Value Stream Mapping Tool Research Articles

Mapping the path to efficiency: harnessing value stream mapping (VSM) and lean tools for streamlined electronic device manufacturing

Mapping the path to efficiency: harnessing value stream mapping (VSM) and lean tools for streamlined electronic device manufacturing

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.

Enhance Productivity In The Garment Industry Through A Modified Value Stream Mapping Approach

The objective of this study is to overcome problems that occur in the garment industry, the company has tried to develop an agile system to increase productivity in this industry. The garment company that focusses on the production of woven bottoms and outerwear, noted that women's woven bottoms products have the highest demand throughout 2022. However, the company was unable to meet Brand demand of 3.5%. Production data shows defects in products, low quality raw materials, and unstable production processes. A modified Value Stream Mapping (VSM) methodology is use to consider all aspects of production. The results of traditional VSM and Value Stream Analysis Tools (VALSAT) analysis include current state and future state, identification of value added and non-value-added elements during the production process, as well as setting priorities to reduce waste in the production process, especially in inventory (19%), defective parts (17%), and transportation (15%). Based on the VALSAT matrix, Process Activity Mapping (33.5%), Supply Chain Response Matrix (21.6%), and Demand Amplification Mapping (15.3%) were obtained. The findings of this research are Pilot Run, which succeeded in becoming an agile and reliable system during the production process. Through the application of the methodology combined with VSM the results have improved compared to the traditional VSM method. This proves that this method is effective in overcoming takt time, cycle time, man power, and value-added ratio. Limitations of this research were also discussed, including that this research only focused on women's woven bottom products only on the production workflow. Kata Kunci: Agile System, Enhance Productivity, Garment Manufacturing, Lean Manufacturing, Value Stream Mapping.

Line Balancing Study Using Value Stream Mapping Tool on Lean Manufacturing: A Case Study in an Electronic Industry

XY Electronics, a leading international company in electronic components manufacturing, is confronting significant production constraints that adversely affect output, lead times, and operational expenses. This study examines the manufacturing line for product A using Value Stream Mapping to analyze process times and identify bottlenecks where takt times are exceeded. It focuses on areas surpassing production cycle times and aims to enhance line utilization through better line balancing and waste reduction. The results reveal that the header assembly, along with coplanarity and pre-testing 3, are major bottlenecks, which significantly impact productivity. By optimizing task allocation, refining workforce distribution, and employing cross-training, the production line efficiency improved significantly. In addition, strategic workforce reallocation and station optimization were crucial in addressing resource underutilization and enhancing overall operational efficiency

Value stream mapping application for construction industry loss and waste reduction: a systematic literature review

PurposeThe pupose of this study is to systematically review the current literature on the value stream mapping (VSM) application in the construction industry to investigate the evolution observed over time and the results obtained by adopting this tool. In addition, special attention was given to the potential of VSM in identifying loss and waste, as well as their main causes.Design/methodology/approachThe study analyses papers in literature using Preferred Reporting Items for Systematic Reviews and Meta-Analyses research protocol. As a result, 383 papers were initially identified, and 47 papers were selected.FindingsIt was observed that the number of studies addressing this topic has been increasing over the past decade and findings related to the evolution, application and the benefits obtained from the VSM application in context of construction were presented. Additionally, the authors found that the two most cited lean wastes were waiting and defects in the production chain. The main causes of this waste and loss were also identified in this work.Practical implicationsThis paper contributes by presenting the applicability of VSM as a tool in the construction as found in the literature. For academics, it will be possible to clearly observe research gaps and for industry managers, to identify the main sources of waste and assess the performance of the tool’s application.Originality/valueThe study uses a systematic review to analyze the application of the VSM tool in the construction industry and provides guidance for future research by identifying research gaps, in addition to conducting an extensive analysis of the tool’s potential in waste identification in the studied papers and their primary causes.

