The Application of Value Stream Mapping to Lean Engineering

2004 ◽  
Author(s):  
Sandeep J. Pavnaskar ◽  
John K. Gershenson
Keyword(s):  
Lead Time ◽  
Service Industry ◽  
Value Stream Mapping ◽  
Engineering Process ◽  
Current Form ◽  
Value Stream ◽  
The Past ◽  
Future State ◽  
Graphical Tool ◽  
First Time

For the past few years, almost every manufacturing or service industry has been trying to get “lean.” The tools that enable waste elimination in engineering processes are equally important and little has been done to map the application of lean tools from manufacturing to the engineering process. Value stream mapping for manufacturing is a basic, graphical tool used to describe production processes and highlight sources of waste. In its current form, value stream mapping cannot be implemented in engineering processes due to fundamental differences between manufacturing and engineering processes. This paper identifies these differences as well as similarities between the manufacturing and engineering. We then use them to create analogies that enable the adaptation of value stream mapping for use in engineering. The application of this tool to engineering processes is validated by an industry application to manufacturing engineering processes, specifically the equipment installation process. With this map of the equipment installation process, our industrial team was able to identify wastes and sources of wastes, and design a future state where the lead-time of the installation process was reduced by over 90% with a much better first time quality.

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%. 

scholarly journals MEMINIMASI PEMBOROSAN DENGAN LEAN MANUFACTURING PADA PROSES PRODUKSI DI PT. IE

2021 ◽  
pp. 1451
Author(s):  
Ahmad Ahmad ◽  
Helena JK ◽  
Andrean Yonathan
Keyword(s):  
Waiting Time ◽  
Cycle Time ◽  
Lean Manufacturing ◽  
Lead Time ◽  
Fault Tree Analysis ◽  
Value Stream Mapping ◽  
Tree Analysis ◽  
Value Stream ◽  
Current State ◽  
Future State

PT. IE is engaged in the business of making Lighting and Lampposts. Based on observations and interviews, there are still some wastes that arise in the flow of the production process, among which there are still many wastes of waiting time, transportation, movement and inventory. These wastes cause the product completion time to be longer and the resulting quality decreases. To eliminate or reduce waste, it is necessary to apply Lean Manufacturing. Lean Manufacturing is a systematic approach to eliminating waste and changing processes by identifying and reducing waste with continuous improvement and striving to create a production flow along the value stream by eliminating all forms of waste and increasing the added value of products to customers. From the Pareto diagram, it is found that transportation waste has the highest percentage of 26.21%, waiting time is 21.38%, motion waste is 19.31% and waste inventories are 15.17%. while the results of the Value Stream Mapping Current State Map mapping obtained a production lead time of 7,680 seconds and a total cycle time of 6,660 seconds and a PCE Current State Map value of 53.09%. Identify the root causes of waste using Fishbone diagrams, 5 Why Analysis, 5W+1H, Fault Tree Analysis and FMEA. After corrective actions have been taken, based on the Value Stream Mapping Future mapping there is a decrease in production lead time to 5,220 seconds and a decrease in total cycle time to 4,860 seconds and an increase in PCE Future State Map to 68.10% so that there is an increase of 15.01% which shows The company's production process has become more Lean.PT. IE bergerak dalam bisnis pembuatan Lighting dan Tiang Lampu. Berdasarkan observasi dan wawancara, masih terdapat beberapa pemborosan (waste) yang timbul di aliran proses produksi di antaranya masih banyak terjadi pemborosan-pemborosan waktu tunggu, transportasi, gerakan dan inventori. Pemborosan-pemborosan tersebut menyebabkan waktu penyelesaian produk menjadi lebih lama dan kualitas yang dihasilkan menurun. Untuk menghilangkan atau mengurangi pemborosan diperlukan adanya penerapan Lean Manufacturing.Lean Manufacturing merupakan pendekatan sistematik untuk mengeliminasi pemborosan dan mengubah proses dengan cara mengidentifikasi dan mengurangi pemborosan dengan perbaikan kontinu dan berupaya untuk menciptakan aliran produksi sepanjang value stream dengan menghilangkan segala bentuk pemborosan serta meningkatkan nilai tambah produk kepada pelanggan. Dari diagram Pareto ditemukan waste transportasi memiliki persentase paling tinggi sebesar 26,21%, waktu tunggu  21,38%, waste motion 19,31% dan waste inventories 15,17%. sedangkan hasil pemetaan Value Stream Mapping Current State Map diperoleh production lead time selama 7.680 detik dan total cycle time selama 6.660 detik serta nilai PCE Current State Map sebesar 53,09%. Identifikasi akar permasalahan pemborosan menggunakan diagram Fishbone, 5 Why Analysis, 5W+1H, Fault Tree Analysis dan FMEA. Setelah dilakukan tindakan–tindakan perbaikan, berdasarkan pemetaan Value Stream Mapping Future ada penurunan production lead time menjadi 5.220 detik dan penurunan total cycle time menjadi 4.860 detik serta ada peningkatan PCE Future State Map menjadi 68,10% sehingga ada peningkatan 15,01% yang menunjukan proses produksi perusahaan telah menjadi lebih Lean.

