The practical relationship between continuous flow and lean construction in SMEs

2019 ◽  
Vol 32 (2) ◽  
pp. 362-380
Author(s):  
Wallace Avelar ◽  
Marcelo Meiriño ◽  
Guilherme Luiz Tortorella
Keyword(s):  
Workforce Planning ◽  
Value Added ◽  
Lean Construction ◽  
Value Stream Mapping ◽  
Content Type ◽  
Value Stream ◽  
Time And Motion ◽  
Motion Studies ◽  
And Performance ◽  
Flow Of Information

Purpose The purpose of this paper is to explore the applicability of lean construction (LC) concepts and tools in necessary, but non-value-added activities (NVAA) in small and medium-sized enterprises (SME). The application of the lean tools in this way facilitates the flow of information and handling material, improving productivity, quality and performance. Finally, practical results motivate a discussion on the real potential of LC principles and on the challenges related to its implementation. Design/methodology/approach The methodology makes use of direct involvement in the environment under study. Some of the activities performed were the value stream mapping and time and motion studies of the company’s process selected, identification of wastes and the proposition of improvements to be implemented. Findings The main findings are related to the benefits of the application of LC not only in value-added activities but in activities that can influence the development and workforce planning, especially for SME businesses. This company should be able to achieve better management decisions and results after implementing the LC principles, overcoming the limited resources. Originality/value This proposed method helps in overcoming the lack of systematic procedures, enabling LC in activities that not add value properly. It has the advantage of integrating existing tools and models effectively, which not only improve the shortcomings of the conventional methods but also result in more convenient calculation and application.

Development of value stream map for an Indian automotive components manufacturing organization

2015 ◽  
Vol 13 (3) ◽  
pp. 380-399 ◽  
Author(s):  
S. Vinodh ◽  
T. Selvaraj ◽  
Suresh Kumar Chintha ◽  
Vimal K E K
Keyword(s):  
Product Line ◽  
Value Stream Mapping ◽  
Implementation Study ◽  
Content Type ◽  
Value Stream ◽  
Automotive Components ◽  
Current State ◽  
Line Construction ◽  
And Performance ◽  
Manufacturing Organization

Purpose – This paper aims to apply Value Stream Mapping (VSM) for enabling leanness in an Indian automotive components manufacturing organization. Design/methodology/approach – The study was initiated with the selection of product line, construction of current state map, identification of various wastes and the development of future state map. The improvement proposals were subjected to implementation and performance measures were quantified. Findings – The expected outcomes of the study include the quantification of wastes, improvement in manpower productivity, quality improvement and throughput time reduction. Research limitations/implications – The implementation study has been conducted in only one manufacturing organization. The experiences gained by the conduct of this implementation study are feasible and deployable in similar manufacturing organizations. Practical implications – The results of the study indicated that significant improvement in lean characteristics is possible as a result of the implementation of VSM. Originality/value – The paper reports a real-time study conducted in an automotive components manufacturing organization. Hence, the contributions are original.

Green value stream mapping approach to improving productivity and environmental performance

2019 ◽  
Vol 68 (3) ◽  
pp. 608-625 ◽  
Author(s):  
Andrés Muñoz-Villamizar ◽  
Javier Santos ◽  
Julio J. Garcia-Sabater ◽  
Alvaro Lleo ◽  
Paloma Grau
Keyword(s):  
Environmental Sustainability ◽  
Environmental Performance ◽  
Manufacturing Sector ◽  
Value Added ◽  
Value Stream Mapping ◽  
Manufacturing Companies ◽  
Content Type ◽  
Value Stream ◽  
Lean And Green ◽  
Thinking Tools

