A Combined VSM and Kaizen Approach for Sustainable Continuous Process Improvement

2019 ◽  
Vol 01 (02) ◽  
Author(s):  
Sadaf Zahoor ◽  
Walid Abdul-Kader ◽  
Hamza Ijaz ◽  
Atif Khan ◽  
Zeeshan Saeed ◽  
...  
Keyword(s):  
Process Improvement ◽  
Lean Manufacturing ◽  
Performance Metrics ◽  
Continuous Process ◽  
Raw Material ◽  
Value Stream Mapping ◽  
Management Approach ◽  
Manufacturing Costs ◽  
Printing Process ◽  
Flexographic Printing

The issues related to setup downtime, raw material waste, and the quality defects are inevitable in the flexographic printing business. To enable sustainable continuous process improvements within the printing process, lean manufacturing methodologies, such as Value Stream Mapping, (VSM), can be a competitive management approach. Therefore, this study explores how the systematic application of VSM in a flexographic printing process can foster further the process improvement when combined with other lean activities, such as, 5S, single minute exchange of die (SMED), and kaizen etc. To assess the contribution of this lean approach, the Overall Equipment Effectiveness, (OEE), and manufacturing costs are taken as performance metrics. The results demonstrate that when integrated with 5-why root cause analysis and kaizen, VSM improved OEE by 24.31% and reduced manufacturing costs from US$0.762 million to US$0.6 million. Hence, the significance of the proposed combined lean approach for continuous improvement is reached.

Technical accounting: sugar extraction and losses

2020 ◽  
pp. 712-721
Author(s):  
Jan Maarten de Bruijn de Bruijn
Keyword(s):  
Process Improvement ◽  
Best Practice ◽  
Continuous Process ◽  
Extraction Yield ◽  
Production Costs ◽  
Raw Material ◽  
Sugar Production ◽  
Cost Leadership ◽  
Sugar Extraction ◽  
White Sugar

The bought sugar in the processed raw material (either beet or cane) comprises a high financial value and may contribute to somewhere around 50% of the white sugar production costs. It is therefore of the utmost importance to minimize sugar losses along the process and produce as much white sugar as possible from the raw material. This paper explains the principle of technical accounting as tool to control sugar extraction and losses in beet sugar manufacture. The sugar mass balance used to calculate the overall sugar extraction yield, as well as several simple calculations proposed for estimating the different sugar losses (like e.g. extraction (diffusion) losses, infection losses, sugar losses in molasses, etc.) in the subsequent process steps will be explained in detail. Proper technical accounting is considered indispensable for continuous process control and process improvement in pursuit of best-practice operation and cost-leadership.

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.

scholarly journals A LEAN MANAGEMENT APPROACH FOR THE ROMANIAN TEXTILE AND CLOTHING INDUSTRY

2019 ◽  
Vol 9 (2) ◽  
pp. 21-31
Author(s):  
Adriana DIMA ◽  
◽  
Ruxandra DINULESCU ◽  
Keyword(s):  
Lean Manufacturing ◽  
Textile Industry ◽  
Systematic Approach ◽  
Continuous Process ◽  
Value Added ◽  
Process Industry ◽  
Clothing Industry ◽  
Management Approach ◽  
Lean Management ◽  
Reducing Costs

Lean management represents a systematic approach used for identifying and eliminating waste and non-value added activities from different industries, including the textile industry. Even if the lean manufacturing concept has shown important results in continuous process industry, the textile industry represents a good area for implementing this methodology targeting as a main objective the action of eliminating waste, thus reducing costs and therefore, increasing productivity. Being a customer oriented process, the system has the ability to eliminate a significant part of waste from the Romanian textile industry. As a result, this is an incipient study aimed to present the benefits of implementing Lean Management in the Romanian textile industry, through its improvement tools, as well as presenting a theoretical economic impact for a textile company. Also, taking into consideration that Lean Management is not yet applied in the Romanian textile field, the study will present a part of the areas which would need the Lean implementation, as well as further actions to be taken in order to improve productivity in textile industry.

