scholarly journals Improvement of Operational Performance through Value Stream Mapping and Yamazumi Chart: A case of Bangladeshi RMG Industry

2019 ◽  
Vol 8 (4) ◽  
pp. 11977-11986 ◽  
Keyword(s):  
Cycle Time ◽  
Production Line ◽  
Value Added ◽  
Global Market ◽  
Operational Performance ◽  
Shop Floor ◽  
Value Stream Mapping ◽  
Product Lines ◽  
Approximate Methods ◽  
Exact And Approximate Methods

To secure a competitive position in the global market, the Ready Made Garment (RMG) sector in Bangladesh has been facing various challenges including the improvement of industrial operational performance. Among the various operational issues, balancing the cycle time along the production line is felt to be a common and effective way for enhanced performance. There are numerous exact and approximate methods which have already been proposed and are available in literature for repetitive batch production. Unfortunately such approaches are rarely applied in the real RMG shop floor presumably due to the enormous efforts needed to align with the frequent changes of product lines. Compared to the exact and approximate methods, adoption of lean tools like VSM and Yamazumi chart is highly acclaimed for their simpler and wider applicability with superior capability in addressing and solving the balancing problems. So for balancing purposes of the RMG shop floor an attempt is made to frame and apply an integrated model combining the VSM and Yamazumi chart as presented in this article. Depending on the theoretical framework, operational performance of an RMG shop floor is evaluated upon balancing the cycle time. In doing so, firstly a current state map (CSM) and the corresponding Yamazumi chart are plotted to comprehend the existing operational procedure and analyse the workstation cycle time with respect to the takt time. Using the Yamazumi chart, the workstations are reorganized to reduce or eliminate the non-value added activities, to introduce parallel workstations, and to merge workstations so that a balanced production line is attained. Performance is then assessed by means of Overall Effectiveness of Equipment (OEE), Capacity Utilization and Efficiency. The results as obtained through testing a real life case study of RMG industry, ensure the effectiveness of the integrated system of VSM and Yamazumi chart to identify the wastes, restore the line balance and improve operational performance.

scholarly journals Implementation of Lean Manufacturing in a Cement Industry

2021 ◽  
Vol 11 (3) ◽  
pp. 7069-7074
Author(s):  
M. Masmali
Keyword(s):  
Production Line ◽  
Lean Manufacturing ◽  
Production Control ◽  
Value Added ◽  
Cement Industry ◽  
Shop Floor ◽  
Value Stream Mapping ◽  
Cement Production ◽  
Work In Process ◽  
Production Processes

The lean manufacturing concept is a systematic minimization of waste and non-value activities in production processes introduced by the Toyota production system. In this research, lean manufacturing is implemented in a cement production line. Value Stream Mapping (VSM) is applied to give a clear picture of the value chain in cement production processes and to highlight the non-value-added in the shop floor. To begin, the existing VSM is constructed based on the information and data gathered during visiting and observing the manufacturing process in the firm. As a result, the excess inventory between workstations was identified as a major waste generation, hence, the proposed VSM conducts further improvement and makes action plans to alleviate the unwanted activities. Then, the takt time to ensure smooth material flow and to avoid any occurring delay or bottleneck in the production line was figured out. The supermarket pull-based production control is suggested to be adopted in the future map. Two pull production strategies are selected in this case. The first is applying the Kanban system to control the level of inventory between workstations. The other is the CONWIP approach to control the amount of work in process to the entire production line. The outcome of the proposed models indicates a decrease of the none-value time from 23 days in the current state to about 4 and 2 days in Kanban and CONWIP systems respectively, so the CONWIP was suggested as most efficient. Some suggestions for further research are also mentioned.

EMBench: An IEC61499 Based Integrated Environment for Manufacturing Systems

2006 ◽  
Author(s):  
Chengyin Yuan ◽  
Placid Ferreira
Keyword(s):  
Manufacturing Systems ◽  
Model Simulation ◽  
Industrial Process ◽  
Value Added ◽  
Global Market ◽  
Shop Floor ◽  
Control Logic ◽  
Software Environment ◽  
Automation Systems ◽  
Control Configuration

