scholarly journals Lean Thinking to Foster the Transition from Traditional Logistics to the Physical Internet

2020 ◽  
Vol 12 (15) ◽  
pp. 6053
Author(s):  
Vanessa Rodríguez Cornejo ◽  
Ángel Cervera Paz ◽  
Luis López Molina ◽  
Víctor Pérez-Fernández
Keyword(s):  
Supply Chain ◽  
Waiting Times ◽  
Value Stream Mapping ◽  
Lean Thinking ◽  
Value Stream ◽  
A Value ◽  
Physical Internet ◽  
The Right ◽  
The Relationship ◽  
Value Stream Map

This paper studies the relationship between Lean paradigms and the Physical Internet (PI). Lean thinking is a philosophy that allows one to obtain the right amount of the right items in the right place at the right time; it seeks to minimize waste and is flexible to change. In fact, applying Lean not only helps to reduce costs, but it also adds value and improves results across the supply chain. By using a value stream map, we can map the process from the supply chain to the customer, while trying not to add value activities. Such activities include excessive production, overstorage, waiting times poorly adjusted to needs, defects and rejects that require reprocessing, and, finally, unnecessary transport and movements. Storage, waiting times, and unnecessary transport and movements are at the core of the PI. A value stream map can also help to identify empty transport and unnecessary CO2 emissions. This study analyzes value stream mapping as a tool that can enable the objectives of the different Alliance for Logistics Innovation through Collaboration (ALICE) roadmaps for logistics innovation to be achieved, and can also allow PI principles to be reached on the established dates.

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 APPLY VALUE STREAM MAPPING TO “ETP ION DETECTTM” COMPANY

2020 ◽  
Vol 128 (5B) ◽  
pp. 51
Author(s):  
Hien Ton Nguyen Trong ◽  
Gareth Jones
Keyword(s):  
Material Flow ◽  
Lean Manufacturing ◽  
Value Stream Mapping ◽  
Flow Mapping ◽  
Value Stream ◽  
Work In Process ◽  
Current State ◽  
A Value ◽  
Production Value ◽  
Value Stream Map

<p><strong>Abstract: </strong>Value stream mapping (VSM) is a tool often applied in organisations working with lean in order to visualise and analyse production processes. By creating a value stream map, organisation can identify its main criticalities, look at both information &amp; material flow mapping in order to enhance lean manufacturing. Hence, the purpose of this work was to develop a value stream mapping for ETP Ion Detect Company (ETP) to demonstrate the possibilities of seeing sources of waste, shortening the lead-time, and reducing work-in-process inventory with the value stream mapping application.</p><p><strong>Key words</strong>: lean production, value stream mapping, current state map, future state map</p>

scholarly journals Eliminating transportation waste using the transportation value stream map

2018 ◽  
Vol 12 (1) ◽  
pp. 793-803
Author(s):  
Mihaela Cornelia Popescu
Keyword(s):  
Supply Chain ◽  
Transportation Network ◽  
Transportation Cost ◽  
Value Stream Mapping ◽  
Transport Efficiency ◽  
Value Stream ◽  
Shared Information ◽  
In Transit ◽  
Identification Research ◽  
Value Stream Map

Abstract The paper reveals how lean instruments and metrics applied in transportation translates the importance of logistic visibility and shared information between shippers, brokers, carriers and customers along the supply chain management. Recreating a new transportation network emphasizes the idea of discovering practical strategies and actions of reducing muda in terms of efficiency and costs. Transportation cost has to be focused on frequency of trips, shipping size, distance travelled, guide routes and deficient rates. One of the objectives of the research was the analysis of the transport efficiency using the Value Stream Mapping as an important lean tool used by many practitioners to identify sources of waste and to propose alternatives of improvement. As a first conclusion of the study, transportation cannot be analyzed like a distinct part of the supply chain, therefore, VSM had to be considered, structured and visualized as linked processes of wasteful activities that need to be measured and improved. The transportation network design reflects the geographic distribution conditions, the frequency and size of the orders, the gaps between the in-transit activities and non-intransit activities. Waste identification research was focused on elaboration of Transportation Visual Map starting with main activities such as: shipment loading, transporting goods to destination, unloading processes, and transportation back to the base and handling the paperwork. MOVE Measure was the new metrics that determined the transportation efficiency in terms of availability, performance and quality, all the factors being expressed in percentage. The results of the research showed the importance of using the VSM tool in transforming the transportation segment of the supply chain from a non-value- adding activity into an optimized value- adding process.

