scholarly journals Value Stream Map and Visilean® for Prefabricated Concrete Panels Management

2020 ◽  
Author(s):  
Julia Kanai ◽  
Patricia Stella Pucharelli Fontanini
Keyword(s):  
Value Stream ◽  
Concrete Panels ◽  
Value Stream Map

scholarly journals Implementing Lean Management Techniques at a Radiation Oncology Department

2018 ◽  
Vol 18 (3) ◽  
pp. 362
Author(s):  
Mustafa M. Al-Balushi ◽  
Zahid Al-Mandhari
Keyword(s):  
Radiation Oncology ◽  
Healthcare Sector ◽  
Lean Management ◽  
Total Quality ◽  
Royal Hospital ◽  
Value Stream ◽  
A Value ◽  
Healthcare Quality Assurance ◽  
Management Techniques ◽  
Value Stream Map

Objectives: Lean management (LM) principles were first developed by a Japanese manufacturing company to maximise value and minimise waste in the automotive industry. However, these principles can also be applied in the healthcare sector. This study aimed to illustrate the process of implementing LM principles in a radiation oncology department to streamline workflow and identify and reduce waste. Methods: This study took place in the Department of Radiation Oncology, Royal Hospital, Muscat, Oman, in December 2016. A value stream map (VSM) was created for the chain of processes followed in the department. A waste analysis was conducted to determine which processes did not add value for the patient or healthcare provider. Results: Based on the VSM analysis, only six out of 13 steps were found to be of value. Necessary and unnecessary non-value-adding activities were identified. Sources of waste included parking and registration. In addition, variabilities in workload were noted. Conclusion: Overall, LM principles improve workflow, reduce waste and enhance patient and staff satisfaction. In the current study, the application of LM principles helped to improve value in a radiation oncology department.Keywords: Health Services Administration; Healthcare Quality Assurance; Total Quality Management; Organization and Administration; Efficiency; Oman.

scholarly journals Effective Reduction in Utility Cost in A Beverage Plant

2019 ◽  
Vol 8 (6S3) ◽  
pp. 2108-2112
Keyword(s):  
Power Analysis ◽  
Cooling Tower ◽  
Quality Cost ◽  
Value Stream ◽  
Root Cause ◽  
A Value ◽  
Effective Reduction ◽  
Input Variables ◽  
Utility Cost ◽  
Value Stream Map

This project. is about in-depth focus on equipment power analysis and effective reduction in Utility and Quality Cost. A Value Stream Map has been developed and analyzed to identify critical focus areas in Utilities, Process and Line. The most significant key input variables have been identified and those are Boiler, Old-Utilities, New-Utilities, Process Area & Cooling Towers, which are prioritized based upon their relationship with the key output metric. Key input, process, and output metrics have been identified. As a part of Root cause analysis, Power consumption is high due to Running of 2 compressors, yolk chiller, raw water pump, cooling tower pumps & fan and new refrigeration for cooling tower pump. Potential implementation solutions are to be developed, evaluated, and optimized based upon their effectiveness impacting the key output, robustness to variation and ease of implementation. The final improvement solution has been incorporated into the process organization and the improvement gains of 3 – 25 KWH are being expected.

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.

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.

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.

Graphical Analysis of Improvements in Manufacturing Processes as Result of Kaizen Events

2012 ◽  
Vol 502 ◽  
pp. 63-68 ◽  
Author(s):  
B.T. Rieger ◽  
M.A. Sebastián
Keyword(s):  
Lean Manufacturing ◽  
Graphical Method ◽  
Graphical Analysis ◽  
Manufacturing Processes ◽  
Time Analysis ◽  
Analysis And Evaluation ◽  
Value Stream ◽  
Kaizen Events ◽  
First Time ◽  
Value Stream Map

Productivity is an important factor in any industrial production. Based on several concepts and philosophies such as Kaizen and others, it is possible to realize an increase of productivity. Since it is of great interest to know and to evaluate the improvement, a suitable method that allows not only analyzing the improvement of cost but also of time is of interest. Based on the value stream map (VSM) and the profile of cost and time (PCT) the author has developed the PECOTA method, a graphical method of analysis. The concept of investment in time and cost by PECOTA allows first-time analysis and evaluation of a change in a manufacturing process in an easy and fast way. The method includes also the possibility to define the limit of lean manufacturing with the current processes.

scholarly journals Introducing a strategic perspective in lean thinking applications through system dynamics modelling: the dynamic Value Stream Map

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Guido Noto ◽  
Federico Cosenz
Keyword(s):  
System Dynamics ◽  
Management Practices ◽  
System Structure ◽  
Illustrative Case ◽  
Management Tools ◽  
Lean Thinking ◽  
Content Type ◽  
Value Stream ◽  
Strategic Perspective ◽  
Value Stream Map

PurposeLean Thinking is an operation management discipline which aims to identify, map and analyse the activities forming a process to detect “value waste” and outline the most effective flow of activities to execute in sequence. Process mapping is often developed in lean projects through the use of the Value Stream Map (VSM). Like many other management tools, the VSM adopts a static and non-systemic perspective in the representation of an organizational process. This may result in the implementation of Lean projects inconsistent with the overall organizational long-term strategy, thus leading to dysfunctional performance. In order to overcome this limit, the paper suggests combining VSM with System Dynamics (SD) modelling.Design/methodology/approachThe paper is based on a review of the literature on VSM. This review is matched with an analysis of SD modelling principles aimed at explaining the practical and theoretical contribution of this approach to operation and strategic management practices. An illustrative case study is then provided to explore the practical implications of the proposed approach.FindingsOur results show that SD modelling provides robust methodological support to VSM and Lean Thinking due to its inner characteristics, namely: simulation, systemic view, explicit link between system structure and behaviour and effective visual representation.Originality/valueThis research proposes a novel approach to design VSMs aimed at fostering a strategic perspective in Lean Thinking applications. Such an approach connects two fields of research and practice – i.e. VSM and SD modelling – which have traditionally been kept separated or, at least, partially combined for specific organizational sub-systems, thereby neglecting a broader strategic view of the entire process system.

Sign in / Sign up

Export Citation Format

Share Document