scholarly journals Cyber Value Stream System Reduced Waste and Non value Added of Manufacturing Operation

2015 ◽  
Author(s):  
A N AIZAT ◽  
NOFAFIFAH HUSIN ◽  
SULAIMAN HJ
Keyword(s):  
Value Added ◽  
Value Stream ◽  
Stream System

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 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 Protocol: Value Stream Maping in Healthcare. A systematic literature review

2019 ◽  
Vol 10 (2) ◽  
pp. 36 ◽  
Author(s):  
Juan A. Marin-Garcia ◽  
Pilar I. Vidal-Carreras ◽  
Julio J. Garcia Sabater ◽  
Javier Escribano-Martinez
Keyword(s):  
Health Services ◽  
Literature Review ◽  
Systematic Literature Review ◽  
Health Sector ◽  
Value Added ◽  
Consumer Electronics ◽  
Health Centers ◽  
Similar Process ◽  
Services Sector ◽  
Value Stream

<p>Until 2016, very few works had investigated the use of the VSM. With this research, we will discover if the situation has changed in the last 3 years. In the lean manufacturing context, different techniques that help the continuous improvement process can be used (Marin-Garcia &amp; Bonavia, 2011; Marin-Garcia &amp; Carneiro, 2010; Marin-Garcia et al., 2012; Scott, 2001). One is the Value Stream Map (VSM) (Coetzee et al., 2016; Marin-Garcia &amp; Mateo Martínez, 2013; Vidal-Carreras et al., 2015). This publication is a protocol (Marin-Garcia, 2015; Marin-Garcia, 2019) that aims to promote research transparency and replication. The concepts investigated in it are defined (VSM and health services sector), a research niche is justified, and the search and codification procedure of the systematic literature review is established. Although there are different versions of the VSM (Dinis-Carvalho et al., 2018; Hines &amp; Rich, 1997; Shou et al., 2017), we will focus on that proposed by Rother and Shook (1998). The main peculiarity of the version by Rother and Shook (1998) is that it graphically shows the flow of information and the flow of materials in the same diagram (Lucherini &amp; Rapaccini, 2017; Shou et al., 2017; Vidal-Carreras et al., 2015), which is necessary to complete a project, a product or a service (Bevilacqua et al., 2014; Lucherini &amp; Rapaccini, 2017). It is also very intuitive and easy to understand, even by non-technical people (Lucherini &amp; Rapaccini, 2017).</p><p>The VSM version that we have chosen is usually applied via standardized symbols (Lucherini &amp; Rapaccini, 2017; Vidal-Carreras et al., 2015) following a 4-stage procedure (Rother &amp; Shook, 1998; Shou et al., 2017): 1) select a product family (each VSM represents a family of sufficiently homogeneous products to represent the process); 2) draw the current VSM; 3) model the improved process by drawing the desirable future VSM; 4) implement actions to obtain a similar process to the future VSM. These four stages can be split into eight in other implementation versions (Tapping, 2007; Tapping et al., 2002; Tapping &amp; Shuker, 2003). The above procedure allows value-added (VA) and nonvalue-added (NVA) activities and initiating actions to be identified to improve the proportion of VA versus NVA (Bevilacqua et al., 2014; Shou et al., 2017; Vidal-Carreras et al., 2015). Our goal is to include any healthcare level (primary care, secondary care - medical specialists, hospitals, referral centers for rare diseases, and geriatric or disability care). We wish to explore the use in organizations of any country worldwide whose ownership is public, private or a nonprofit foundation. We will focus on patient health services. We will not include the pharmaceutical industry or the operation of governmental or nongovernmental public health structures (e.g. ministries, the Red Cross or similar). Different literature reviews on the VSM have been published. Some focus on analyzing several sectors, predominantly manufacturing. Previous research seems to indicate that the VSM allows the transparency of the process to improve by making it much more understandable for the agents involved in it (Shou et al., 2017; Vidal-Carreras et al., 2015); reduce process times (lead times) (Shou et al., 2017) and inventories (Shou et al., 2017). However, these results come mostly from repetitive manufacturing contexts (linked to the automotive or consumer electronics sectors, or their auxiliary industries), and normally from Anglo-Saxon countries. There do not seem to be enough publications in order to generalize these results to all kinds of contexts. Some publications reveal that the barriers from using such tools can overcome facilitators in public service contexts (Marin-Garcia et al., 2018b).</p><p>Very few reviews have focused specifically on the VSM and the health services sector (Nowak et al., 2017; Vidal-Carreras et al., 2015). Both conclude that there is not enough material to provide evidence for and a conclusive answer to our research questions. The systematic review that we propose in this protocol intends to answer (in a future publication) the following questions: 1) what is the VSM research gap that applies to the health services sector that currently exists?; 2) is the VSM being used in hospitals or other health centers?; 3) what VSM version is common in health sector publications?; 4) collect examples of the VSM in hospitals/heath centers; 5) how was the VSM used in the hospitals/health centers that have applied it?; 6) what problems and/or difficulties have arisen while drawing the VSM or after drawing it? Different programs will be used for the bibliometric analysis (see details in Marin-Garcia and Alfalla-Luque (2019)). First, the R Bibliometrix package (Aria &amp; Cuccurullo, 2017; Garfield, 2004; Wulff Barreiro, 2007) and also the suitability of SciMAT (Cobo et al., 2012; Santana &amp; Lopez-Cabrales, 2019) to visualize thematic maps and strategic maps will be tested.</p>