scholarly journals Increasing Productivity by Reducing Manufacturing Lead Time through Value Stream Mapping

2012 ◽  
pp. 225-229
Author(s):  
Renu Yadav ◽  
Ashish Shastri ◽  
Mithlesh Rathore
Keyword(s):  
Lead Time ◽  
Value Added ◽  
Value Stream Mapping ◽  
Mapping Technique ◽  
Inventory Level ◽  
Lead Times ◽  
Business World ◽  
Value Stream ◽  
Current State ◽  
Future State

To survive in today’s competitive business world, companies require small lead times, low costs and high customer service levels. As such, companies pay more effort to reduce their manufacturing lead times. Value stream mapping (VSM) technique has been used on a broad scale in big companies such as Toyota and Boeing. This paper considers the implementation of value stream mapping technique in manufacturing helical springs by railway spring manufacturing company. It focuses on product family, current state map improvements and the future state map. The aim is to identify waste in the form of non value added activities & processes and then removing them to improve the performance of the company. Current state map is prepared to describe the existing position and various problem areas.. Future state map is prepared to show the proposed improvement action plans. The achievements of value stream implementation are reduction in lead time, cycle time and inventory level. It was found that even a small company can make significant improvements by adopting VSM technology. It was concluded that if we adopt the VSM technique the company could reduce the manufacturing lead time from 36.86 days to 34.06 days.

Improving the performance of a Malaysian pharmaceutical warehouse supply chain by integrating value stream mapping and discrete event simulation

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ahmed Abideen ◽  
Fazeeda Binti Mohamad
Keyword(s):  
Supply Chain ◽  
Lead Time ◽  
Discrete Event ◽  
Integrated Approach ◽  
Value Stream Mapping ◽  
Content Type ◽  
Value Stream ◽  
Future State ◽  
The Future ◽  
Value Stream Map

Purpose Lean implementation is vastly incorporated in core manufacturing processes; however, its applicability in the supply chain and service industry is still in its infancy. To acquire performance excellence and thrive in the global competitive market, many firms are adopting newer methodologies. But, there is a stringent need for production simulation systems to analyze supply chains both inbound and outbound. The era of face validation is slowly disappearing. Lean tools and procedures that provide future state assumptions need advanced tools and techniques to measure, quantify, analyze and validate them. The purpose of this study is to enable dynamic quantification and visualization of the future state of a warehouse supply chain value stream map using discrete event simulation (DES) technique. Design/methodology/approach This study aimed to apply an integrated approach of the value stream mapping (VSM) and DES in a Malaysian pharmaceutical production warehouse. The main focus is diverted towards reducing the warehouse supply chain lead time by initially constructing a supply chain value stream map (both present state and future state) and integrating its data in a DES modelling and simulation software to dynamically visualize the changes in future state value stream map. Findings The DES simulation was able to mimic the future state lead time reductions successfully, which assists in better decision-making. Improvements were seen related to total lead time, process time, value and non-value-added percentage. Warehouse performance metrics such as receiving, put away and storage rates were substantially improved along with pallet processing time, worker and forklift throughput usage percentage. Detailed findings are clearly stated at the end of this paper. Research limitations/implications This study is limited to the warehouse environment and further additional process models and functional upgrades in the DES software systems are very much needed to directly visualize and quantify all the possible Lean assumptions such as radio frequency image identification/Andon (Jidoka), 5S, Kanban, Just-In-Time and Heijunka. However, DES has a leading edge in extracting dynamic characteristics out of a static VSM timeline and capture details on discrete events precisely by picturizing facility modification and lead time related to it. Practical implications This paper includes all the fundamental pharmaceutical warehouse supply chain processes and the simulations of the future state VSM in a real-life context by successfully reducing supply chain lead time and allowing managers in inculcating near-optimal decision-making, controlling and coordinating warehouse supply chain activities as a whole. Social implications This integrated approach of DES and VSM can involve managers and top management to support the adoption of anticipated changes. This study also has the potential to engage practitioners, researchers and decision-makers in the warehouse industry. Originality/value This study involves a powerful DES software package that can mimic the real situation as a virtual simulation and all the data and model building are based on a real warehouse scenario in the pharmaceutical industry.