Application of Lean Manufacturing to Minimize Waste in The Production Process of Tin Stabilizer

Lean Manufacturing concepts were being used by the manufacturing sector more and more in an effort to maximize resource usage, cut costs, and increase efficiency. The research dived into the underlying concepts of Lean Manufacturing and its various tools and strategies for identifying and removing waste, such as overproduction, defects, needless inventory, wasteful motion, transportation, overprocessing, and waiting periods. Lean manufacturing methods could be implemented in the continuous manufacturing environment to detect and reduce waste by using a process flow chart, value stream mapping tools, waste assessment model, value stream analysis tools, and the 5 why’s method. According to the findings of the study, the most prevalent waste in the manufacturing process was waste flaws, delays, and wasteful inventory. Process activity mapping (PAM), one of VALSAT’s extensive mapping technologies, was used to eliminate waste. The lead time was reduced by 12 days and 1 hour as a consequence of the improvement recommendations study. NVA activity was reduced from 75.3% to 59.5% based on the PAM study. Reduced lead time could result in a more efficient production process and lower production costs.

Framework for Lean Implementation Through Fuzzy AHP-COPRAS Integrated Approach

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

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.

Cocoa Supply Chain Management: A Case Study of Cocoa Farmer Community Enterprise in Nan Province of Thailand

The cocoa supply chain is new to Thailand as it has been planted recently. Cocoa planting in some areas of the country, North and East regions. It has a small number of farmers, but they are major cocoa producers for cocoa manufacturing in the country. The cocoa supply chain in Thailand includes farmers, collectors, community enterprises, manufacturing, and exporters. The farmers are upstream in the cocoa supply chain. They have less negotiation power in the chain, causing limited distribution channels. The farmer sells cocoa beans through collectors or maybe intermediaries. Selling prices depend on cocoa pricing in the world market. Therefore, they need help increasing selling prices. However, another way to improve their revenue from cocoa planting is the increasing efficiency of their operations. This paper aims to study the waste in the cocoa supply chain. The area of study is Nan province in Thailand. The farmers of community enterprises in the Nan province of North Thailand, collectors, and manufacturers were selected as the sample frame. Farmers' data was collected through the questionnaire, and 66 community enterprise members were selected with purposive sampling. One collector and one manufacturer were interviewed through semi-structured interviews. Finally, a value stream mapping tool was used to analyze the manufacturing process. The value stream mapping analysis results found as follows. The value added activity (VA) count for 42.42% of all activities, taking 89.70% of all time in one cocoa's value chain cycle. However, as a result, it found that the number of necessary but non-value added (NNVA) for 48.48% and using time was 3.12% of the total time. non-value-added (NVA) activities in 9.09% of all activities. Therefore, dropping out of NVA activities and reducing the time of NNVA activities will increase the cycle speed of cocoa's supply chain. Keywords: Value stream mapping, Cocoa Supply Chain, Lean.

Flexibility management and decision making in cyber-physical systems utilizing digital lean principles with Brain-inspired computing pattern recognition in Industry 4.0

ABSTRACT Industry 4.0 and its accompanying Cyber-Physical Manufacturing Systems in digitized have recently made new approaches to optimising production operations in manufacturing. The objective of this article is to evaluate how digital lean principles can support Industry 4.0 in pursuit of reducing non-value-added tasks from production processes, flexibility management and decision-making process with machine learning techniques. This research study comes under three levels, such as data level, information level, and knowledge level. Initially, the data from the CNC machine are collected via a Wireless Sensor Network (WSN). The collected data are stored in the cloud platform where the unwanted wastes of 7 Muda are removed by using the Value Stream Mapping (VSM 4.0) tool. It is critical in the big data world to have a systematic method for gathering, managing, and analysing data to gain valuable insights from it. Predictive maintenance provides a detailed examination of the detection, location and diagnosis of faults in related types of machinery. Accordingly, Big Data Analytics empowers the lean principle technique of Total Productive Maintenance (TPM) is suggested for avoiding potential failures to predict maintenance by allowing KPIs to be calculated in real-time. This approach requires high-performance procedures and adaptable manufacturing systems in the current digitalized lean. The information is then processed in the knowledge layer, utilizing the algorithm, rule and lean knowledge bases. The flexibility of manufacturing firms is determined by the adaptability of their shop floor processes. To meet these requirements the article developed pull control techniques of capacity slack CONWIP (CSC) control in digital lean production systems to guide the CPS deployment to offer flexible production systems. Reliable software systems are hoped to facilitate data analysis and autonomous decision-making. Finally, in the decision-making process, the article proposed the Brain-Inspired Computing of Structural and Syntactic (BIC-SS) pattern recognition method. The performance analysis of these findings is simulated in MATLAB software. Simulation can be done with the identification of ideal Kanban parameters like cycle time, lead time, delivery frequency and lot size. Furthermore, lean manufacturing improves company quality and productivity by decreasing waste and production costs, as well as adapting well to the many innovative systems that encourage the culture of change and quality inside organizations.

