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.

The Analysis of a Production Flow with the Help of Value Stream Mapping

2019 ◽  
Vol 957 ◽  
pp. 203-210
Author(s):  
Ana Gavriluță
Keyword(s):  
Lean Manufacturing ◽  
Lead Time ◽  
Entry Point ◽  
Added Value ◽  
Financial Resources ◽  
Value Stream Mapping ◽  
Production Flow ◽  
Flow Mapping ◽  
Value Stream

The main aim of Lean Manufacturing concept is to produce more with less: space, stock, workforce and time. The companies that along the years implemented Lean Manufacturing, reached a spectacular development, mainly because with the same workforce and financial resources, succeeded to increase significantly their profit (some reached up to 300-400% increase). The strength of Lean concept is the calculation of value of product for the final client, considering each stage of manufacturing. Therefore, the main aim of this paper is to analyze and improve the manufacturing flow of a component, from the system entry point to its exit using Flow Mapping and Value Stream Mapping. After all the actions on improving the flow, the activities without added value decreased with 15.92% and the lead time with 15.61%

scholarly journals Penerapan Lean Manufacturing dengan Metode VSM dan FMEA untuk Mereduksi Pemborosan Produksi Sarden

2020 ◽  
Vol 13 (1) ◽  
Author(s):  
Haris Dwi Armyanto ◽  
Dwi Djumhariyanto ◽  
Santoso Mulyadi
Keyword(s):  
Production Process ◽  
Failure Mode ◽  
Waiting Time ◽  
Lean Manufacturing ◽  
Waiting Times ◽  
Raw Material ◽  
Value Stream Mapping ◽  
Production Flow ◽  
Value Stream ◽  
Current State

CV.X merupakan salah satu perusahaan pengolahan sarden yang terletak di Banyuwangi. Pada proses produksi di perusahaan masih ditemukan beberapa pemborosan (waste). Untuk mengurangi pemborosan yang terjadi digunakan pendekatan lean manufacturing dengan metode Value Stream Mapping (VSM) untuk pemetaan aliran produksi dan aliran informasi terhadap proses produksi dari awal bahan baku hingga produk jadi dan dikirim ke konsumen, serta analisis dengan metode Failure Mode and Effects Analysis (FMEA) untuk mengetahui penyebab kegagalan proses yang paling prioritas dan perlu dilakukan perbaikan dengan segera. Identifikasi pemborosan diawali dengan penggambaran current state map, lalu dilakukan analisis pemborosan ke dalam kategori 7 pemborosan [1]. Pada analsis tersebut ditemukan 3 jenis pemborosan yaitu waiting time, unnecessary inventory dan defect (kembung). Setelah itu dilakukan analisis akar penyebab timbulnya pemborosan menggunakan fishbone diagram, dan analis FMEA untuk mengetahui nilai RPN tertinggi yang selanjutnya akan menjadi prioritas pemberian usulan perbaikan yang tepat dan sesuai dengan masalah dan kondisi proses produksi sarden 125g di CV.X. Rekomendasi perbaikan yang diberikan terhadap pemborosan dengan nilai RPN tertinggi antara lain Menambahkan mesin pencuci produk untuk mengurangi penumpukan produk dan waktu tunggu yang ada sehingga pemborosan waiting time dan unnecessary inventory dapat berkurang, mengganti sarung tangan kain dengan lateks, serta menjaga kebersihan nampan ikan. CV.X is a sardine processing company located in Banyuwangi. In the company production process there are some wastes. To reduce the waste that occurs, lean manufacturing approach using Value Stream Mapping (VSM) method is used to map the production flow and information flow to the production process from the beginning of the raw material to the finished product and sent to consumers, as well as analysis using the Failure Mode and Effects Analysis (FMEA) method. ) to find out what causes the most priority process failures and needs immediate improvement. Waste identification is preceded by a depiction of the current state map, then waste analysis is conducted into category 7 waste. In this analysis, there are 3 types of waste, which are waiting time, unnecessary inventory and defects. After that an analysis of the root causes of waste occurs using fishbone diagrams, and FMEA analysts to find out the highest RPN value which will then be prioritized for giving recommendations for an appropriate improvement and in accordance with the problems and conditions of the 125g sardine production process in CV.X. Improvement recommendations given for waste with the highest RPN value include adding a product washer to reduce product buildup and waiting times so that waiting time and unnecessary inventory waste can be reduced, replacing cloth gloves with latex, and keeping the fish tray clean.

Optimizing Shipyard Interim Product Assembly Using a Value Stream Mapping Methodology

2015 ◽  
Author(s):  
Damir Kolich ◽  
Richard L. Storch ◽  
Niksa Fafandjel
Keyword(s):  
Lean Manufacturing ◽  
Group Technology ◽  
Production Costs ◽  
Value Stream Mapping ◽  
Production Flow ◽  
Shipbuilding Industry ◽  
Value Stream ◽  
A Value ◽  
Value Stream Map ◽  
Interim Products

Value stream mapping is used to analyze and improve the production flow in many industries, which includes the airplane and automobile industries worldwide. The shipbuilding industry has adopted lean manufacturing techniques. However, the amount of value stream mapping application in the shipbuidling industry is still relatively sparse due to the large variety of interim products and ship types. The aim of this paper is to analyze the interim products of a typical sized commercial shipyard with a product mix of chemical tankers and asphalt barges to demonstrate how a lean transformation can be performed using a shipyard value stream mapping methodology. The case study maps the typcial panel assembly lines of the shipyard and demonstrates the differences between the ship type interim products and using the lean manufacturing methodology developed by the authors to demonstrate how to define and adjust the production facilities using both lean and group technology techniques to create an improved production line which is demonstrated through a future improved value stream map. The main criteria for analyzing and comparing production improvement is through man-hours and duration time. The future value stream map has improvements of up to 50 percent, which demonstrates the importance of adopting a value stream mapping methodology for shipyards aiming to improve world competivity by decreasing production costs, while maintaining and/or improving quality of the ship buidling blocks.

