Value Stream Analysis Research Articles

Order processing improvement in military logistics by Value Stream Analysis lean methodology

Military logistics is a complex process where response times, demand uncertainty, high variety of material references and cost effectiveness turn decisive for combat capability. Considered as the bridge between the deployed forces and the industrial base that provides materials and services that the forces needed to accomplish their mission, capacity and efficiency of delivery are required for its processes. The required flexibility could only be achieved by improving the Supply Chain Management (SCM) in order to optimize delivery lead times. To cope with these requirements, lean thinking can be extended to military organizations. This research justifies and proposes the use of Lean Six Sigma (LSS) methodologies from manufacturing to optimize logistics processes in the defense sector. In particular, the article presents the benefits and results obtained using Value Stream Analysis and DMAIC (Define, Measure, Analyze, Improve, Control) problem-solving methodology to improve the order processing lead-time as key performance indicator of a military unit delivery fulfilment.

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>

Outsourcing in non-developed supplier markets: a lean thinking approach

The benefits organisations can gain from outsourcing include cost savings and higher levels of innovation. On the other hand, outsourcing drawbacks include potential operations and performance issues such as capability and capacity problems. Some large organisations are pursuing the practice of outsourcing, more specifically, targeting global outsourcing from developing and low-wage countries. However, the perception of expected cost saving benefits when outsourcing to low-wage countries does not always reflect reality. A number of companies have failed to achieve the expected cost savings in sourcing from low-wage countries due to operational-level capability. The objective of this study is to develop an extended evaluation method that takes into account operational-level influence factors, in addition to the procurement factors, in the context of non-developed supplier markets. Our extended evaluation method of potential suppliers addressed the paradigm of ‘standard industry recipes’, by encompassing operational-level influence factors and integrating supplier value stream analysis into the evaluation and selection process of outsourcing. A survey was distributed to 369 international manufacturers. Operational levels were categorised into seven latent constructs: Customer Service/Sales, Purchasing, Production Planning and Control, Manufacturing Engineering, Shop Floor and Quality Control, Receiving and Shipping. Structural Equation Modelling (SEM) confirmed the seven constructs, but measuring items were reduced from 39 to 23 significant observed measuring items, compromising the supplier selection framework. Our proposed framework will help practitioners make better informed decisions in outsourcing from non-developed supplier markets.

Green productivity improvement and sustainability assessment of the motorcycle tire production process: A case study

Abstract This paper addresses the result of a case study applying green productivity and sustainability assessment to the motorcycle tire production process. The main objective of this study was to obtain a potential productivity improvement scenario and, at the same time, perform a sustainability assessment of motorcycle tire production. The study was conducted by combining a green productivity analysis with a material balance and green value stream analysis, a sustainability assessment with multidimensional scaling and a fuzzy analytical hierarchy process (AHP), which generated possible scenarios and suggested the best potential scenario. The green productivity analysis showed that the level of productivity was higher than the environmental impact in the production process. Meanwhile, based on the sustainability assessment, the economic, environmental, and social dimensions clearly affect the sustainability. The economic dimension is considered less sustainable, while the environment and social dimensions are quite sustainable. The green productivity index is useful in highlighting the eco-efficiency indicators. The best scenario suggested to improve the productivity of motorcycle tires was a combined treatment of controlling raw material characteristics and reusing water and materials. Implementation of the best scenario would increase the green productivity index from 1.081 to 1.123. The results show that applying the best scenario could improve the performance of the motorcycle tire production process.

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.

Productivity improvement picking order by appropriate method, value stream mapping analysis,and storage design: a case study in automotive part center

Productivity improvement picking order by appropriate method, value stream mapping analysis,and storage design: a case study in automotive part center

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.

Value stream method 4.0: holistic method to analyse and design value streams in the digital age

The value stream method (VSM) is a well accepted, widely used and holistic method for mapping, analyzing and designing value streams in order to reduce waste. However, the new, promising opportunities of digitization and Industry 4.0 to integrate information flows, lower lead times and improve flexibility or productivity in complex environments are not covered by VSM. While a large number of guidelines and maturity models for Industry 4.0 is available, no sound method with a step-by-step-guidance for designing value streams holistically exists to date.With the VSM 4.0, consisting of a previously published Value Stream Analysis 4.0 (VSA 4.0) and a Value Stream Design 4.0 (VSD 4.0), we close this gap. The easy understandable and meanwhile often validated VSM 4.0 method helps to see classical as well as information wastes and designs lean value streams in terms of material and especially information flows.

