scholarly journals Green productivity: waste reduction with green value stream mapping. A case study of leather production

2021 ◽  
Vol 9 (1) ◽  
pp. 47
Author(s):  
J. Prayugo ◽  
L.X. Zhong
Keyword(s):  
Production Line ◽  
Waste Reduction ◽  
Value Stream Mapping ◽  
Analysis Model ◽  
Green Waste ◽  
Value Stream ◽  
Current State ◽  
Future State ◽  
Green Productivity

<p>This study aims to identify and reduce waste in PT Rajapaksi Adya Perkasa manufacturing company. The analysis uses the concept of green productivity with Green Value Stream Mapping as the analysis model. Through the GVSM current state, this study calculates the amount of green waste in the production line including seven green waste. The result of this study shows an improvement to minimize the waste that occurs through the GVSM future state. GVSM technique increases the green productivity value from 1.12 to 1.81.</p>

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.

An application of value stream mapping in auto-ancillary industry: a case study

2019 ◽  
Vol 32 (1) ◽  
pp. 162-182 ◽  
Author(s):  
Naga Vamsi Krishna Jasti ◽  
Srinivas Kota ◽  
Kuldip Singh Sangwan
Keyword(s):  
Product Family ◽  
Value Stream Mapping ◽  
Inventory Level ◽  
Specific Product ◽  
Content Type ◽  
Value Stream ◽  
Current State ◽  
Future State ◽  
Auto Component

Purpose Lean manufacturing (LM) plays a major role in eliminating wastes (activities/resources) in a manufacturing organization. Value stream mapping (VSM) is one of the critical tools in LM which will help in identifying wastes in materials and information flow in a specific product family. The purpose of this paper is to illustrate the significance of VSM in the auto-ancillary industry in enhancing the productivity and the quality. Design/methodology/approach A case study approach is followed to demonstrate the significance of VSM in identifying various wastes in the auto-ancillary industry. The study has been performed by implementing seven critical steps. A product family is identified based on the customer demand and a cross functional team with specialized experts was formed. The overall processes with sequence are mapped using process flowchart. A cross functional team has been formed to develop the current state of VSM and perform a critical analysis to identify shortcomings. An investigation was performed to overcome the existing shortcomings by identifying opportunities. The relevant kaizens to improve the current state have been proposed. The cross functional team of experts have performed a feasibility study on implementation of proposed kaizens. Finally, a future state of VSM after implementation of feasible kaizens has been reported. Findings The results show that future state of VSM brings out the positive impact with respect to process ratio, TAKT time, process inventory level, total lead time and bottleneck time. The proposed improvement also helped to achieve higher customer satisfaction in terms of increased quality, reduced cost and on time delivery. Research limitations/implications Present study is focussed on a single product family cell in one of the auto-component organization. Originality/value Helps practitioners in the auto-component industry to implement the VSM effectively in their organization.

scholarly journals APLICAÇÃO DO MAPEAMENTO DE FLUXO DE VALOR EM UMA INDÚSTRIA DE COMPONENTES PARA CALÇADOS DO VALE DO SINOS

2019 ◽  
Vol 10 (2) ◽  
pp. 137
Author(s):  
Eduardo Herzer
Keyword(s):  
De Novo ◽  
Value Stream Mapping ◽  
Ongoing Activity ◽  
Lean Thinking ◽  
Value Stream ◽  
Current State ◽  
Future State ◽  
The Future ◽  
Is Value

