From value stream mapping toward a lean/sigma continuous improvement process: an industrial case study

Joseph C. Chen; Ye Li; Brett D. Shady

doi:10.1080/00207540802484911

Single-Minute Exchange of Dies at a Kaizen Event

Lean Six Sigma for Optimal System Performance in Manufacturing and Service Organizations - Advances in Logistics, Operations, and Management Science ◽

10.4018/978-1-5225-4062-5.ch006 ◽

2018 ◽

pp. 117-141

Keyword(s):

Continuous Improvement ◽

Bottom Line ◽

Continuous Improvement Process ◽

Improvement Process ◽

Kaizen Events ◽

World Class ◽

Lean Tools ◽

The Impact

Lean concepts play a fundamental role in the promotion of continuous improvement in the workplace. This chapter seeks to assess the impact of Kaizen events on an organization's bottom line, in the case of Single-Minute Exchange of Dies (SMED) that is a system for dramatically reducing the time it takes to complete equipment changeovers. In this case study, SMED was used in combination with other lean tools such as 5S and standardized work in a bid to promote continuous improvement of the “flawed” operations that occur in a world-class manufacturer plant. This analysis is critical in determining whether the path to achieving continuous improvement process for the team in the organization can be achieved through the use of SMED. The results have shown that a lean strategy like SMED, coupled with other lean strategies like 5s and TPM, plays a fundamental role in reducing process inefficiencies in the plant.

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ASSESSING AND EVALUATING THE STUDENT OUTCOMES IN LINE WITH CONTINUOUS IMPROVEMENT PROCESS - A CASE STUDY IN ENVIRONMENTAL ENGINEERING UNDERGRADUATE PROGRAM

INTED2018 Proceedings ◽

10.21125/inted.2018.1014 ◽

2018 ◽

Author(s):

Cigdem Yangin-Gomec ◽

Gulsum Emel Zengin-Balci ◽

Burcak Kaynak-Tezel ◽

Aysegul Tanik ◽

Didem Okutman-Tas

Keyword(s):

Continuous Improvement ◽

Student Outcomes ◽

Environmental Engineering ◽

Undergraduate Program ◽

Continuous Improvement Process ◽

Improvement Process

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Adaptation of the value stream mapping approach to the design of lean engineer-to-order production systems

Journal of Manufacturing Technology Management ◽

10.1108/jmtm-05-2012-0054 ◽

2014 ◽

Vol 25 (3) ◽

pp. 334-350 ◽

Cited By ~ 29

Author(s):

D.T. Matt

Keyword(s):

Production Systems ◽

Relevant Literature ◽

Value Stream Mapping ◽

Special Focus ◽

Plant Design ◽

Industrial Case Study ◽

Content Type ◽

Value Stream ◽

Engineer To Order

Purpose – The purpose of this research is to examine relevant parts of the case of an Italian steel construction company's green field plant design process to identify best practice guidelines for the adaptation and use of value stream mapping (VSM) in the design of lean engineer-to-order (ETO) production systems. Design/methodology/approach – The paper reviews the most relevant literature in the field of VSM and discusses its limitations regarding the application in an ETO environment. Based on the analysis of an industrial case, the original VSM methodology is adapted with a special focus on ETO. Information was collected through multiple site visits and semi-structured interviews with the company's key staff of the project, as well as examination of relevant company documentations. Findings – A set of guidelines was developed on the basis of an industrial case research. In this context, major attention was given to two aspects: the introduction of synchronization points in front of merge-activities in the value stream, and the splitting of customer orders into suitable production orders and equal time increments of work. Research limitations/implications – The findings of this research are limited due to the focused nature of a case study-based research. However, the obtained results encourage assuming its transferability to similar problems. Originality/value – This paper provides an original industrial case study with valuable insights for the adaptation of the VSM methodology to batch-of-one ETO environment.

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Creating Value Stream Mapping for Process Improvement on Human Resource Function: An Industrial Case Study

2018 3rd Technology Innovation Management and Engineering Science International Conference (TIMES-iCON) ◽

10.1109/times-icon.2018.8621673 ◽

2018 ◽

Author(s):

Karina Angelica Nurheman ◽

Tanti Octavia

Keyword(s):

Human Resource ◽

Process Improvement ◽

Value Stream Mapping ◽

Industrial Case Study ◽

Value Stream ◽

Resource Function

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Application of value stream mapping (VSM) in low-level technology organizations: a case study

International Journal of Productivity and Performance Management ◽

10.1108/ijppm-03-2021-0118 ◽

2021 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Hiluf Reda ◽

Akshay Dvivedi

Keyword(s):

Cycle Time ◽

Promising Result ◽

Product Family ◽

Value Stream Mapping ◽

Industrial Case Study ◽

Content Type ◽

Low Level ◽

Value Stream ◽

Time And Motion

PurposeThis research aims to improve the performance and productivity of low-level technology organizations using lean tools – value stream mapping (VSM). In order to investigate the application of VSM in low-level technology organizations, this study takes footwear manufacturing organizations as a case study.Design/methodology/approachIdentifying a suitable organization was the first step for conducting the case study, followed by product family identification. Time and motion studies are used to determine the cycle time and identify the value-adding and non-value-adding activities, respectively. After making necessary observations and calculations, the current state map was developed. Different improvement proposals were identified, and the future state map was constructed.FindingsAs a result, 56.3% cycle time reduction and 69.7% reduction in lead time were obtained, confirming its application in low-level technology organizations to improve their performance and productivity. This promising result indicates that a significant improvement can be achieved if VSM is applied in low-level organizations other than footwear industries, such as the clothing and furniture industries. Speed is investigated to be one of the parameters in motion study.Research limitations/implicationsThis study focuses on low-level technology organizations, specifically leather shoe manufacturing industries. But experiences gained from implementing this study are realistic and applicable in similar organizations.Practical implicationsPerformance and productivity improvement are critical issues to be addressed in low-level technology organizations, especially in the leather footwear manufacturing sector. This can be achieved through VSM by identifying and removing the wastes. VSM can be applied to low-level organizations as well. VSM is a powerful tool that helps managers and practitioners in identifying wastes and opportunities for improvement.Originality/valueThe paper addresses applicability of VSM in the production process of low-level technology organizations with an original industrial case study in Ethiopia.

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Single-Minute Exchange of Dies at a Kaizen Event

Sustainable Business ◽

10.4018/978-1-5225-9615-8.ch038 ◽

2020 ◽

pp. 852-871

Author(s):

Edem G. Tetteh ◽

Hans Chapman

Keyword(s):

Continuous Improvement ◽

Bottom Line ◽

Continuous Improvement Process ◽

Improvement Process ◽

Kaizen Events ◽

World Class ◽

Lean Tools ◽

The Impact

Lean concepts play a fundamental role in the promotion of continuous improvement in the workplace. This chapter seeks to assess the impact of Kaizen events on an organization's bottom line, in the case of Single-Minute Exchange of Dies (SMED) that is a system for dramatically reducing the time it takes to complete equipment changeovers. In this case study, SMED was used in combination with other lean tools such as 5S and standardized work in a bid to promote continuous improvement of the “flawed” operations that occur in a world-class manufacturer plant. This analysis is critical in determining whether the path to achieving continuous improvement process for the team in the organization can be achieved through the use of SMED. The results have shown that a lean strategy like SMED, coupled with other lean strategies like 5s and TPM, plays a fundamental role in reducing process inefficiencies in the plant.

Download Full-text