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 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.

LEAN SUPPLY CHAIN UNTUK MENINGKATKAN EFISIENSI SISTEM MANUFAKTUR PADA PT. XYZ

There were wastes in the supply chain flow of PT. XYZ which leads to long lead time in the delivery of customer orders. The result is that the company's planned delivery targets are not fulfilled. The objective of this research is to identify waste and cause of waste and to propose improvement to eliminate waste in PT XYZ supply chain so as to reduce lead time and achieve delivery target as an effort to improve company performance with Lean Supply Chain approach. In this research we use VALSAT to minimize waste and non value added activities in supply chain flow. Based on Value Stream Mapping and analysis of waste we proposed improvements that is application of acceptance sampling method on raw material inspection, application of p control chart on assembling process and store warehouse, 2 days battery storage time limit with kanban card proposed and also change of process sequence of lead part casting. Based on the projection, we got the decrease of manufacturing lead time and the increase of process cycle efficiency from 51.47% to 73.69%.

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.

Individual customizable in-store textile production

The target of every company is to satisfy customer demands. Especially the clothing industry has to serve individual customer requirements. Textile products always have been and still are the defining attributes of people’s appearance. Consumer’s demands towards commercial clothing companies have been changing rapidly during the recent years. Two global megatrends have supported this change: Individualization and digitalization. Individualization created demand for frequent collection changes, while still keeping availability high. Digitalization supported the quick distribution of new trends and forced a higher amount of request during peak periods. This paper outlines how a highly individual and customizable fashion product can be produced in a store environment. It focuses on the conceptual design, taking into account the interdisciplinary approach combining production technology with IT-systems, but also addresses the economical challenge with help of a value stream analysis.

Lean Operations Management in the Telecommunications Industry of Ghana: Triggers, Practices and Benefits

The purpose of this study was lean operations management, what triggers it, its practices and benefits to an organisation. Data was collected through a structured questionnaire among the departments in Millicom Ghana Limited. The analysis used was descriptive statistics and relative importance index for ranking of indicators. The result indicates the use of lean tools and techniques being the most observed lean operation practice. It was identified that the need to satisfy customers and the need to make savings on operational and capital expense were some of the major triggers for lean operations management journey. It was evident that some of the benefits of lean operations were improvement in revenue, elimination of waste, and savings in operational (OPEX) and capital (CAPEX) expenses. The challenges identified were lack of management support for lean operations, lack of lean training and high employee turnover rate. The paper suggests undertaking of value stream mapping analysis on the entire organisation for the sustenance of lean operations.

Identifikasi Waste pada Waktu Tunggu Pasien Rumah Sakit Nasional Diponegoro dengan Pendekatan Lean Hospital

Outpatient waiting time based on minimum standart of care is defined as a time duration since patient in registrated until they meet the doctor. Lean management is a method that could improve outpatient process. There was persistence complain in outpatient waiting time in Diponegoro National Hospital since May 2016 until November 2016. Therefore, lean is expected to improve outpatient wait time. Based on Lean theory, waste is comprised of waste defect, overproduction, transportation, waiting, inventory, motion, overprocessing, and non-utilized talent. This study is going to identified waste that occurred in internal medicine outpatient. This was qualitative study research and conducted by observation, indepth interview, and focussed group disscusion. Total of key informant was 10 internal medicine patients and 6 hospital staffs, including registration, administration, information technology (IT) , procurement, helper, and nurse. Total of informant triangulation was 2 informants, including head of outpatient unit and medical records unit. Waste identification was done by value stream mapping analysis and value-added assessment. Root cause analysis (RCA) which used in this study was 5 whys method. The longest activity in outpatient was waiting in registration booth with mean value of 30,9 minutes, the second was waiting for doctor activity with mean value of 25,2 minutes and the third was waiting medical records to be given by helper with mean value of 8,8 minutes. Waste waiting, overprocessing, defect, inventory, motion were found in this study. It recommends an establisment of flowchart for patient, interdepartment coordination, and Standar Operation Procedure (SOP). Procrument for medical record facility and implementation of 6 S culture are mandatory.