scholarly journals WASTE ELIMINATION USING VALUE STREAM MAPPING AND VALSAT

2017 ◽  
Vol 3 (2) ◽  
Author(s):  
Dion Avellino Suyanto ◽  
Sunday Noya
Keyword(s):  
Lean Manufacturing ◽  
Lead Time ◽  
Value Stream Mapping ◽  
Value Stream ◽  
Current State ◽  
Future State ◽  
Analysis Tools ◽  
Fierce Competition ◽  
Cycle Efficiency ◽  
Working Efficiency

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

Managing industrial operations by lean thinking using value stream mapping and six sigma in manufacturing unit

2019 ◽  
Vol 58 (6) ◽  
pp. 1118-1148 ◽  
Author(s):  
Jagdeep Singh ◽  
Harwinder Singh ◽  
Amandeep Singh ◽  
Jashanpreet Singh
Keyword(s):  
Six Sigma ◽  
Lean Manufacturing ◽  
Lead Time ◽  
Manufacturing Industry ◽  
Value Stream Mapping ◽  
Lean Thinking ◽  
Content Type ◽  
Value Stream ◽  
Future State ◽  
Industrial Operations

Purpose The purpose of this paper is to cover the significance of lean thinking using value stream mapping and six sigma methodology in managing industrial operations. Design/methodology/approach Lean manufacturing is an efficient approach for identifying and eliminating waste through a continuous improvement via flow of the product/service at the pull of customer in chase of exactness. This study has been carried out in a manufacturing unit of Northern India that was suffering from high production lead time and work in progress (WIP) inventory. Findings The current state and future state maps for the critical product have been prepared. On comparison of both current and future state maps, it was observed that lead time has been reduced by 14.88 percent, processing time by 14.71 percent and wastage of material movement by 37.97 percent. As proposed in model, the WIP inventories have been reduced by 17.76 percent and workforce by 17.64 percent. Further it would lead to the profit of Rs161,800 per annum. Six sigma projects have been carried out to reduce rejections of the critical product P-19 under study. The total length of the product was undersize of the critical product. Root cause analysis technique has been used through strategic DMAIC implementation. Results of investigation demonstrated net savings of rupees 145,560 annually. Originality/value The paper demonstrates the practical application of lean thinking, showing how it can bring real breakthroughs in saving cost in the manufacturing industry.

scholarly journals Application of Lean Methodology to Increase Productivity through Value Stream Mapping

2021 ◽  
Vol 06 (09) ◽  
Author(s):  
Engr. Joefil C. Jocson ◽  
Keyword(s):  
Lead Time ◽  
Value Added ◽  
Labor Cost ◽  
Real Income ◽  
Vital Role ◽  
Value Stream Mapping ◽  
Filling Process ◽  
Value Stream ◽  
Future State ◽  
Increase Productivity

Productivity plays a vital role for business because it controls the real income that is needed to meet obligations to customers, employees, shareholders, and government through taxes and still remain competitive in the marketplace. An effective way to increase productivity is to eliminate waste in the manufacturing process, therefore using lean methodology. This study aims to use one of the lean tools which are value stream mapping (VMS) to identify wastes and improve the efficiency of the sachet filling process in manufacturing company. In conjunction with state mapping, re-engineering of the manufacturing setup was also developed. The future state map shows that after the streamlining process non value added time was reduce by 43.13%. Total lead time was also reduced from 118.63 hrs to 64.96 hrs and total man-hours were reduced from 189.26 hrs to 105.93 hrs which provide significant savings to the organization with respect to labor cost.

scholarly journals Application of value stream mapping to enhance productivity by reducing manufacturing lead time in a manufacturing company: A case study

2021 ◽  
Vol 19 (1) ◽  
pp. 11-22
Author(s):  
Aditya S. Patil ◽  
Mahesh V. Pisal ◽  
Chandrakant T. Suryavanshi
Keyword(s):  
Lead Time ◽  
Value Stream Mapping ◽  
Value Stream ◽  
Lead Time Reduction ◽  
Current State ◽  
Future State ◽  
Short Lead Time ◽  
Time Gap ◽  
Value Stream Map