scholarly journals PERANCANGAN ALOKASI PENYIMPANAN DI GUDANG BAHAN BAKU PADA DIVISI ALAT PERKERETAAPIAN PT PINDAD (PERSERO) UNTUK MENGURANGI WAKTU DELAY MENGGUNAKAN PENDEKATAN ANALISIS FSN DAN CLASS BASED STORAGE POLICY

2016 ◽  
Vol 3 (03) ◽  
pp. 48 ◽  
Author(s):  
Yurinda Amalia ◽  
Ari Yanuar Ridwan ◽  
Budi Santosa
Keyword(s):  
Value Added ◽  
Brake System ◽  
Value Stream Mapping ◽  
System Delay ◽  
Value Stream ◽  
Future State ◽  
Air Brake System

PT Pindad merupakan perusahaan manufaktur di bawah Badan Usaha Milik Negara (BUMN) yang memproduksi produk militer dan produk komersial. PT Pindad memiliki beberapa gudang, salah satunya adalah gudang Divisi Alat Perkeretaapian yang menyimpan berbagai bahan baku untuk memproduksi produk air brake system. Delay terjadi aktivitas storing dan picking, hal ini disebabkan karena adanya proses searching. Penempatan produk secara random oleh operator, menyebabkan alokasi penyimpanan SKU pada tempat penyimpanan tidak tertata rapi dan teratur. Langkah awal yang dilakukan adalah memetakan seluruh proses bisnis dan aktivitas yang terdapat pada gudang Divisi Alat Perkeretaapian PT Pindad dengan menggunakan value stream mapping (VSM) dan process activity mapping (PAM) sehingga didapatkan waktu proses dan value dari masing-masing aktivitas. Untuk itu dilakukan alokasi penyimpanan produk agar mengurangi waktu non value added dengan pengklasifikasian menggunakan analisis FSN, kemudian dilakukan slotting dan zonafikasi untuk menentukan area penempatan barang untuk-untuk masing-masing SKU berdasarkan klasifikasi. Setelah dilakukan pengklasifikasian, slotting dan zonafikasi, maka langkah selanjutnya adalah merancang future state map perancangan usulan, sehingga didapatkan disimpulkan waktu delay menurun 22% dari total waktu keseluruhan waktu proses yaitu 846,26 detik atau 14,10 menit, dan penurunan persentase non value added sebesar 17%.

scholarly journals Lean Hospital Management, Studi Empirik pada Layanan Gawat Darurat

