT INKA, both in the domestic market or abroad. As a make to order-based manufacturing started in 2008 with a lot of project exports todeveloping countries, such as Bangladesh, Malaysia and Singapore. PT INKA export market opportunities potentially enough ahead to 2020, but delays in delivery schedule of the train is the main problem is always the case in recent years. Methods of lean manufacturing focuses on identifying and eliminating activities that do not have added value, the first step was the elaboration of a method VSM (value stream mapping) as tools to determine mapping the entire process of production, then weighted 7 waste via a questionnaire and the results of the ranking of waste are translated through the method of RCA (root cause analysis) and then do an analysis matrix mapping tools with value stream analysis tools (VALSAT) and there is a value added value ratio of 60.17% of the 84 activities of production and the total cycle time 29,905 minutes. As a tool to mitigate the improvement of waste carried out the translation of failure mode and effect analysis (FMEA) and of design improvements value stream mapping - future state map can raise the value added ratio to 67.16% consists of 74 processes and production activities 26 795 minutes total cycle time. So this research can increase the productivity and know the activities that do not add value (Non Value Added) in line car body processes and eliminating waste (Waste) as one of the causes of train delays in delivery.

Peningkatan Produktivitas Pada Proses Produksi Pracetak Dengan Penerapan Metode Lean Construction Untuk Eliminasi Waste

PT. X is one of the largest precast concrete industry in Indonesia, where to realize the vision, they continue to develop products and improve productivity performance by trying to improve quality of service, production process, and delivery product to customer with minimal cost and on time. To reach that purpose, needed Lean Construction method to eliminate waste and identify activities that can affect the products value-added.Research begins with description of the company's condition using Value Stream Mapping. Waste was identified by questionnaires, then analyzed by selection of mapping tools on Value Stream Analysis Tools and analyzed the root cause for suggestion of improvement. The results showed that the most critical waste that affectted productivity were defects (37.50%), unnecessary inventory (25%), and inappropiate processing (15%). Lead time required for overall of the process was 479.56 minutes and after improvement was reduced to 463.83 minutes by unification T.III / T.IV (fixing and tightening of the bolt plate) which reduced non-value added 15.73 minutes.

WASTE ELIMINATION USING VALUE STREAM MAPPING AND VALSAT

Fierce competition encourages companies to make continuous improvements to achieve better working efficiency. One method to improve the working efficiency is using the concept of lean manufacturing. The efficiency of the existing work in PT. Rimba Kencana is still not good because there are many processes that are not uniform and because of that, production lead time is increased. By using value stream mapping and value stream analysis tools (VALSAT), the production processes in the company are mapped into the current state mapping and future state mapping. In the current state mapping, the total value of production lead time is 59.49 days and the value of process cycle efficiency (PCE) is 0.013%. After doing improvement on welding department, the total value of production lead time decreased to 48.22 days and the value of process cycle efficiency becomes 0.016%. Keywords: Efficiency, Value Stream Mapping, Value Stream Analysis Tools

Lean Manufacturing Approach as A Means of Improving Callaway Diablo Golf Glove Production Systems

This study was aimed to provide suggestions for improvement of the value stream, which was illustrated using Value Stream Mapping through the reduction of wastes. The measure of improvement was focused on the process cycle efficiency (PCE) of the Callaway Diablo golf glove production systems at Adi Satria Abadi limited company. At the initial condition of Value Stream Mapping, the identified wastes were inventories, delays, transports, and defects. Those four wastes were then mapped using Value Stream Analysis Tool (VALSAT). The process cycle efficiency (PCE) value of the initial condition was equal to 5.06 %. The improvement formulations for the proposed Value Stream Mapping were made by determining optimal crew size, work-cell design, Kanban design, and idea of autonomation. The improvement formulations of the proposed Value Stream Mapping could reduce work in process (inventories) of 57.81 %, delays amounting to 55.52 %, and transportations between work stations at 52.54 %. The company’s PCE increased by 12.06 %.