In these days, manufacturing organizations are facing global competition and short technological cycles. The flexibility of an enterprise and its ability to respond to miscellaneous customer requests decide the competitiveness in the global market. It also requires that the manufacturing plant must reorganize efficiently to produce various products at low cost and short time. This flexibility in the manufacturing process must be able to accommodate various tasks to share resources under safe and efficient control. In the current development processes of manufacturing systems, information handling usually is an undeveloped area. Domains such as design, validation, and deployment will be separated and isolated. One reason for the redundant non-value-added implementation of the component model is that existing system development largely consists of isolated sub-processes that generate proprietary information such as control logic, simulation models, etc. This paper focuses on introducing an innovative software environment, EMBench, which integrates mechanical design, control configuration, simulation and deployment services seamlessly for manufacturing automation systems. Its auto-generated user-friendly GUI (Graphical User Interface) supports direct commanding to the controller at different layers, and internal data (control/mechanical) and model (simulation/physical) mapping eliminates redundant and error-prone manual data entry and model replication at different stages. This tool provides a means of layered and encapsulated services so that complex systems can be designed, configured, simulated and deployed hierarchically with various levels of details. IEC61499 is an emerging industrial standard for distributed industrial process measurement & control systems. Using IEC61499 function blocks and service layer architecture, control services ranging from basic joint servo, to kinematics of a mechanism, to trajectory interpolation, to language parsing and HMI processing, to complex multiple resources/processes coordination can be configured for an application. With the adaptation of IEC61499, EMBench serves as a modular, component-based design, simulation and prototyping tool for shop floor control. Several case studies are presented in details and various potential usages in different fields are discussed. EMBench uses IEC61499 as a means for modularization and reuse of control services.

An Optimized Model for Reduction of Cycle Time Using Value Stream Mapping in a Small Scale Industry

2016 ◽  
Vol 27 ◽  
pp. 179-189 ◽  
Author(s):  
R. Suganthini Rekha ◽  
P. Periyasamy ◽  
S. Nallusamy
Keyword(s):  
Cycle Time ◽  
Flexible Manufacturing ◽  
Lean Manufacturing ◽  
Manufacturing Industry ◽  
Value Added ◽  
Value Stream Mapping ◽  
Small Scale ◽  
Value Stream ◽  
Small Scale Industry ◽  
Manufacturing Applications

In recent times, lean manufacturing applications have become essential for manufacturers all over the globe. The manufacturers have gradually shifted from mass production to flexible manufacturing and customers are looking for customized and unique products. Productivity becomes a very important element with multiple product need. Passenger vehicle seat manufacturing industry is found to be poorly affected by manufacturing problems due to more cycle time, unbalanced workload and improper layout. The main aim of this paper is to study the existing system of a seat manufacturing industry and to improve productivity using lean methodology without much affecting current working systems. The critical non value added activities are identified and chances required for improvement has been recognized. The total lead time was reduced from 2.55 days to 2.438 days after implementation of applications of VSM. Using spaghetti diagram the current layout was optimized and the total cycle time was reduced by about 26.28% after implementing the proposed layout to meet the customer demand.

scholarly journals Productivity improvement in the production line with lean manufacturing approach: case study PT. XYZ

2018 ◽  
Vol 154 ◽  
pp. 01093
Author(s):  
Halimatussa’ diah ◽  
Ali Parkhan ◽  
Muchamad Sugarindra
Keyword(s):  
Production Line ◽  
Lean Manufacturing ◽  
Textile Industry ◽  
Value Added ◽  
Value Stream Mapping ◽  
Competitive Strategies ◽  
Productivity Improvement ◽  
Value Stream ◽  
Current Production

The increaseing productivity is one of the competitive strategies that can be applied in a company in order to survive in an intense competitive presure. PT. XYZ is a textile industry manufacturing golf gloves and caddy bag. Every day, the company has a production target of 600 pieces per line. However, the desired target is not achieved that it will affect the delay in delivery of products to customers. In this research, a case study on implementing value stream mapping and Kaizen as the lean manufacturing concept is reported. The purpose of this study is to map the current production line, analyse and design the future value stream mapping by eliminating waste occured. It is obtained a lead time reduction as much as 440.4 seconds through eliminating 17 non-value added activities. Then, the output can be increased up to 21% which is equal to 502 pieces.