Optimization of the Production Management of an Upholstery Manufacturing Process Using Lean Tools: A Case Study

This study aims to address the challenge of implementing Lean philosophy in Small and Medium Enterprises (SMEs) and fill the research gap regarding Lean application in vehicle seat upholstery maintenance/repairing processes. The Lean tools applied in a case study of an upholstery industry of vehicle seats were as follows: Value Stream Mapping, Spaghetti Diagram, Gemba, 5S, Standardized Work, Kaizen, Kanban, and Poka-Yoke tools. A Decision Support Method using Excel Microsoft 365 was developed for improved stock control. A GUT Matrix was formulated to prioritize improvement opportunities, aiding prompt decision-making. This systematic approach enabled the company to address critical areas requiring swift attention. The results of Lean tools implementation led to a process waste minimization around 47%, and the process Lead Time decreased by approximately 26%, resulting in a 33% production increase. Thus, the Lean tools integration leads to substantial waste reduction, shorter process time, and increased production. The Decision Support Method enabled the company to efficiently monitor and manage its stock levels, thereby enhancing inventory management practices. This case study outlines the successful optimization of an upholstery production process in an SME by effectively applying Lean tools, highlighting its feasibility and benefits.

Current Mapping on the UBS Surabaya Office Building Construction Project

In the world of construction, waste is one of the factors that must be minimized or eliminated, because it can cause cost losses and time delays in the implementation of a construction project. Lean production concept approach using Value Stream Mapping (VSM) tools is a method that can be used to minimize waste that can be seen through value-added activities, non-value added but necessary. The scope of work that has a significant impact on the UBS Surabaya office building construction project consists of ironwork, concrete work, and formwork work on the superstructure, during the period from March to May 2021. In the scope of work identified Value Added amounting to 73 activities (61.34%), and Non-Value Added but Necessary totaling 26 activities (21.85%). There are several types of waste that occur during the implementation process,

Value stream mapping: an application lean in the process of accountability in a philanthropic hospital

Objective: This study aimed to map the value flow of medical records of a philanthropic hospital, identifying opportunities for improvements in the process. Design/methodology/approach: A qualitative research of descriptive and exploratory bias was developed, in which the sources of evidence emerged from participant observation and documentary analysis. Therefore, data collection took place for three months in 2021, which took place in the administrative sectors of a large philanthropic hospital, and the process chosen to be mapped and analyzed was the surgical record. Result: The analysis of the process took place from the patient's discharge to the delivery of the accounts to the typing/billing sector, where the routine of the post desks was observed and the current flows were mapped through the Value Stream Mapping tool (VSM), with several wastes being detected. The time spent in the process was approximately 56 days, after the suggested improvements and drawing up the map of the future situation, this time was reduced to 28 days. With the application of the tool, waste was identified and eliminated in the mapped process, generating a possibility of cost reduction. Originality/value: The study stands out as it seeks to link the context of value stream mapping in a hospital space, opening space for new research and contributing to practical results.