Reduzir custos e desperdícios é uma atividade continua dentro da empresa para que elas se perpetuem. Para facilitar esta atividade, pode ser utilizado ferramentas e métodos para verificar o que realmente pode ser efetuado e em que ponto do processo e das operações. Uma ferramenta é o Mapeamento do Fluxo de Valor, que tem como objetivo desenhar o estado atual e desenhar o estado futuro com a finalidade de melhorar os pontos levantados por meio de aplicação de princípios da mentalidade enxuta. Este artigo aborda a aplicação desta ferramenta em uma indústria de Componentes de Calçados de Novo Hamburgo (RS) e traz como resultados a as sugestões de aplicação de ferramentas de produção enxuta. A pesquisa ocorreu no ano de 2015, onde por meio de um estudo de caso e exploratório foi possível construir os mapas e propor melhorias por meio de um estudo de caso. Os resultados apontam a existência de desperdícios em diversos pontos do fluxo de valor avaliado e o mapa de estado futuro sugere a aplicação de ferramentas para reduzir os desperdícios identificados.Palavras-chave: Lean Thinking. Mapeamento de Fluxo de Valor. Componentes para Calçados.ABSTRACTReducing costs and waste is an ongoing activity within the company to perpetuate it. To facilitate this activity, tools and methods can be used to verify what can actually be done and at what point in the process and operations. One tool is Value Stream Mapping, which aims to draw the current state and draw the future state in order to improve the points raised through the application of lean mindset principles. This article discusses the application of this tool in a footwear components industry in Novo Hamburgo (RS) and brings as a result the suggestions for applying lean production tools. The research took place in 2015, where through a case study and exploratory it was possible to build the maps and propose improvements through a case study. The results indicate the existence of waste in several points of the evaluated value stream and the future state map suggests the application of tools to reduce the identified waste.Keywords: Lean Thinking. Value Stream Mapping. Components for Shoes.

Application of lean in construction using value stream mapping

2019 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Prasanna Venkatesan Ramani ◽  
Laxmana Kumara Lingan KSD
Keyword(s):  
Construction Projects ◽  
Manufacturing Industry ◽  
Value Stream Mapping ◽  
Content Type ◽  
Project Duration ◽  
Value Stream ◽  
Current State ◽  
Future State ◽  
Increase In Productivity

Purpose Lean construction is a technique that aims at reducing waste in construction and maximizing productivity. The purpose of this paper is to discuss the effectiveness of Lean technique in managing construction projects. Design/methodology/approach A case study of structural steel erection project was chosen where the value stream mapping lean tool is applied and the possible improvement in productivity was observed. The current state of the activities in the erection process was mapped first which was followed by preparing the Future State Map of the activities after eliminating the non-value adding tasks. Findings The modifications from Future State Map were carried out at the project and the results exhibited a substantial increase in productivity by reducing the project duration by 13 days which is about 30 per cent savings from the expected completion time after the implementation of Lean technique. Originality/value Traditionally lean concept has been widely used in process-oriented manufacturing industry whereas it is relatively new to the project-oriented construction industry. This current research has focused on applying lean tool to a real time construction project at the site level and measuring its outcome practically. The results of this study are real and affirm the effectiveness of applying lean concept to construction projects. It will be major paradigm shift in terms of managing construction projects.

Achieving Lean Warehousing Through Value Stream Mapping

2020 ◽  
Vol 9 (3) ◽  
pp. 387-401
Author(s):  
Abhishek P.G. ◽  
Maheshwar Pratap
Keyword(s):  
Lead Time ◽  
Value Stream Mapping ◽  
Lead Times ◽  
Value Stream ◽  
Current State ◽  
Future State ◽  
Lean Tools ◽  
Warehouse Operations ◽  
High Lead

This article applies value stream mapping (VSM) in a distribution warehouse after identifying and categorizing different warehousing wastes. The study suggests solutions for the reduction of each type of waste and employs lead time as the metric to understand the overall effectiveness of the suggested remedies. The distribution warehouse faced severe stock-out situations and high lead time for all deliveries. Current state and future state maps were utilized for mapping the current and revamped system, respectively. While existing studies on lean warehousing have utilized VSM to study a specific type of waste, this study extends it to include all types of warehousing waste, classifies them into seven types and provides a real case study along with evidence for improvement schemes for each category. This research, employing a case study, suggests an integrated lean warehousing method for design and operation of distribution warehouses. Dilemma/research question/purpose: Can the warehouse avoid stock-outs and decrease the lead time by identifying and reducing or eliminating the seven types of wastes in the warehouse operations? Theory: Lean management principle applied to a warehouse using value stream mapping to eliminate wastes. Type of the case: A problem-solving using lean tools carried out in a warehouse. Protagonist: Not needed. Options: Allow the current state to continue causing stock-outs and high lead times, or identify and reduce the wastes in the warehouse operations and avoid stock-outs, decrease lead times, and improve the overall efficiency of the warehouse. Discussions and case questions: Is it possible for the firm to go one step further than what the future state map has shown in the study? What other lean tools do you see fit to reduce or eliminate the types of waste outlined in this article?