PurposeThe purpose of this paper is to introduce a new methodology called overall greenness performance for value stream mapping (OGP-VSM). Using value-added concepts, this approach has the potential to integrate, measure, control and improve productive and environmental performance in accordance with a company’s context.Design/methodology/approachThe OGP-VSM approach was developed by reviewing and integrating the environmental aspects of existing lean thinking tools and approaches.FindingsThis research revealed the lack of practical integration between productive and environmental performance. Using OGP-VSM, managers can see that environmental practices have a direct impact on productivity. OGP-VSM allows a balance to be found between lean and green practices in order to achieve the simultaneous improvement of productivity and environmental performance.Practical implicationsThe proposed approach is applied to a case study in an automotive company in Spain and lays the groundwork for moving toward functional environmental sustainability in manufacturers.Originality/valueCompanies are increasingly implementing environmentally focused practices. Pursuing environmentally friendly (green) performance poses several challenges, but it also affords opportunities to create new methodologies for generating a competitive advantage for manufacturing companies. There are a limited number of approaches to drawing together the elements and attributes that are essential for a holistic, practical and long-lasting improvement of environmental performance in the manufacturing sector.

scholarly journals A lean proposal: development of value stream mapping for L'Oreal's artwork process

2020 ◽  
Vol 26 (7) ◽  
pp. 1925-1947
Author(s):  
Sid Ghosh ◽  
Kaitlin Lever
Keyword(s):  
Lead Time ◽  
Human Error ◽  
Service Level Agreement ◽  
Value Added ◽  
Service Level ◽  
Value Stream Mapping ◽  
Time Data ◽  
Content Type ◽  
Value Stream ◽  
Business To Business

PurposeThis research develops value stream mapping (VSM) for L'Oreal's artwork process, to eliminate waste, reduce lead time and identify stages that can be automated, which makes the process less prone to human error and more responsive to fulfilling business-to-business customer requirements. In addition, amendments frequently occur slowing down the artwork process. In this context, VSM is applied to L'Oreal's artwork process to reduce lead time, human error and missed deadlines.Design/methodology/approachThis study uses data from L'Oreal's artwork tracker from 2018–2019, which is manually tracked by the launch team. The service level agreement and task time data have been collected from 12 employees representing the launch, factory and marketing teams working on the artwork process. Qualitative feedback was also obtained from nine employees to validate the VSM for L'Oreal's artwork process.FindingsVSM identified stages that can be streamlined and automated in L'Oreal's artwork process, which makes the process more efficient and responsive to changing scope of the artworks. 50% of the stages have been eliminated from the manual artwork process, resulting in a reduced lead time of 10.5 days and a reduction of 28% spent on the process. This allows the artwork process to be more agile to the requirements of business-to-business customers. The proposed VSM shows a 73% increase in value-added time for a renovation and a 75% increase in value-added time for new product developments.Originality/valueVSM has been specifically designed, developed and analyzed for L'Oreal's artwork process, in order to make the process more efficient and responsive to business-to-business customer’s requirements.

Lean-Kaizen implementation

2018 ◽  
Vol 16 (1) ◽  
pp. 143-160 ◽  
Author(s):  
Sunil Kumar ◽  
Ashwani Dhingra ◽  
Bhim Singh
Keyword(s):  
Value Added ◽  
Value Stream Mapping ◽  
Inventory Level ◽  
Content Type ◽  
Value Stream ◽  
Road Map ◽  
Future State ◽  
Regular Production ◽  
Takt Time ◽  
Value Stream Map