Improving the time-based performance of the preparatory stage in textile manufacturing process with value stream mapping

PurposeThe evaluation of time-based performance is a valued approach in the lean management thinking which is based on delivering value from customer's perspective. This approach contributes for long-term competitiveness and success in today's business environment. The focus of this study is to analyse the cycle time and manufacturing lead time with value stream mapping (VSM) in the preparatory stage of the textile fabric manufacturing process and to identify and improve the non-value adding activities in the value chain (VC). The study presents an insight on the translation of performance improvement across functions and how upstream supply chain (SC) segments can be linked in the performance improvement program. It also covers how the application of VSM improves visibility and planning flexibility in textile fabric manufacturing process.Design/methodology/approachThe time-based performance was evaluated using VSM and recording of the activity times in the existing process. The impact of the quality of supplier's raw material was also measured contributing to identify the strategy for procurement and the means to establish a feedback system to the upstream segments of the SC. The methodology of VSM, observation of the practice and the expertise of the individuals involved with the process were utilised to develop the value stream maps and to identify value adding activities, non-value adding activities, existing gaps and plans for improvement.FindingsThe means for improving the time-based performance were identified and their impact was measured. The factors responsible for improvement are related to the production system and with the procurement strategy. The improvement was achieved in terms of available capacity utilisation, balancing the work flow in the preparatory stages, visibility of the process by measuring its capability and flexibility for the planning function. The study revealed that the effectiveness and enhancement of VSM and related tools should be adopted to address the issue of limiting success rates of long term and repeating application of such tools. Continuous improvement, innovations and the systematic embedding of VSM in the process life cycle provide the ways for achieving long-term success.Research limitations/implicationsThe paper presents a real and in-depth study on the application of VSM in the textile manufacturing process. The scope of the study is broad; it covers activities across functions with actual estimates of activity times in the manufacturing process for the focused value streams. It offers researchers the opportunity to analyse the translation of productivity improvement across functions and how upstream SC segments can be linked in a performance improvement program.Practical implicationsThe study offers useful insight for the managers in textile manufacturing and other sectors for improving the time-based performance and achieving higher utilisation of capacity. It identified the production factors and their impact on warping and sizing cycle time in selected value streams and those which share common activities. It also identified the directions for future research when repeating the application of VSM in the continuous improvement cycle. Furthermore, since the industries need to progress towards advanced systems including Industry 4.0 standards, adoption of advanced VSM tool with relevant technology can align their production systems to develop the required capability. This will also bring a sustainable competitive advantage in the system.Social implicationsThe focused sector is stagnant in terms of productivity and innovation. The adoption of the advanced tools can facilitate the implementation of continuous improvement and innovation strategies.Originality/valueThe main focus of this study is to analyse and improve the cycle time in the preparatory stage of the fabric manufacturing process. This has impact on other important and tangible measures including capacity utilisation and work flow and intangible measures including production planning flexibility and process visibility. The improvement impact is across departments.

A hybrid approach to enhancing the performance of manufacturing organizations by optimal sequencing of value stream mapping tools

PurposeLean manufacturing (LM) is prevalent in the manufacturing industry; thus, focusing on fast and accurate lean tool implementation is the new paradigm in manufacturing. Value stream mapping (VSM) is one of the many LM tools. It is understood that combining LM implementation with VSM tools can generate better outcomes. This paper aims to develop an expert system for optimal sequencing of VSM tools for lean implementation.Design/methodology/approachA proposed artificial neural network (ANN) model is based on the analytic network process (ANP) devised for this study. It will facilitate the selection of VSM tools in an optimal sequence.FindingsConsidering different types of wastes and their level of occurrence, organizations need a set of specific tools that will be effective in the elimination of these wastes. The developed ANP model computes a level of interrelation between wastes and VSM tools. The ANN is designed and trained by data obtained from numerous case studies, so it can predict the accurate sequence of VSM tools for any new case data set.Originality/valueThe design and use of the ANN model provide an integrated result of both empirical and practical cases, which is more accurate because all viable aspects are then considered. The proposed modeling approach is validated through implementation in an automobile manufacturing company. It has resulted in benefits, namely, reduction in bias, time required, effort required and complexity of the decision process. More importantly, according to all performance criteria and subcriteria, the main goal of this research was satisfied by increasing the accuracy of selecting the appropriate VSM tools and their optimal sequence for lean implementation.

