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 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 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.

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.

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.

scholarly journals Penerapan Lean Manufacturing untuk Mengurangi Waste pada Produksi Absorbent

2018 ◽  
Vol 4 (1) ◽  
pp. 23 ◽  
Author(s):  
Agung Ravizar ◽  
Rosihin Rosihin
Keyword(s):  
Production Process ◽  
Lean Manufacturing ◽  
Quantitative Data ◽  
Lead Time ◽  
Historical Data ◽  
Mapping Method ◽  
Production Costs ◽  
Value Stream Mapping ◽  
Value Stream ◽  
Process Speed

This study aims to reduce the waste that occurs on each workstation and has an impact on increasing productivity and reducing production costs caused by waste that occurs during production. The data used for this study is quantitative data obtained by direct observation to the relevant departments regarding the problem of identifying waste that occurs — data taken from observations as much as 30 times the collection of data and historical data used from January 2016 to June 2017. By using the value stream mapping method on lean manufacturing, it can be seen that there are five types of waste from the existing seven waste. The five wastes are unnecessary motion, waiting, reject, transportation and in-process processes. From the results of the value stream mapping carried out a reduction in waste on each workstation with a total reduction of waste that occurs at 66.97 tons / year or 18.6% on waste gel and 88.8 tons / year or 19.3% at waste powder and there was a reduction in the changeover process for 45 minutes or 12.16% of the total changeover time before the improvement. Also, there was also an increase in the production process speed of 2 minutes 47 seconds or 4.52% from the lead time of the previous production process, 61 minutes 34 seconds to 58 minutes 47 seconds.

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%

Implementation of the Lean Model for Carrying out Value Stream Mapping and SMED in the Aerospace Engine Case Production

2012 ◽  
Vol 542-543 ◽  
pp. 302-310 ◽  
Author(s):  
Chen Hua Wang ◽  
Jar Her Kao ◽  
Sanjay Kumar Thakur
Keyword(s):  
Production Line ◽  
Lean Manufacturing ◽  
Lead Time ◽  
Setup Time ◽  
Second Step ◽  
Value Stream Mapping ◽  
Value Stream ◽  
Current State ◽  
Industry Sectors ◽  
Value Stream Map

The lean manufacturing has been widely applied in the most of the industry sectors. Single Minute Exchange of Dies (SMED) is one of lean manufacturing tools that can be used to further reduce production waste. In order to ensure waste be effectively reduced, lean manufacturing has tools to achieve its goal. The first step is analysis of current state value stream map from the production line. The second step is the use of Single Minute Exchange of Dies to propose and carry out improvement actions in bottleneck process. In this study, the aerospace engine case production lead time was reduced from 9 weeks to 7 weeks by VSM method. The SMED method was applied to improve bottleneck’s setup time from 95.68 minutes to 76.97 minutes. The lean manufacturing tool can help factory to reduce inventory in the WIP.

scholarly journals Improvement of Artistic Cast Production System

2017 ◽  
Vol 17 (3) ◽  
pp. 143-148
Author(s):  
R. Władysiak ◽  
T. Pacyniak ◽  
J. Trzoska
Keyword(s):  
Production Process ◽  
Production System ◽  
Lean Manufacturing ◽  
Production Costs ◽  
Value Stream Mapping ◽  
Value Stream ◽  
Current State ◽  
Production Improvement ◽  
Cast Production ◽  
Lower Production

AbstractThe paper presents the technology and organization of the artistic cast production. On the basis of the actual cast production system, the manufacturing process was shown, in particular sand–piece moulding, which is a very important process and a time-consuming part of the entire manufacture of the casts. The current state of the production process as well as the organization of the work and production technology were analysed with the use of methods and techniques of production improvement, the Lean Manufacturing concept and computer systems. The results of the analysis and studies were shown with use of schemes and graphs of the layout of the production resources, a flow chart of the production process, value stream mapping, and a costs table for the production and modernization of the moulding stage. The work has shown that there are possibilities to improve the artistic cast production system. This improvement leads to increased productivity, lower production costs of artistic casts and increased competitiveness of the foundry.

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.

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