scholarly journals Analisis Waste dalam Aliran Material Internal dengan Value Stream Mapping Pada PT XYZ

2012 ◽  
Vol 3 (1) ◽  
pp. 490
Author(s):  
Gita Ayu ◽  
Jeffry Hanggara ◽  
David Kurniawan ◽  
Gunawan Gunawan
Keyword(s):  
Value Stream Mapping ◽  
Inventory Level ◽  
Safety Stock ◽  
Value Stream ◽  
Traceability System ◽  
Improvement Plan ◽  
Reorder Point ◽  
Current State ◽  
Cycle Efficiency ◽  
System Characteristics

The main focus of the research is excess inventory and motion waste which commonly occur in warehouse and production floor. This research is carried out to minimize the average level and eliminate unnecessary motions, with consideration of electronic pull and traceability system characteristics. Product X, the highest-selling product, is the object of this research. To identify the current condition, the current state Value Stream Mapping (VSM) is developed as the basis to arrange improvement plan to minimize the wastes. Safety stock is determined through average and maximum consumption difference; and reorder point is determined to comply with pull approach. Average inventory level is calculated using continuous review method. The simulation was conducted and it was shown that 8.29 minutes is the maximum lateness. Thus, safety stock and reorder point are adjusted accordingly to anticipate stockout due to lateness. The improvement of process cycle efficiency is shown to increase from 4.1 % to 5.1 % as projected in future state VSM.

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 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.

scholarly journals WASTE ELIMINATION USING VALUE STREAM MAPPING AND VALSAT

2017 ◽  
Vol 3 (2) ◽  
Author(s):  
Dion Avellino Suyanto ◽  
Sunday Noya
Keyword(s):  
Lean Manufacturing ◽  
Lead Time ◽  
Value Stream Mapping ◽  
Value Stream ◽  
Current State ◽  
Future State ◽  
Analysis Tools ◽  
Fierce Competition ◽  
Cycle Efficiency ◽  
Working Efficiency

Fierce competition encourages companies to make continuous improvements to achieve better working efficiency. One method to improve the working efficiency is using the concept of lean manufacturing. The efficiency of the existing work in PT. Rimba Kencana is still not good because there are many processes that are not uniform and because of that, production lead time is increased. By using value stream mapping and value stream analysis tools (VALSAT), the production processes in the company are mapped into the current state mapping and future state mapping. In the current state mapping, the total value of production lead time is 59.49 days and the value of process cycle efficiency (PCE) is 0.013%. After doing improvement on welding department, the total value of production lead time decreased to 48.22 days and the value of process cycle efficiency becomes 0.016%. Keywords: Efficiency, Value Stream Mapping, Value Stream Analysis Tools

Lean manufacturing implementation using value stream mapping as a tool

2014 ◽  
Vol 5 (1) ◽  
pp. 89-116 ◽  
Author(s):  
Naga Vamsi Krishna Jasti ◽  
Aditya Sharma
Keyword(s):  
Lean Manufacturing ◽  
Value Stream Mapping ◽  
Process Time ◽  
Inventory Level ◽  
Specific Product ◽  
Content Type ◽  
Value Stream ◽  
Work In Process ◽  
Current State

Purpose – Value stream mapping (VSM) is a lean manufacturing (LM) tool used for analyzing material and information flow on a specific product family. The purpose of this article is to address the importance of VSM in LM environment in an Indian auto components industry. Design/methodology/approach – The case study approach has been used to show the applicability and importance of VSM in an Indian auto components company, in which the current state of manufacturing is mapped with the help of VSM symbols. According to the current state mapping, the study conducted analysis and identifies the area of improvement needed in terms of work in process, lead time and cycle time. The study further implemented kaizen on the current state map and developed future state map while including these kaizens. Findings – The study clearly shows that the VSM brings out the positive impact on process ratio, TAKT time, process inventory level, line speed, total lead and process time and reduced man power. It is helping the company in satisfying their customers with respect to quality, cost and delivery. Research limitations/implications – The main limitation of the study is the confined focus on a single industry. The case should be extended to other industries in order to support the findings and for the purpose of the wider generalization. Practical implications – The results obtained from the study will help other industries and sectors to implement VSM in LM environment. Originality/value – The article deals with a real case study, which shows application of VSM for implementing lean principles.