Purpose The purpose of this paper is to present a road map to implement Lean-Kaizen concept using value stream mapping (VSM) to identify hidden continuous improvement opportunities in a small and medium-sized enterprise (SME) located at the non-capital region of India. Design/methodology/approach From the collected data, a current state map was prepared that indicated the current operating situation of selected SME. The takt time was calculated and those processes which attained higher cycle time (C/T) than takt time were identified. The continuous flow processing was achieved by adjusting C/T of each process and supermarket pull system was developed to control the production at the workstations. Finally, a future state map was developed that served as a guide for future lean activities. Few problems were identified to realize the future state. The “5-why” analysis was used for identifying root causes of these problems and Kaizen events were proposed as solutions. In this case study, one Kaizen event was identified in which brainstorming technique was used to control the variation caused by unorthodox fixture design for clamping and de-clamping of case product and thus eliminated non-value-added activities performed by the operator on a milling machine. Findings Before and after implementation of value stream map, the data obtained were analyzed and eliminated rework time, reduced inventory level, reduced lead time and C/T, improved productivity and product quality are presented as finding. Lean-Kaizen provides a better chance for every individual of the industry to have a hand in achieving organization’s goals to attain continuous progress in productivity and quality of the product. Even good understanding of the concept of lean tools and techniques by SMEs, the employee willingness and motivation to identify and eliminate wastes are found feeble. Originality/value This study is among best practices to identify hidden improvement opportunities in the regular production of the product to increase productivity and improve quality using value stream map. The research paper gives useful understandings to the lean implementers, Kaizen identifiers, consultants and researchers.

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

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.

scholarly journals Optimasi Pelayanan Sertifikasi pada Supply Chain Lembaga Sertifikasi Halal

2019 ◽  
Vol 2 (4) ◽  
Author(s):  
Ahmad Shalihin ◽  
Juliza Hidayati ◽  
Khairunnisa
Keyword(s):  
Supply Chain ◽  
Lead Time ◽  
Value Added ◽  
Value Stream Mapping ◽  
Value Stream ◽  
Current State ◽  
Future State ◽  
Big Picture ◽  
Document Flow ◽  
Flow Of Information

Di dalam dunia persaingan global persaingan antar kompetitor semakin ketat sehingga dalam faktanya bisnis usaha yang dijalankan perlu terus untuk dikembangkan dan dilakukan perbaikan sehingga perusahaan mampu tumbuh dan bersaing. Sebuah perusahaan yang bergerak di bidang sertifikasi halal mempunyai beberapa kriteria usaha yang disertifikasi meliputi industri pengolahan, restaurant dan rumah potong hewan. Fokus utama objek yang diteliti adalah industri pengolahan. Berdasarkan data historis sertifikasi halal selama 2 periode mengalami kenaikan secara terus menerus sehingga proses pelayanan dan penanganan dalam sertifikasi halal menjadi bertumpuk dan menjadikan aliran informasi dan aliran dokumen pada supply chain menjadi panjang dikarenakan sistem baru yang digunakan merupakan sistem sertifikasi secara online yang belum lama di adopsi. Proses sertifikasi halal memakan waktu sehingga kualitas pelayanan pada aliran informasi dan dokumen tidak maksimal dan berbedabeda, aliran informasi dan aliran dokumen yang tidak efisien waktu yang pada akhirnya membuat lead time proses sertifikasi menjadi panjang dan tidak efektif. Analisis menggunakan value stream mapping (VSM). Hasil yang dicapai berupa (1)big picture mapping current state map dan future state map, (2) mengetahui value added dan non value added pada proses aliran supply chain sertifikasi halal, (3) membuat skala prioritas terhadap 7 waste untuk meminimalisir pemborosan diproses sertifikasi, kemudian jenis pemborosan yang paling sering terjadi pada jenis pembororsan waiting (28%) dan proporsi waktu aktifitas value added (VA) sebesar (54%) dengan non value added (NVA) sebesar (46%). Setelah perbaikan didapatkan hasil proporsi waktu aktivitas menjadi sebesar value added (88%) non value added (NVA) berkurang menjadi sebesar (12%) berdasarkan rancangan aktivitas yang telah di operasikan berkurang dari 30 aktivitas menjadi 28 aktivitas dengan perbaikan waktu proses mencapai 37 hari dari 50 hari.   In the world of global competition, competition among competitors is getting tougher, so in fact, businesses that are run need to be continuously developed and improved so that companies are able to grow and compete. A company engaged in halal certification has several business criteria that are certified covering the processing industry, restaurants and abattoirs. The main focus of the object under study is the processing industry. Based on the historical data of halal certification for 2 periods, it has been continuously increasing so that the service and handling process in halal certification has accumulated and makes the flow of information and document flow on the supply chain lengthy because the new system used is an online certification system that has not been recently adopted. . The halal certification process takes time so that the quality of service in the flow of information and documents is not optimal and varies, the information flow and document flow are not time efficient which ultimately makes the lead time of the certification process to be long and ineffective. Analysis using value stream mapping (VSM). The results achieved in the form of (1) big picture mapping of the current state map and future state map, (2) knowing the value added and non value added in the halal certification supply chain flow process, (3) making a priority scale of 7 waste to minimize the waste of certification processing , then the type of waste that most often occurs in the type of waiting (28%) and the proportion of time value added activities (VA) of (54%) with non value added (NVA) of (46%). After the improvement, the result shows that the proportion of activity time is equal to value added (88%). Non-value added (NVA) is reduced to equal to (12%) based on the activity design that has been operated. 50 days. 