scholarly journals Value stream mapping as a lean manufacturing tool: A new account approach for cost saving in a textile company

2019 ◽  
Vol 7 (1) ◽  
pp. 1 ◽  
Author(s):  
C.P. Carvalho ◽  
D.S. Carvalho ◽  
M.B. Silva
Keyword(s):  
Cost Reduction ◽  
Lean Manufacturing ◽  
Value Stream Mapping ◽  
Production Flow ◽  
Substantial Impact ◽  
Value Stream ◽  
The World ◽  
Account System ◽  
The Cost ◽  
Practical Implications

<p>Companies around the world are under pressure to reduce their prices to be competitive. In order to keep profitability, they are adopting lean manufacturing (LM) and its tools to reduce waste and, consequently, the costs. Value stream mapping (VSM) is an efficient LM tool, identifying production flow waste. When it is possible to combine VSM with other LM tool, such as Kanban, a substantial impact in inventory reduction is reached. Additionally, the conventional account system shows limitations in the costs reduction to keep up with LM. The purpose of this paper is to present the results obtained by the application of the VSM combined with Kanban and the new account approach to measure the effectiveness of the cost reduction in the finished goods inventory. Considering that LM tools application in the textile segment has not an expressive number of researches, four hypothesis are presented and validated. The findings are discussed and finally, the research limitations and the practical implications originated by this work are presented as well as topics for further researches are suggested.</p>

scholarly journals Variability and Uncertainty Analysis in Value Stream Mapping

2019 ◽  
Vol 8 (12S2) ◽  
pp. 533-538
Keyword(s):  
Lean Manufacturing ◽  
Value Stream Mapping ◽  
Strong Impact ◽  
Food Sector ◽  
Value Stream ◽  
Current State ◽  
Potential Risks ◽  
Tools And Techniques ◽  
A Current

Lately, value stream mapping (VSM) is integrated with tools and techniques that belong to other areas of knowledge such as risk management (RM). It is well known tool in showing the value, value stream and the flow which represents three of lean manufacturing (LM) principles. This integration, gives more benefit in covering two of VSM issues such as considering the variability and uncertainty of production processes. In this paper, a model named variable value stream mapping (V-VSM) that integrates the two was showed, explained and tested. The model helps to generate the VSM in a dynamic way with the identification of current and potential risks. These risks might happen in the future bringing a strong impact on not reaching the main objectives in the defined time and cost. The model has been tested by conducting a case study in food sector. A current state map was built using both models, traditional VSM and VVSM. The results showed the effect of variability and uncertainty on the total cycle time (CT) and lead time (LT) values, where the traditional VSM failed to show it by being a static tool. Comparing the results of both models show the differences in presenting the real state of manufacturing environment..

scholarly journals ANALISIS PEMBOROSAN PRODUKSI PADA ALIRAN PRODUK JALA IKAN KKP MENGGUNAKAN PRINSIP LEAN MANUFACTURING DENGAN METODE VALUE STREAM MAPPING (VSM) DI PT. INDONEPTUNE NET MANUFACTURING

2019 ◽  
Vol 7 (2) ◽  
pp. 79-89
Author(s):  
Henny Henny ◽  
Muhammad Kahfi Hadi Syuhada
Keyword(s):  
Cycle Time ◽  
Delay Time ◽  
Lean Manufacturing ◽  
Value Stream Mapping ◽  
Time Level ◽  
Value Stream ◽  
Current State

  Penelitian ini ditujukan untuk menganalisis pemborosan produksi produk Jala Ikan KKP menggunakan lean manufacturing di PT. Indoneptune Net Manufacturing dengan memetakan aliran produksi dan menganalisisnya menggunakan value stream mapping (VSM). Analisis terhadap pemborosan dengan metode VSM dilakukan karena VSM dapat memetakan aliran informasi dan material dari awal sampai akhir dari value stream pembuatan suatu produk. Sehingga dapat dilihat proses mana saja yang merupakan pemborosan. Adapun VSM yang dibuat adalah current-state VSM karena dapat merepresentasikan kondisi saat ini dari aliran produksi yang ada. Hasil yang didapatkan setelah dibuat current-state VSM adalah aliran produksi produk jala Ikan KKP melewati proses spinning, ring roupe, netting dan finishing yang memiliki sub-sub proses yang berbeda. Dari setiap sub-proses tersebut dipetakan nama proses, jumlah waktu cycle time dan changeover time, level inventory, waktu kerja tersedia dan jumlah operator. Penganalisisan pemborosan dilakukan pada setiap sub-proses untuk dapat mengetahui nilai tambah proses tersebut terhadap produk utama yang sedang dikerjakan pada setiap tahapan proses yang berlangsung. Kesimpulan yang didapat yaitu pemborosan yang terjadi di departemen spinning salah satunya adalah delay time karena persiapan sebelum proses peleburan, waktu tunggu karena persiapan proses twist di departemen ring roupe, transportasi berlebih sebelum proses tatekan dan pengerjaan ulang di hoshu 2 di departemen finishing.

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