scholarly journals Generic Supply Chain of Lean-Value Stream Mapping in Automotive Industry

2020 ◽  
Vol 9 (2S5) ◽  
pp. 35-42
Keyword(s):  
Supply Chain ◽  
Automotive Industry ◽  
Automobile Industry ◽  
Value Added ◽  
Value Stream Mapping ◽  
Production Network ◽  
Value Stream ◽  
A Value ◽  
Lean Supply Chain ◽  
Time Decrease

Nowadays automobile industry, as manufacturers structure and construct vehicles all-inclusive, their supply chains become progressively perplexing with difficulties in the method of profitability and investor worth value such as excess inventory over the production network and absence of permeability of providers. So as to expand the aggressiveness of the automotive industry with store network, here lean administration idea is incorporated as lean supply chain management (LSCM).The Lean supply chain is utilized to streamline the business forms by wiping out waste and non-value added activities. The association between lean and SCM is one of the techniques for expense and time decrease to improve the viability. The lean supply chain is likewise centered around advancing the procedure of all production network and scanning for rearrangements. This research paper is proposed a lean supply chain managementvalue stream mapping (LSCM-VSM) is utilized to dispense with waste and improved operational methodology and efficiency. It is a procedure of envisioning mapping stream of information and producing the future-state map with better strategies and execution. The exploratory outcomes demonstrate the production lead time (PLT) by executing the proposed LVSM and future more assesses the total cycle time (TCT) and value-added ratio(VA%) of a value stream.

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.

Abordagem Lean na cadeia agroalimentar: uma revisão bibliográfica sistemática

2019 ◽  
Vol 10 (2) ◽  
Author(s):  
Laiane Cuer ◽  
Cristiane Bernardo ◽  
Andrea Scalco
Keyword(s):  
Supply Chain ◽  
Value Chain ◽  
Quality Function Deployment ◽  
Lean Production ◽  
Value Stream Mapping ◽  
Value Chain Analysis ◽  
Value Stream ◽  
A Value ◽  
Chain Analysis ◽  
Food Value

O agronegócio tem papel de destaque na economia brasileira. Seu desempenho envolve o deslocamento de matérias-primas e produtos acabados até o consumidor final, o que é realizado por meio dos canais de suprimentos. Ao longo da cadeia de suprimentos (supply chain) podem ocorrer desperdícios. No meio industrial o lean é muito utilizado para a minimização dessa problemática. Desta maneira diversas cadeias agroalimentares têm buscado técnicas adotadas na manufatura para solucionar e gerenciar seus processos, como o lean. Esta pesquisa busca, em linhas gerais, identificar por meio de uma revisão bibliográfica sistemática (RBS) nas principais bases de periódicos científicos os artigos desenvolvidos que tem como foco a aplicação da metodologia do Lean Production em cadeias agroalimentares, a fim de analisar a amplitude dos trabalhos em termos ferramentais gerenciais para sua aplicação e as contribuições desses estudos. Observou-se que as ferramentas mais utilizadas nas publicações levantadas referentes à aplicação do lean na cadeia agroalimentar foram a Value Stream Mapping (VSM), a Quality Function Deployment (QFD) e a Food Value Chain Analysis (FVCA). Com maior número de aplicação do lean em cadeia de suprimentos do segmento de carne vermelha. Os artigos selecionados da RBS também observam a necessidade da integração de implantação do lean em todos os elos da cadeia para melhor eficácia. A maioria dos estudos das aplicações do lean ocorreram no Reino Unido após um incentivo do governo. Não foram encontrados estudos de implantação do lean nos segmentos agroalimentares cuja a aplicação fosse no Brasil.

scholarly journals Implementing Lean Management Techniques at a Radiation Oncology Department

2018 ◽  
Vol 18 (3) ◽  
pp. 362
Author(s):  
Mustafa M. Al-Balushi ◽  
Zahid Al-Mandhari
Keyword(s):  
Radiation Oncology ◽  
Healthcare Sector ◽  
Lean Management ◽  
Total Quality ◽  
Royal Hospital ◽  
Value Stream ◽  
A Value ◽  
Healthcare Quality Assurance ◽  
Management Techniques ◽  
Value Stream Map