What should be lean buffer threshold for the forward-reserve warehouse?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Bhavin Shah
Keyword(s):  
Mathematical Model ◽  
Customer Service ◽  
Value Added ◽  
Service Level ◽  
Buffer Size ◽  
Value Stream Mapping ◽  
Content Type ◽  
Customer Service Level ◽  
The Impact ◽  
Just Right

PurposeThe assorted piece-wise retail orders in a cosmetics warehouse are fulfilled through a separate fast-picking area called Forward Buffer (FB). This study determines “just-right” size of FB to ensure desired Customer Service Level (CSL) at least storage wastages. It also investigates the impact of FB capacity and demand variations on FB leanness.Design/methodology/approachA Value Stream Mapping (VSM) tool is applied to analyse the warehouse activities and mathematical model is implemented in MATLAB to quantify the leanness at desired CSL. A comprehensive framework is developed to determine lean FB buffer size for a Retail Distribution Centre (RDC) of a cosmetics industry.FindingsThe CSL increases monotonically; however, the results concerning spent efforts towards CSL improvement gets diminished with raised demand variances. The desired CSL can be achieved at least FB capacity and fewer Storage Waste (SW) as it shifts towards more lean system regime. It is not possible to improve Value Added (VA) time beyond certain constraints and therefore, it is recommended to reduce Non-Value Added (NVA) order processing activities to improve leanness.Research limitations/implicationsThis study determines “just-right” capacity and investigates the impact of buffer and demand variations on leanness. It helps managers to analyse warehouse processes and design customized distribution policies in food, beverage and retail grocery warehouse.Practical implicationsProposed buffering model offers customized strategies beyond pre-set CSL by varying it dynamically to reduce wastages. The mathematical model deriving lean sizing and mitigation guidelines are constructive development for managers.Originality/valueThis research provides an inventive approach of VSM model and Mathematical algorithm endorsing lean thinking to design effective buffering policies in a forward warehouse.

scholarly journals Improving Quality Control Process Through Value Stream Mapping

2018 ◽  
Vol 7 (2.29) ◽  
pp. 219
Author(s):  
Zulfa Fitri Ikatrinasari ◽  
Dan Kosasih
Keyword(s):  
Quality Control ◽  
Lead Time ◽  
Value Added ◽  
Maximum Efficiency ◽  
Value Stream Mapping ◽  
Process Time ◽  
Value Stream ◽  
Current State ◽  
Future State ◽  
Quality Control Process