Lead time is a time gap between initiation and completion of the processes or product. The lead time directly affects productivity. Short lead time results in higher output thus add more value in a given period. Value stream map is an effective tool to describe the overall process from order to delivery. In this study, there is lead time reduction by generation current state and future state for a process using various techniques. Thus, the main aim of this work to enhance production by reduction of lead time. Finally, gain in production, reduction in lead time, and reduction in inventory between the stations are also reported.

scholarly journals IMPLEMENTASI LEAN MANUFACTURING PADA PROSES PRODUKSI PT. DENDENG ACEH GUNUNG SEULAWAH

2019 ◽  
Vol 21 (1) ◽  
Author(s):  
Trisna Mulyati ◽  
Ilyas ◽  
Anggita Widyasti
Keyword(s):  
Lean Manufacturing ◽  
Lead Time ◽  
Value Stream Mapping ◽  
Value Stream ◽  
Future State ◽  
Total Product ◽  
Big Picture ◽  
Banda Aceh

PT. Dendeng Aceh Gunung Seulawah merupakan salah satu industri di Banda Aceh yang bergerak dibidang produksi dendeng sapi dan menjadi produk khas asal Banda Aceh. Berdasarkan pengamatan awal dan brainstorming dengan pemilik usaha, diketahui terdapat indikasi masalah pemborosan waktu yang terjadi pada proses produksi, seperti waktu menunggu pada proses packing dan pressing yang mencapai 175 menit atau 15.54% dari total product lead time. Untuk meminimalkan waste tersebut, dapat diterapkan pendekatan lean yang menggunakan beberapa tools seperti Big Picture Mapping untuk memvisualisasikan aliran material mulai dari bahan baku masuk sampai menjadi produk akhir, Waste Assesment Model untuk mengidentifikasi dengan rinci seluruh waste, dan Value Stream Mapping Tools (Valsat) dengan tools yang terpilih adalah Process Activity Mapping untuk menganalisa aktivitas yang memberikan nilai tambah, aktivitas penting namun tidak memberikan nilai tambah, dan aktivitas yang tidak memberikan nilai tambah. Hasil penerapan lean manufacturing tersebut menghasilkan sebuah rekomendasi perbaikan dari penelitian ini dalam suatu future state map yang mengurangi lead time produksi dari 530,62 menit menjadi 355,04 menit dimana perbaikan utamanya yaitu dengan menggabungkan 2 aktivitas, proses pengepakan dan pressing, menjadi satu proses

Reduction of Process Lead Time Using Lean Tool - Value Stream Mapping (VSM)

2016 ◽  
Vol 860 ◽  
pp. 74-80 ◽  
Author(s):  
Antor Habib Chowdhury ◽  
Sakib Shahriar ◽  
Tanvir Hossen ◽  
Pallab Mahmud
Keyword(s):  
Lead Time ◽  
Research Work ◽  
Value Added ◽  
Point Of View ◽  
Value Stream Mapping ◽  
Safety Stock ◽  
Value Stream ◽  
Current State ◽  
Future State ◽  
Lean Tools

The research is designed to reduce production lead time using Value Stream Mapping (VSM). The purpose of this lean tool is to uncover the wastes in supply and production process by separating value-adding and non-value-adding steps first and then reduce non-value added steps. A map shows the current state of the operation is drawn first using the time and flow data. By this non-value added actions are recognized and the waste of time and resources between the steps are also identified. To reduce lead time and streamline the process the map is analyzed. The lead time can be reduced by taking some actions or applying some lean tools. Value adding time in the whole process increases and the process production lead time decreases after reducing the wastes. A future state map is made with new and improved processes. Future state map makes the reformed process more effective and more efficient. It comprises the developments through some value stream symbols used only for this mapping. Bata, a leading shoe company was selected for this research work. To draw the current state map, data was collected from the floor. The wastes identified then which were waiting, motion, inventory & transport. The lean tools that were suggested to apply for reducing these wastes were Kanban, Kaizen, Safety Stock and some manpower adjustment. Kanban is a method to achieve JIT, a system to control the logistical chain from a production point of view and also an inventory control system. Safety stock represents an inventory hedge against problems such as downtime, to protect the system against sudden fluctuations in customer orders or system failures. And Kaizen is the small and continuous improvement methods. The result of the research was quite remarkable as this decreases the lead time by around 8% and increases the capacity by 8.8%. It is feasible to use value stream map in the current situation.

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