Implementation of Lean Manufacturing to Reduce Hold Types of Mission Case Products using DMAIC and KAIZEN Approach

Company in this research is a manufacturing company engaged in the automotive industry that produces transmissions for four-wheeled vehicles. This research was conducted at the ALMC department which specializes in producing Mission Cases. In carrying out this Mission Case production activity, it is still found that there are Hold defects or pending parts because the quality does not meet the requirements to be flowed in the assembly process. The types of defects are kizu (berets), dakon (dented due to impact) and atsukon (dented due to scrap.) As a result, the company has to incur additional costs to repair the part (overprocess)so that it can be transferred to the assembly process. The purpose of this research is to minimize the Hold defects by implementing lean manufacturing through DMAIC and KAIZEN approaches. The identification of waste in the production line is carried out using value stream mapping tools and the Hold defect problem analysis stage is solved using DMAIC tools. The results of this study are expected to minimize smallpox hold with the implementation of lean manufacturing

Implementation of Lean Manufacturing in the Rubber Industry to Support Sustainable Manufacturing by usung Value Stream Mapping Tools

Implementation of Lean Manufacturing in the Rubber Industry to Support Sustainable Manufacturing by usung Value Stream Mapping Tools

Optimization of the Sustainable Distribution Supply Chain Using the Lean Value Stream Mapping 4.0 Tool: A Case Study of the Automotive Wiring Industry

The transformation to Supply Chain (SC) 4.0 promises new opportunities for companies to gain competitiveness. The Lean Value Stream Mapping (VSM) tool allows the supervision of all the processes of the entire SC, from which we can identify the different types of waste that hinder the competitiveness of the SC. Following the existing problems detected with the help of a diagnostic, we will propose a new process design by integrating 4.0 technologies to modernize the company. For our case study, we treat the multinational SC of Automotive Wiring Equipment Morocco, where we will focus on the downstream part of the SC composed of the warehouse and the different stages of road and sea transport until the final delivery in Austria. Then, we will consider the opportunities offered by each country in terms of logistics competitiveness. In this research work, we will show how Lean VSM4.0 will contribute to sustainable development by integrating the three pillars economic, environmental, and social. With the Lean VSM 4.0 tool, all logistic processes will be visualized, from which improvements could be obtained, especially the optimization of the lead-time, the cost, the energy consumed, and the follow-up of the products during the whole SC while reducing accidents.

Lean Approach of Pharmaceutical Installations At Hospital ABC Purbalingga to Increase Pharmacy Service Efficiency

A good pharmacy quality services are intended to the pharmaceutical product which is well prepared, stored, distributed, dispensed and discarded. However, these days services are assessed through medication availability, waiting time and user satisfaction. Therefore, hospitals need to make continuous quality improvements to the process of service, facilities, utilities, and health workers. This research aims to propose improvements to hospital pharmacy services quality by using Lean approaches in reducing services waiting time of concoction medicine. A case study was at Hospital ABC at Central Java, conducted in February-April 2019. There is a crucial problem was the prescription drug waiting time of concoction medicine. This study begins with process flow analysis and waste identification by interviewing with stakeholders of the hospital. Non-value added and value-added activities been divided, then time measurement in each activity is carried out with a time study method, to get the actual time of compounding the drug. Current state flow was mapped using value stream mapping tools, and future state flow map was recommended. Using lean tools, value-added activities have been identified and process time in future state map optimized to 47%. By using 5-why’s root cause analysis, problems identified and improvement of visual management were recommended.

Application of Value Stream Mapping (VSM) as a Lean Manufacturing management tool.

The Value Stream Mapping (VSM) tool is the graphical representation of the current and future state of the production system, used to identify waste in a specific process and is recommended for companies that want to start on the Lean Manufacturing path. This article presents a documentary analysis of its application to know the benefits and limitations that can be found at the moment of making decisions about it. As a result, it was found that the VSM is easy and simple to apply and consists of five main steps for its development; however, inadequate application, lack of knowledge of the processes, and their complexity requires the use of other tools to complement its results when making decisions.