Optimization of Elevator Production Line in its Flexible Improvement by the Value Stream Mapping Tool

2013 ◽  
Vol 442 ◽  
pp. 233-237 ◽  
Author(s):  
Wei Jie Wu ◽  
Guo Jie Ye
Keyword(s):  
Cycle Time ◽  
Production Line ◽  
Mixed Model ◽  
Working Hours ◽  
Value Stream Mapping ◽  
Problem Analysis ◽  
Value Stream ◽  
Mapping Tool ◽  
Manufacturing Time

The mixed model elevator controller production line flexible optimization project is established. The production bottleneck has been deeply analyzed and illustrated by the Value Stream Mapping Tool. Value stream analysis of the elevation controller production line status including dividing production, determining take time and visualizing production and problem analysis are implemented. The logistic moving distance is reduced from 501.8 m to 311.7 meters, the Cycle time, manufacturing time, number of operator and working hours are significantly reduced by 12.4%, 16.1%, 20%, 18.79% and 81.15% respectively.

Lean Manufacturing Implementation Through Value Stream Mapping: A Case Study

2014 ◽  
Vol 68 (3) ◽  
Author(s):  
Seyed Mojib Zahraee ◽  
Ahmad Hashemi ◽  
Ahmed Ali Abdi ◽  
Ataollah Shahpanah ◽  
Jafri Mohd Rohani
Keyword(s):  
Business Strategy ◽  
Production Line ◽  
Lean Manufacturing ◽  
Lead Time ◽  
Value Added ◽  
Secondary Data ◽  
Value Stream Mapping ◽  
Total Production ◽  
Value Stream ◽  
Value Stream Map

Lean Manufacturing (LM) is a business strategy that was developed in Japan. The main contribution of lean manufacturing is the identification and elimination of waste. Companies apply LM to sustain their competitiveness over their competitors by improving the manufacturing system’s productivity and quality enhancement of the product. The goal of this paper is to apply one of the most significant lean manufacturing techniques called Value Stream Mapping (VSM) to improve the production line of a company that produces several components for vehicle assembly line by decreasing the waste and non-value added activities.  First, the current value stream map of production line was developed using personal interviews, observations and secondary data of the company. Subsequently, the future value stream map was proposed based on the lean manufacturing principles to improve total production lead time and value added time. Based on the final result it can be concluded that VSM is a useful and applicable approach that can help managers conceptualize the different kind of wastes and defects. Final result showed that the production lead time and value added time improved up to nearly 80 % and 12 % respectively by eliminating the wastes based on lean principles and VMS method. 

Implementasi Lean Manufacturing Car Body Studi Kasus di PT Inka (Persero)

2017 ◽  
Vol 2 (2) ◽  
Author(s):  
Raden Denny Herwindo ◽  
Udisubakti Ciptomulyono ◽  
M. Yusak Anshori
Keyword(s):  
Cycle Time ◽  
Lean Manufacturing ◽  
Value Added ◽  
Rail Transport ◽  
Market Potential ◽  
Export Market ◽  
Added Value ◽  
Value Stream Mapping ◽  
Car Body ◽  
Value Stream

Means of rail transport in developing countries became major commodities integrated transportation solutions, rail transport is efficient for the number of mass transit. It opens the market potential procurement of railway facilities by PT INKA, both in the domestic market or abroad. As a make to order-based manufacturing started in 2008 with a lot of project exports todeveloping countries, such as Bangladesh, Malaysia and Singapore. PT INKA export market opportunities potentially enough ahead to 2020, but delays in delivery schedule of the train is the main problem is always the case in recent years. Methods of lean manufacturing focuses on identifying and eliminating activities that do not have added value, the first step was the elaboration of a method VSM (value stream mapping) as tools to determine mapping the entire process of production, then weighted 7 waste via a questionnaire and the results of the ranking of waste are translated through the method of RCA (root cause analysis) and then do an analysis matrix mapping tools with value stream analysis tools (VALSAT) and there is a value added value ratio of 60.17% of the 84 activities of production and the total cycle time 29,905 minutes. As a tool to mitigate the improvement of waste carried out the translation of failure mode and effect analysis (FMEA) and of design improvements value stream mapping - future state map can raise the value added ratio to 67.16% consists of 74 processes and production activities 26 795 minutes total cycle time. So this research can increase the productivity and know the activities that do not add value (Non Value Added) in line car body processes and eliminating waste (Waste) as one of the causes of train delays in delivery.

scholarly journals Balancing a multistage vehicle number plate production line using effective cycle time model

2020 ◽  
Vol 4 (1) ◽  
pp. 1-12
Author(s):  
Stephen C. Nwanya ◽  
Celestine N. Achebe
Keyword(s):  
Cycle Time ◽  
Production Line ◽  
Solution Procedure ◽  
Value Stream Mapping ◽  
Mapping Technique ◽  
Product Cycle ◽  
Work Processes ◽  
Time Model ◽  
Plate Production ◽  
Job Sequencing