2017 ◽  
Vol 10 (3) ◽  
pp. 257
Author(s):  
Indrianawati Usman ◽  
Mira Ardiyana
Keyword(s):  
Intensive Care Unit ◽  
Single Case ◽  
Case Study Research ◽  
Value Added ◽  
Single Case Study ◽  
Hospital Service ◽  
Lean Management ◽  
Time Service ◽  
Value Stream

This research focuses on implementing lean management in hospital service, in order to elimination of waste to make a better performance.  It’s a qualitative single case study research. This study will identified waste and show how to reduce waste using lean management by empirically research in intensive care unit of Islamic hospital in Surabaya. Quantitative tools and measurement also used in this research using value stream analysis tools, and process activity mapping in order to identify the value added and non value added activities.  The results of the analysis indicate that there are seven kind of waste. Next the value stream analysis and process activity mapping show that the most frequent waste that cause ineffective performance of hospital service are waiting time, service defect and inappropriate process.  

scholarly journals Increasing Productivity by Reducing Manufacturing Lead Time through Value Stream Mapping

2012 ◽  
pp. 225-229
Author(s):  
Renu Yadav ◽  
Ashish Shastri ◽  
Mithlesh Rathore
Keyword(s):  
Lead Time ◽  
Value Added ◽  
Value Stream Mapping ◽  
Mapping Technique ◽  
Inventory Level ◽  
Lead Times ◽  
Business World ◽  
Value Stream ◽  
Current State ◽  
Future State

To survive in today’s competitive business world, companies require small lead times, low costs and high customer service levels. As such, companies pay more effort to reduce their manufacturing lead times. Value stream mapping (VSM) technique has been used on a broad scale in big companies such as Toyota and Boeing. This paper considers the implementation of value stream mapping technique in manufacturing helical springs by railway spring manufacturing company. It focuses on product family, current state map improvements and the future state map. The aim is to identify waste in the form of non value added activities & processes and then removing them to improve the performance of the company. Current state map is prepared to describe the existing position and various problem areas.. Future state map is prepared to show the proposed improvement action plans. The achievements of value stream implementation are reduction in lead time, cycle time and inventory level. It was found that even a small company can make significant improvements by adopting VSM technology. It was concluded that if we adopt the VSM technique the company could reduce the manufacturing lead time from 36.86 days to 34.06 days.

Development of Computerize Value Stream System

2014 ◽  
Vol 915-916 ◽  
pp. 1405-1411
Author(s):  
A.N.A. Ahmad ◽  
Sulaiman Hj. Hasan ◽  
H. Norafifah
Keyword(s):  
Lean Manufacturing ◽  
Mapping Method ◽  
Shop Floor ◽  
Value Stream Mapping ◽  
Traditional Concept ◽  
Value Stream ◽  
Stream System ◽  
Manufacturing Company ◽  
Value Streams ◽  
Individual Value

Value stream mapping (VSM) was initially developed to use of the suite of tools to help researcher or practitioner to identify waste in individual value streams and find an appropriate method to its removal. The process itself is simple and straightforward is used to identify waste using lean manufacturing technique, determined causes of the waste through the value stream mapping method and to propose solution to improve workplace environment. In this project is made an attempt to computerize the process though the application of VSM. Computerize value stream system is basically a method which is an internet networking system combining traditional concept of value stream mapping method to be used at manufacturing company to reduce wastes. This paper summarizes the way to develop an internet, online and network based of an efficient computerize value stream system to improve operation value of the manufacturing company. This paper reviews the design of package that will replace the manual method of doing VSM. This package will be applied in a real shop floor environment.