Development of Lean Production System for Air Filter Manufacturer Using Value Stream Mapping

2014 ◽  
Vol 564 ◽  
pp. 667-672 ◽  
Author(s):  
Aziz Abdul Faieza ◽  
Wei Lin Ng ◽  
Zulkifli Norzima
Keyword(s):  
Production Line ◽  
Management System ◽  
Production Management ◽  
Lean Production ◽  
Value Stream Mapping ◽  
Value Stream ◽  
Current State ◽  
Future State ◽  
State Study ◽  
Production Management System

High Efficiency Particulate Air (HEPA) filter was introduced during the World War II for removing or blocking very small particles (0.3μm particles) or contaminant from entering the air stream into the clean space. A new HEPA filter production line has been developed, however it has no production management system for the new production line. A lean production management system for HEPA production was developed. Value stream mapping tool was applied by analyzing the current state situation and developed the future state improvement. Production flow was designed into five sessions as a batch flow process to improve the productivity in limited space of working environment and manpower. After reducing the wastes identified in current state study, future state development in production line showed 22% improvement compared to current state study.

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 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 Perbaikan Efisiensi Jalur Layanan Pasien Rumah Sakit dengan Menggunakan Pendekatan Lean Healthcare

2020 ◽  
Vol 3 (4) ◽  
pp. 509-521
Author(s):  
Wresni Anggraini ◽  
Anifah Naswan Ilhamda
Keyword(s):  
Value Added ◽  
Root Cause Analysis ◽  
Value Stream Mapping ◽  
Cause Analysis ◽  
Value Stream ◽  
Root Cause ◽  
Current State ◽  
Future State ◽  
Lean Healthcare ◽  
Cycle Efficiency

Standar pelayanan minimal rumah sakit tentang waktu tunggu untuk rawat jalan yang ditetapkan oleh Kemenkes Nomor. 129/Menkes/SK/II/2008 adalah tidak lebih dari 60 menit.  Masalah yang dihadapi oleh Poli Tulip Rumah Sakit X Pekanbaru adalah waktu menunggu pasien lebih dari 60 menit.  Tujuan dari penelitian ini adalah memberikan usulan perbaikan untuk mengurangi waktu tunggu pasien.. Metode yang digunakan pada penelitian ini adalah  lean healthcare menggunakan analisis Value Stream Mapping (VSM) untuk menentukan nilai Process Cycle Efficiency (PCE). Berdasarkan current state value stream mapping nilai PCE saat ini adalah 16,85%, ini berarti efisiensi lini pada Poli Tulip Rumah Sakit X Pekanbaru masih sangat rendah. Proses usulan perbaikan efisiensi lini dengan cara mengidentifikasi dan mengurangi non value added activity dan waste yang paling sering terjadi pada proses pelayanan pasien. Ditemukan waste yang berpengaruh menyebabkan waste delay adalah waste unnecessary movement dan lost oppurtunity to retain or win customers yaitu sebesar 22,11%. Untuk mencari akar penyebab waste dilakukan root cause analysis. Akar penyebab masalah dari waste yang terjadi di lini pelayanan pasien bersumber dari faktor individual pegawai dan manajerial Rumah Sakit. Simulasi future state value stream mapping dengan menggunakan ARENA dilakukan untuk menguji usulan perbaikan, didapatkan  nilai PCE harapan sebesar 36,18 %, yang berarti dengan usulan perbaikan yang diberikan telah meningkatkan efisiensi jalur layanan pasien di Poli Tulip sebesar 19,33%.

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.

Sign in / Sign up

Export Citation Format

Share Document