Shortest product cycle time is a key criterion for job sequencing and measuring competitiveness among entrepreneurial-based firms. Now, the long waiting time of job orders constitutes a deterministic production line problem in vehicle number plate production plants in Nigeria. Case studies were conducted on those plants, confidentially identified in this paper as A, B, C, and D. Delays caused by non-value-adding work processes are major culprits among other contributors to the long queues at these plants. The value stream mapping technique was applied to identify non-value adding activities before the production line was balanced using an effective cycle time model. The index cases to a balanced line, as shown in the results, are increases in process rate by 41 %, 59 %, 42 %, and 71 % for  A, B, C, and D, respectively, and overall line efficiency. Next, the system capacities correspondingly increased with the elimination of wastages.  These increments imply that bottleneck activities have been minimized, and we have a balanced production line. The devised solution procedure is reliable and recommended to other line manufacturing concerns that experience delays and bottleneck problems.

scholarly journals Usulan Perbaikan Lintasan Produksi Minyak Herba Sinergi Menggunakan Value Stream Mapping (Studi Kasus: PT Herba Emas Wahidatama)

2021 ◽  
Vol 1 (1) ◽  
pp. 55-65
Author(s):  
Reza Trisnani ◽  
Amanda Sofiana ◽  
Tigar Putri Adhiana
Keyword(s):  
Waiting Time ◽  
Cycle Time ◽  
Lead Time ◽  
Value Added ◽  
Value Stream Mapping ◽  
Time Study ◽  
Value Stream ◽  
Future State

PT HEW merupakan perusahaan manufacture yang bergerak dalam bidang industri obat tradisional dan pangan olahan. Dalam proses produksinya, MHS melalui 3 tahapan proses yaitu pengolahan, pengemasan primer dan pengemasan sekunder. Permasalahan yang terjadi adalah target produksi dari proses pengemasan, baik primer maupun sekunder belum tercapai. Tidak tercapainya target produksi tersebut disebabkan oleh terdapatnya waste yang menyebabkan aktivitas produksi berjalan kurang optimal. Waste yang ditemukan selama observasi awal yaitu unnecessary inventory berupa WIP, defect, unnecessary motion, inappropriate processing, excessive transportation dan waiting time. Penelitian ini menggunakan value stream mapping untuk memetakan seluruh aliran informasi dan material guna mengidentifikasi waste yang ada di dalam proses produksi. Setelah diidentifikasi, akan ada usulan perbaikan untuk mereduksi waste yang ada. Penelitian dimulai dengan pengambilan data waktu menggunakan stopwatch time study. Waktu proses digunakan dalam value stream mapping untuk mengetahui alur proses dan lead time produksi. Penelitian ini menghasilkan usulan perbaikan yang terdiri atas 5 tindakan. Pada future state mapmenghasilkan production lead time berkurang sebanyak 34.57%, total cycle time berkurang sebanyak 51.85%, line efficiency meningkat sebanyak 11.07% dan aktivitas non value added berkurang sebanyak 61.53% serta target produksi meningkat menjadi 140%.

Analysis and Reduction of the Waste in the Work Process Using Time Study Analysis: A Case Study

2014 ◽  
Vol 660 ◽  
pp. 971-975 ◽  
Author(s):  
Mohd Norzaim bin Che Ani ◽  
Siti Aisyah Binti Abdul Hamid
Keyword(s):  
Cycle Time ◽  
Lean Manufacturing ◽  
Value Added ◽  
Time Study ◽  
Study Approach ◽  
Root Cause ◽  
Wide Range ◽  
Unit Of Work ◽  
Time Required ◽  
The Impact

Time study is the process of observation which concerned with the determination of the amount of time required to perform a unit of work involves of internal, external and machine time elements. Originally, time study was first starting to be used in Europe since 1760s in manufacturing fields. It is the flexible technique in lean manufacturing and suitable for a wide range of situations. Time study approach that enable of reducing or minimizing ‘non-value added activities’ in the process cycle time which contribute to bottleneck time. The impact on improving process cycle time for organization that it was increasing the productivity and reduce cost. This project paper focusing on time study at selected processes with bottleneck time and identify the possible root cause which was contribute to high time required to perform a unit of work.

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