Influence of Quality on Manufacturing Processes in Enterprises from the Perspective of Generating Value Added For Customers

2021 ◽  
Vol 12 (1) ◽  
pp. 128-128
Author(s):  
Kostiuk Yaroslava
Keyword(s):  
Quality Management ◽  
Corporate Culture ◽  
Industry 4.0 ◽  
Value Added ◽  
Business Environment ◽  
Added Value ◽  
Professional Literature ◽  
Value Stream ◽  
Global Dynamic ◽  
Value Stream Map

In the current global dynamic and competitive business environment of Industry 4.0, small and medium-sized enterprises face a major challenge of expanding their market activities and adapt to new conditions in order to survive in times of economic or pandemic crisis. The implementation of comprehensive quality management in business environment within EU organizations is a response to this challenge for global competition (Abdul, Sumantoro, & Maria, 2019). Current problem is the fact that the implementation and monitoring of quality management as a process of business management in the majority of small and medium-sized enterprises (SMEs) is not sufficiently used, underestimated, or even considered to be obsolete (Rigby, Bilodeau, 2018). In an enterprise with good financial health and healthy corporate culture, all transactions and processes are carried out properly and the relationships among all stakeholders (employees, suppliers, and customers) are successful. For other companies, it is necessary to take steps to ensure quality and follow them (Fernandes et al., 2017) in order to move towards the concept of Industry 4.0. According to published professional literature, each research worker has developed their own framework for mapping value production operations based on specific needs and interests in the fields under review. However, the relationship between the quality processes and value stream maps has not been adequately addressed in professional literature, especially in the case of small and medium-sized enterprises. Therefore, for achieving the objective of the contribution, the following research questions have been formulated: To which extent quality participates in generating value added within production process? In which production operations does the quality factor contributes most to generating value added? Keywords: Quality value stream map, Value stream map, quality management, added value for the customer.

Efficiency Enhancement in a Medium Scale Gearbox Manufacturing Company through Different Lean Tools - A Case Study

2018 ◽  
Vol 34 ◽  
pp. 128-138 ◽  
Author(s):  
V. Saravanan ◽  
S. Nallusamy ◽  
Abraham George
Keyword(s):  
Lean Manufacturing ◽  
Processing Time ◽  
Assembly Line ◽  
Value Added ◽  
Value Stream Mapping ◽  
Productivity Improvement ◽  
Medium Scale ◽  
Value Stream ◽  
Manufacturing Company

Productivity is an important parameter for all small and medium scale manufacturing industries. Lean manufacturing emerged as production strategy capable of increasing productivity by identifying and eliminating non value added activities. This article deals with productivity improvement in a pre-assembly line of gearbox manufacturing company with a case study using lean concepts like process flow chart, process Gantt chart and time study. This paper illustrates using a case study on how a value stream mapping has to be carried out in a planet carrier pre-assembly line. Value stream mapping and work standardization are the key tools used in lean manufacturing and lean transformation. It makes the process smoother, helps in reduction of lead time and ultimately increasing the productivity. From the observed results it was found that, the productivity has been increased from 7 pieces to 10 pieces in the first step assembly when the proposed VSM was implemented. The second step processing time was reduced by the execution of proposed value stream mapping with TAKT time of 126 minutes and 165 minutes of processing time for demand of 10 pieces were achieved and the overall processing time has been reduced by about 24%.

scholarly journals Modelling the Implementation of a Sustainable Development Strategy through Process Mapping

Proceedings ◽  
2020 ◽  
Vol 63 (1) ◽  
pp. 6
Author(s):  
Ioana Miruna Tătaru ◽  
Elena Fleacă ◽  
Bogdan Fleacă ◽  
Radu D. Stanciu
Keyword(s):  
Development Strategy ◽  
Performance Indicators ◽  
Business Processes ◽  
Value Added ◽  
Value Stream ◽  
Classification Framework ◽  
Environmentally Responsible ◽  
Energy Innovation ◽  
Process Classification

Industry 4.0 implies sustainable production by providing green products created through environmentally responsible processes. This paper aims to analyze the two main business processes responsible for energy innovation in a telecommunications company: “develop property strategy and long-term vision” and “evaluate environmental impact of products, services, and operations”. The processes will be introduced using an initial set of key-performance indicators (KPIs) and American Productivity & Quality Center (APQC) Process Classification Framework activities. Through value stream analysis, the non-value-added activities will be eliminated. Ultimately, to provide an overview for the stakeholders, a new set of KPIs will be proposed and the processes will be modeled using Event-Driven Process Chain (EPC) and Suppliers-Inputs-Process-Outputs-Customers (SIPOC) methods.

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