scholarly journals Value Stream Mapping of Rope Manufacturing: A Case Study

2017 ◽  
Vol 2017 ◽  
pp. 1-11 ◽  
Author(s):  
Korakot Yuvamitra ◽  
Jim Lee ◽  
Kanjicai Dong
Keyword(s):  
Process Improvement ◽  
Manufacturing Process ◽  
Continuous Process ◽  
Successful Outcome ◽  
Value Stream Mapping ◽  
Manufacturing Companies ◽  
Market Place ◽  
Continuous Process Improvement ◽  
Value Stream

In today’s competitive market place, manufacturing companies must apply continuous process improvement in order to maintain a returning customer base. One way of achieving constant process improvement is through value stream mapping. Value stream mapping is used to visualize the current processes for easier understanding and problem identification. A well-defined problem statement will ensure a successful outcome of a project improvement process. This research provides a case study performed on a rope manufacturing process. A current state value stream map is created, and the possible improvements are suggested. The implemented results are shown in the form of future state map. The results show that, after waste elimination and structural revision, a manufacturing process becomes more efficient, enabling the customer to receive an order significantly faster.

scholarly journals Implementation of lean tools and techniques in an ethical papers production industry

2021 ◽  
Vol 5 (2) ◽  
pp. 63-73
Author(s):  
Kukhan S ◽  
Bhuvanesh Kumar M
Keyword(s):  
Lean Manufacturing ◽  
Best Practice ◽  
Continuous Production ◽  
Paper Industry ◽  
Continuous Process ◽  
Research Work ◽  
Manufacturing Industries ◽  
Raw Material ◽  
Lean Tools ◽  
Production Industry

Lean manufacturing (LM) is established as a best practice to improve the performance of manufacturing industries. Not all the manufacturing industries realize the benefits of LM practices specifically continuous process industries. The present research work is intended to study the advantages of implementing LM practices in an ethical paper industry which is a continuous production industry. Presently, the industry suffers with the problems such as lack of productivity, raw material wastes, underutilized resources, and lack of standard practices in the production. Gemba technique is adapted to record the information related to the present manufacturing environment. Based on the current state analysis, the feasible lean tools are selected and implemented such as 5S, Kaizen, and Total Productive Maintenance (TPM). The improvements have been noted as reduced tool change over time, reduced material wastes, effective utilization of resources and provide safety guidelines to workers and operations. The implications of these improvements increased the productivity also.

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.

scholarly journals Current Condition and Rules of Lean Implementation Practice in Agro-SMEs

2017 ◽  
Vol 1 (2) ◽  
pp. 64
Author(s):  
Devi Maulida Rahmah ◽  
Totok Pujianto ◽  
Irfan Ardiansah
Keyword(s):  
Lean Manufacturing ◽  
Manufacturing Industry ◽  
Negative Impact ◽  
Small And Medium Enterprises ◽  
Work Productivity ◽  
Raw Material ◽  
Value Stream Mapping ◽  
Medium Size ◽  
Management Level ◽  
Medium Enterprises