PT. AEMI is one of the growing electronic component manufacturing company. By this time, Kaizen project has been run and managed to become a culture in PT AEMI. However, the project has not integrated, comprehensive and not yet has a long-term goals. Implementation of value stream mapping (VSM) in PT AEMI is expected to make Kaizen projects more focused and to produce increasing of the maximum efficiency. In addition, VSM Kaizen is believed to make the those programs more integrated, effective and comprehensive. This study aims to: (1) create a current state mapping in the Department of Quality Control PT. AEMI, (2) identify wastes in the Department of Quality Control PT.AEMI, (3) create a future state mapping at the Department of Quality Control PT. AEMI, (4) make a plan of improvement and analyzing the application. Stages of the study were as follows: (1) identification of work processes, (2) collect and analysis of work process time, (3) analysis of the current state mapping, (4) calculate of lead time and process time, (5) analysis of value added and non value-added activities, (6) analysis of wastes, (7) make a plan of future state mapping, (8) improvement design (improvement planning), (9) implementation of improvement, (10) analysis of the implementation of improvements. The results of this study are: 1) current state mapping at QC Department shows that the total lead time of 848 minutes where there is non-value added activity of 778 minutes. 2) identify waste on the handling process where the product movement from assembly to QC for 2 minutes, movement transactions from assembly to QC for 479 minutes and the waiting time at  inspection area for 727 minutes. 3) future state mapping at QC Department shows that the total lead time of 516.5 minutes where there is non-value added activity of 446.5 minutes. 4) the improvement to do is to change the lay out where final inspection is moved from QC to manufacturing so as to result in reduce of non-value added activity by 46%. 

Intellectual capital and performance of listed companies: empirical evidence from Italy

2014 ◽  
Vol 18 (1) ◽  
pp. 22-35 ◽  
Author(s):  
Domenico Celenza ◽  
Fabrizio Rossi
Keyword(s):  
Explanatory Power ◽  
Value Added ◽  
Listed Companies ◽  
Cross Sectional ◽  
Content Type ◽  
Accounting Performance ◽  
And Performance ◽  
The One ◽  
Two Stages ◽  
The Relationship

Purpose – The aim of this paper is to investigate the relationship between corporate performance and Value Added Intellectual Coefficient (VAICTM) on the one hand, and the relationship between the variations in market value and the variations in VAIC on the other hand. Design/methodology/approach – Starting from the VAIC model, 23 Italian listed companies were examined with the aim of investigating the relationship between VAIC and the performance of the firms in the sample. The analysis was divided into two stages. In the first stage, eight models of linear regression were estimated to verify the presence of a positive and statistically significant relationship between M/BV and VAIC and between accounting performance indicators (ROE, ROI, ROS) and the VAIC. In the second stage, six other models were tested, considering as an independent variable the variations in VAIC and the variations in profitability indicators. Findings – The outcomes of the application stress the importance of VAIC in the explanation of the variations in MV and its role as “additional coefficient” in the analysis of equity performance. Originality/value – This methodology highlights some very interesting aspects. In particular, whereas the relationship between M/BV and VAIC and between profitability indicators (ROI, ROE, ROS) and VAIC is statistically insignificant, the subsequent analysis highlights the importance of VAIC as a variable capable of increasing the explanatory power of the regression in a cross-sectional perspective.

scholarly journals Production flow improvement and value stream mapping in a lean manufacturing world

2021 ◽  
Vol 6 (1) ◽  
pp. 036-050
Author(s):  
Muhammad Adib Uz Zaman ◽  
Emad Rabiei Hosseinabad
Keyword(s):  
Lean Manufacturing ◽  
Performance Metrics ◽  
Value Stream Mapping ◽  
Production Flow ◽  
Value Stream ◽  
Assembly Simulation ◽  
Kaizen Events ◽  
Load Leveling ◽  
And Performance ◽  
Flow Improvement

The importance of lean manufacturing concepts has been discussed many times over the few decades. The most important elements in lean manufacturing practices are value stream mapping (VSM), Kaizen events, load leveling (heijunka), etc. In this case study, a real-world clock assembly simulation has been used to study the performance improvement in terms of production flow and lead time after introducing lean concepts. In each round of simulation, the lean concepts have been introduced one by one and performance metrics were recorded. After implementing the concepts, the productivity was improved enormously. So, this simulation study emphasizes the importance of continuous improvement of production flow through lean concepts in a real production setting.

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