Objectives: Lean management (LM) principles were first developed by a Japanese manufacturing company to maximise value and minimise waste in the automotive industry. However, these principles can also be applied in the healthcare sector. This study aimed to illustrate the process of implementing LM principles in a radiation oncology department to streamline workflow and identify and reduce waste. Methods: This study took place in the Department of Radiation Oncology, Royal Hospital, Muscat, Oman, in December 2016. A value stream map (VSM) was created for the chain of processes followed in the department. A waste analysis was conducted to determine which processes did not add value for the patient or healthcare provider. Results: Based on the VSM analysis, only six out of 13 steps were found to be of value. Necessary and unnecessary non-value-adding activities were identified. Sources of waste included parking and registration. In addition, variabilities in workload were noted. Conclusion: Overall, LM principles improve workflow, reduce waste and enhance patient and staff satisfaction. In the current study, the application of LM principles helped to improve value in a radiation oncology department.Keywords: Health Services Administration; Healthcare Quality Assurance; Total Quality Management; Organization and Administration; Efficiency; Oman.

scholarly journals Effective Reduction in Utility Cost in A Beverage Plant

2019 ◽  
Vol 8 (6S3) ◽  
pp. 2108-2112
Keyword(s):  
Power Analysis ◽  
Cooling Tower ◽  
Quality Cost ◽  
Value Stream ◽  
Root Cause ◽  
A Value ◽  
Effective Reduction ◽  
Input Variables ◽  
Utility Cost ◽  
Value Stream Map

This project. is about in-depth focus on equipment power analysis and effective reduction in Utility and Quality Cost. A Value Stream Map has been developed and analyzed to identify critical focus areas in Utilities, Process and Line. The most significant key input variables have been identified and those are Boiler, Old-Utilities, New-Utilities, Process Area & Cooling Towers, which are prioritized based upon their relationship with the key output metric. Key input, process, and output metrics have been identified. As a part of Root cause analysis, Power consumption is high due to Running of 2 compressors, yolk chiller, raw water pump, cooling tower pumps & fan and new refrigeration for cooling tower pump. Potential implementation solutions are to be developed, evaluated, and optimized based upon their effectiveness impacting the key output, robustness to variation and ease of implementation. The final improvement solution has been incorporated into the process organization and the improvement gains of 3 – 25 KWH are being expected.

Improving Efficiency and Patient Satisfaction in a Peripherally Inserted Central Catheter Center Using Lean-Based Methodology

2014 ◽  
Vol 19 (4) ◽  
pp. 244-255 ◽  
Author(s):  
Ying Zhu ◽  
Zhenqi Lu ◽  
Hongqin Dai
Keyword(s):  
Lean Manufacturing ◽  
Value Stream Mapping ◽  
Cancer Center ◽  
Peripherally Inserted Central Catheter ◽  
Central Catheter ◽  
Value Stream ◽  
Root Cause ◽  
Number Of Patients ◽  
Future Value ◽  
Value Stream Map

Abstract Background: The peripherally inserted central catheter implantation and maintenance process was optimized at Shanghai Fu Dan University Cancer Center using lean-based methodology. Problems addressed were coping with capacity limitations and streamlining the process of patient care to reduce potential complications associated with delays in catheter administration. These clinical processes were evaluated with regard to pretreatment areas—such as booking, waiting, and patient education—and solutions were recommended to the problems that were identified. Methods: Lean methodology was used under actual clinical settings to improve the clinical process, using observations, patient surveys, interviews, data analysis, and a kaizen workshop. Three tools were applied from lean methodology: value stream mapping, bottleneck calculation, and fishbone root cause analysis. The philosophy of kaizen was used to enhance teamwork, boost morale, and encourage all members of the frontline nursing team and administration leaders to contribute ideas and suggestions for improvement. Results: A value stream map and a redesigned future value stream map were plotted at the workshop to identify problems related to inefficiency and waste and to aid in proposing solutions. Implementation of these solutions resulted in smooth and steady patient distributions on days with the largest patient volume during a typical week and an increase of 30% in the number of patients that could be seen in a week. Conclusions: The economic methodology of lean manufacturing, especially value stream mapping, can be a powerful tool for visualizing and better understanding processes to reduce waste and reengineer a standardized workstream in settings where peripheral intravenous central catheters are placed.

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