This research aims to identify current condition and rules of lean manufacturing (LM) implementation in Agro- Small and Medium Enterprises (SMEs). The current condition aspects are identification of waste, LM techniques and methods, the reason and barriers on LM implementation in SMEs. Exploring the behavior of SMEs on implementing LM which supporting to generate productivity and efficiency on production system are important to be identified. Initially, LM concept are implemented in manufacturing industry especially in automotive industry. Nowadays this concept has been implemented by other sector included Small and Medium-size Enterprise. However, it has still a few number of Agro-SMEs implementing LM concept. The data from Indonesia Statistic revealed that the proportion of SME- agro based are in the total of SME in Indonesia. It insinuated that Agro-SMEs has a significant potency for national economic if their productivity increase. LM providing chance to improve productivity and efficiency in. Many research had conducted to explore LM implementation in various sector. Unfortunately, Research on LM implementation in Agro-SMEs has still a few number.  Research was conducted in 12 Agro-SMEs around Sumedang and Bandung. Selected SMEs referring to the use of horticulture and plantation commodity as a raw material. The data collected by field observation and deep interview to the owner, management-level, and employer. The data presented through description of qualitative and quantitative analysis. The result shows that the motion becomes a dominant waste in SMEs at 30%, while over production activity contributes waste at 22%, waiting aspect at 17%, inventory at 13 %, defect and transportation at 9%. Motion generates negative impact to work productivity and effectivity, for instance increase of time consume unimportant activity at work, WIP of product, cost for labor, and cost production.  In terms of Method and techniques implemented in Agro-SME, Continuous improvement (Kaizen) and 5 S outnumbered to other methods and techniques at 50%. Other method and techniques such as Teamwork and 5Why had contributed at 41.6%, TQM and Work standardization at 33.33%, and Jidoka at 16.67% as well as Kanban system, Value Stream Mapping (VSM), and SMED 0%. In terms of the reason on implementing LM, Improving the quality of product becoming a larger proportion which affecting the LM implementation at 36%. In other hand, knowledge outnumbered to others aspect. It contributes 35% as the most barrier factor on LM implementation.

scholarly journals Aplikasi Konsep Produksi Ramping untuk Memperbaiki Efisiensi Pengolahan Minyak Kelapa Sawit

2018 ◽  
Vol 11 (2) ◽  
pp. 36
Author(s):  
Adriansyah Adriansyah ◽  
Agus Sutanto ◽  
Berry Yuliandra
Keyword(s):  
Lean Manufacturing ◽  
Fresh Fruit ◽  
Raw Material ◽  
Value Stream Mapping ◽  
Average Score ◽  
Total Production ◽  
Processing Efficiency ◽  
Palm Fruit ◽  
Value Stream ◽  
Fresh Fruit Bunches

Manfaat dari penelitian ini adalah untuk menerapkan konsep produksi ramping (lean manufacturing) pada proses pengolahan minyak kelapa sawit sehingga pemborosan yang terjadi dapat diidentifikasi serta diminimasi. Identifikasi pemborosan dilakukan melalui pengamatan dan kuesioner. Hasil identifikasi dengan menggunakan kuesioner digunakan sebagai dasar untuk menentukan alat pemetaan VALSAT yang sesuai untuk digunakan dalam analisis. Identifikasi pemborosan dengan kuesioner menunjukkan bahwa stasiun yang banyak menghasilkan pemborosan adalah loading ramp dan sterilizer. Berdasarkan konsep produksi ramping, pemborosan pada pengolahan CPO berdasarkan urutan tertinggi adalah ini adalah aktivitas menunggu, diikuti oleh transportasi dan gerakan berlebih, proses yang tidak diinginkan dan kecacatan bahan baku. Berdasarkan Value Stream Mapping (VSM) kondisi saat ini diketahui bahwa total waktu pengolahan CPO adalah 32700 detik serta efisiensi pengolahan CPO sebesar 30,7%. Kapasitas pengolahan sebesar 40 ton TBS/jam dan operator berjumlah sebanyak 26 operator. Rancangan perbaikan yang diusulkan dapat menurunkan total waktu produksi menjadi 23472 detik sekaligus memperbaiki efisiensi pengolahan menjadi 35,6% dengan kapasitas olah menjadi 55 ton TBS/jam dan dengan pengurangan operator hingga 5 orang. The objective of this research is to implement  the concept of lean manufacturing in the oil palm fruit processing, so the wastes that commonly occur can be identified and minimized. The identification method of wastes is done through the observations and questionnaires. The result of identification by questionnaires was applied to determine the appropriate VALSAT mapping tool used in analysis. Identification of waste by using questionnaires shows that the wasteful stations are loading ramp and sterilizer. Based on lean concept, the overall wastes occured in CPO processing are waiting with an highest average score,and then followed by excessive transportation and movements, unexpected processing and defects of the raw material. Based on Value Stream Mapping (VSM) of the current condition is known,that the total processing time of CPO is 32700 second with processing efficiency equal to 30,7%.The capacity is 40 tons of fresh fruit bunches per hour with 26 operators. The proposed improvement plan can reduce the total production time up to 23472 seconds while increasing processing efficiency to 35.6% with capacity to 55 tons of fresh fruit bunches per hour and with operator reduction up to 5 people.