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 Perbaikan Sistem Produksi Pipe Intake Dengan Lean Manufacturing di PT. WIKONI

2021 ◽  
Vol 4 (1) ◽  
pp. 1-16
Author(s):  
Yuri Delano Regent Montororing ◽  
Hesron Ginting
Keyword(s):  
Manufacturing Process ◽  
Lean Manufacturing ◽  
Value Stream Mapping ◽  
Value Stream ◽  
Current State ◽  
Future State ◽  
Cycle Efficiency

PT. WIKONI adalah perusahaan fabrikasi baja yang memproduksi pipa dengan salah satu produknya adalah pipe intake. Dari hasil pengamatan ditemukan bahwa di lantai produksi PT. WIKONI terdapat pemborosan yang tidak memberi nilai tambah didalam memproduksi produk pipe intake, hal ini menyebabkan perusahaan sulit untuk memenuhi target permintaan konsumen dengan rata-rata 11 unit/hari. Penggambaran sistem produksi saat ini dilakukan dengan menggunakan Current State Value Stream Mapping. Hasil perhitungan didapat Process Cycle Efficiency (PCE) kondisi saat ini sebesar 84,46% dan hasil identifikasi pemborosan dengan menggunakan Process Activity Mapping (PAM), didapat bahwa pemborosan dominan yang terjadi pada proses produksi pipe intake adalah pemborosan delay sebesar 57600 detik. Dari analisis penyebab terjadi pemborosan terlihat bahwa akar permasalahan dari pemborosan tersebut adalah terlalu besar waktu untuk penyimpanan dan kurangnya manpower pada stasiun kerja machining. Berdasarkan akar permasalahan tersebut, diajukan beberapa usulan yaitu dengan menghilangkan waktu penyimpanan pada stasiun kerja sand blowing, machining, dan finished goods dan menambah manpower pada stasiun kerja machining. Hasil dari usulan ini kemudian digambarkan dengan Future State Value Stream Mapping dan mampu meningkatkan PCE menjadi 91,22%.   Kata kunci: Value Stream Mapping, Lean Manufacturing, Process Cycle Efficiency, Process Activity Mapping

Reduction of Process Lead Time Using Lean Tool - Value Stream Mapping (VSM)

2016 ◽  
Vol 860 ◽  
pp. 74-80 ◽  
Author(s):  
Antor Habib Chowdhury ◽  
Sakib Shahriar ◽  
Tanvir Hossen ◽  
Pallab Mahmud
Keyword(s):  
Lead Time ◽  
Research Work ◽  
Value Added ◽  
Point Of View ◽  
Value Stream Mapping ◽  
Safety Stock ◽  
Value Stream ◽  
Current State ◽  
Future State ◽  
Lean Tools

The research is designed to reduce production lead time using Value Stream Mapping (VSM). The purpose of this lean tool is to uncover the wastes in supply and production process by separating value-adding and non-value-adding steps first and then reduce non-value added steps. A map shows the current state of the operation is drawn first using the time and flow data. By this non-value added actions are recognized and the waste of time and resources between the steps are also identified. To reduce lead time and streamline the process the map is analyzed. The lead time can be reduced by taking some actions or applying some lean tools. Value adding time in the whole process increases and the process production lead time decreases after reducing the wastes. A future state map is made with new and improved processes. Future state map makes the reformed process more effective and more efficient. It comprises the developments through some value stream symbols used only for this mapping. Bata, a leading shoe company was selected for this research work. To draw the current state map, data was collected from the floor. The wastes identified then which were waiting, motion, inventory & transport. The lean tools that were suggested to apply for reducing these wastes were Kanban, Kaizen, Safety Stock and some manpower adjustment. Kanban is a method to achieve JIT, a system to control the logistical chain from a production point of view and also an inventory control system. Safety stock represents an inventory hedge against problems such as downtime, to protect the system against sudden fluctuations in customer orders or system failures. And Kaizen is the small and continuous improvement methods. The result of the research was quite remarkable as this decreases the lead time by around 8% and increases the capacity by 8.8%. It is feasible to use value stream map in the current situation.

VSM as a Tool for Mini-Audit of Information System

2014 ◽  
Vol 474 ◽  
pp. 73-78
Author(s):  
Jan Vavruška ◽  
František Manlig ◽  
František Koblasa
Keyword(s):  
Information System ◽  
Information Flow ◽  
Production Management ◽  
Business Processes ◽  
Process Analysis ◽  
Discrete Event ◽  
Control Process ◽  
Value Stream Mapping ◽  
Value Stream ◽  
Current State

The main focus when improving business processes is on the analysis of material flow. Thorough analysis of the information flow and associated information systems is still undervalued. Working with inaccurate and/or obsolete data leads to incorrect outputs that negatively affect the entire control process. Analysis of the state of material has to go hand in hand with the information analysis. A mini audit of the information flow and information system can be carried out, which follows the classic principles of VSM (Value stream mapping), in order to make an initial analysis of the information flow and information system. Information about the current state of the process together with a measure how well it is represented by the model in the information system can be obtained thanks to this mini-audit. This article focuses on this mini-audit and briefly describes the auditing process. The details of how to create VSM maps is discussed with the main focus on an information flow where the key elements are the inputs and the outputs of the job orders for planning and production management. Attention is also focused on the form of delays in discrete-event recording in the production process which appear in the information 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 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..

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