scholarly journals Scheduling Based Decision Support System Design for Determining the Number of Setup Workers Under SMED Environment

2021 ◽  
Author(s):  
Hatice Nida Civan ◽  
Emre Cevikcan
Keyword(s):  
Lean Manufacturing ◽  
Manufacturing Systems ◽  
Value Added ◽  
Production Method ◽  
Raw Material ◽  
Value Stream Mapping ◽  
Activity Time ◽  
Activity Effect ◽  
Set Up ◽  
Exact Product

Abstract In industrial manufacturing systems, high profit achievement aim considers financial performance under the use of scarce resources and limiting wastes require a systematic approach lean method. Inventory cost, idle time cost, material cost, rework cost rise with large-lot production and work pieces. Achieving economic lot requires setup activity effect. Setup activity effect consists of setup activity time. Setup activity time is production time of previous setup activity exact product to successive setup activity exact product. Manufacturing difficulties of many enterprises push them to demand lean manufacturing tools and develop new ways. Cellular manufacturing, Value stream mapping (VSM), Total productive maintenance (TPM) and Single minute exchange of dies (SMED) are vital lean manufacturing tools to separate Non-value added activities (NVA) and Value added activities (VA), and eliminate wastes. Many studies examined the first four lean manufacturing tool. In this study, scheduling of set-up tasks on SMED environment proposes to examine lead time reduction, lean production method and scheduling setup tasks of setup activity. Continuous improvement encourages setup workers and operators to involve frequent improvement. In the case of yarn processing, setup activity and setup task of machine assigned for jobs to reduce raw material and processing time waste.

scholarly journals Integration of lean manufacturing and ergonomics in a metallurgical industry

2018 ◽  
Vol 2 (2) ◽  
pp. 21-31
Author(s):  
M. Brito ◽  
A. L. Ramos ◽  
P. Carneiro ◽  
M. A. Gonçalves
Keyword(s):  
Working Conditions ◽  
Operations Management ◽  
Lean Manufacturing ◽  
Metallurgical Industry ◽  
Value Stream Mapping ◽  
Management Approach ◽  
Entire Body ◽  
Workstation Design ◽  
Management Approaches ◽  
Production Areas

Striving to improve productivity, industries have used different management approaches, being lean manufacturing the most used over recent years. Lean manufacturing is based on value creation for the customer and elimination of waste that occurs during the production process, while improving working conditions. The incorporation of ergonomic aspects in the workstation design also contributes for the referred objectives, since it will reduce awkward postures or excessive effort during work, leading to better working conditions and increased productivity. The present study highlights, through a case study in four production areas of a metallurgical industry, the benefits of using an integrated operations management approach to improve productivity and ergonomic aspects. Several ergonomic methods, such as Rapid Upper Limb Assessment (RULA), Strain Index (SI), and Rapid Entire Body Assessment (REBA), were chosen to evaluate the ergonomic situation and lean manufacturing tools such as Value Stream Mapping (VSM) and 7 wastes were also used to analyze the systems and increase the productivity by eliminating several wastes. The results of this study show that it is possible, and desirable, to consider both aspects, ergonomic conditions and productivity, during continuous improvement’ implementations. In fact, the improvements reached through the advances in ergonomic conditions can contribute very positively for productivity increasing.

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