scholarly journals Value stream mapping as lean production tool to improve the production process organization – case study in packaging manufacturing

2017 ◽  
Vol 17 ◽  
pp. 40-44 ◽  
Author(s):  
Dorota Klimecka-Tatar
Keyword(s):  
Production Process ◽  
Lean Production ◽  
Value Stream Mapping ◽  
Value Stream

scholarly journals A roadmap for improving the manifacture of automotive heat exchangers through value stream mapping

2019 ◽  
Author(s):  
◽  
Kate Lusiba
Keyword(s):  
Production Process ◽  
Heat Exchangers ◽  
Line Balancing ◽  
Value Stream Mapping ◽  
Automotive Manufacturing ◽  
Value Stream ◽  
Final Assembly ◽  
Work In Process ◽  
Value Stream Map

Lean manufacturing is an optimum approach for the reduction and elimination of waste within an organization. The case study company is based in South Africa and produces heat exchangers through main processes or fractals, which include pre-assembly, core building, brazing and final assembly. A walk through the plant showed that there was a large amount of inventory awaiting final assembly and that the brazing furnace often waited for material from core building. This was an indication that there could be an imbalance between the three fractals in terms of cycle time. Thus, the aim of this study was to improve the manufacturing processes for heat exchangers at the automotive manufacturing company through the deployment of value stream mapping, subsequent line balancing and developing a roadmap for reduction of waste. The case study research strategy was adopted for the study since it provided an in-depth view of phenomena. The first objective was to outline the production flow for the manufacture of automotive heat exchanger parts. The method used was a walk through the plant and observations were made to gain an understanding of the production steps from logistics production planning to shipping of the finished goods, and subsequently to a mapping-out of the production process flow was undertaken. The results showed that there was a large amount of inventory awaiting final assembly and that the brazing furnace often waited for material from core building. It was concluded that there was need to conduct a detailed process analysis to identify sources of waste. The second objective was to conduct value stream mapping for assessing the value- and non-value-adding activities in the manufacture of automotive heat exchangers components. A value stream map was developed through walking to Gemba and mapping out the production process, collecting data and pinpointing waste activities or areas to be improved. The kaizen flashes from the value stream map also revealed that operators were not fully utilizing the capacity of the bottleneck workstations. It was concluded that two instead of one planning points, and inefficiency at assembly were root causes of the high work-in-process level. The third objective was to conduct a line balancing analysis for the three production fractals. The method used was a Pareto analysis for evaluating the products, analysing the product mix and line balancing analysis of the production line. The results revealed that the furnace was run on two shifts while the subsequent assembly and preceding core building were running on three shifts causing a work-in-process build-up, thereby resulting in line imbalance. It was concluded that it was imperative to change the scheduling approach, and adopt one that prioritised and spread the cores that had relatively short cycle times, and also reduce downtime, change-over time as well as additional time for scrap and defects, and a future-state balance chart revealed that the fractals imbalance had been reduced. The fourth objective was to develop a roadmap for reduction of waste in the manufacture of car heat exchangers components. The method used was to develop proposals and assess the feasibility and cost implications of implementing each option. Recommendations were made for continuous process improvement and a roadmap for reduction of waste was proposed. In order to improve the output of assembly, training for the operators was recommended since it would also enable the removal of the second planning point at assembly. Further research could also be conducted to develop an optimal scheduling algorithm for allocation of products to work centres to ensure high utilization of work centres and reduce work-in-process inventory.

Implementing Lean in Engineer-to-Order Manufacturing

2014 ◽  
pp. 148-172 ◽  
Author(s):  
Dominik T. Matt ◽  
Erwin Rauch
Keyword(s):  
Manufacturing Systems ◽  
Lean Production ◽  
Short Description ◽  
Value Stream Mapping ◽  
Value Stream ◽  
Research Activities ◽  
Consolidation Phase ◽  
Engineer To Order ◽  
Lean Methods

This chapter reviews the state of the art in engineer-to-order production and non-repetitive production to give an overview of existing research and applications of Lean in this sector. Afterwards, a real case study at a medium-sized ETO manufacturer shows an approach to implement Lean Production in such a non-repetitive manufacturing environment. The experiences from the case study illustrate that the suitability of certain lean methods, such as value stream mapping or Kanban is limited, while other lean methods, such as 5S, CIP, or a material-oriented layout, brought significant changes. In the consolidation phase of the Lean production system, the authors defined a Lean-Toolset with the most suitable lean methods for engineer-to-order manufacturing systems. A core aspect of the Lean implementation was the desired mind-change of the employees. The chapter closes with a short description of the achieved results in the case study and gives an outlook to further research activities.

Analysis Of Non Value Added Activity On Ship Production Process Approach Concept Of Value Stream Mapping Case Study At PT. Dumas Tanjung Perak Shipyard Surabaya

2017 ◽  
Vol 11 (1) ◽  
pp. 23-30
Author(s):  
An Apriyani Tebiary ◽  
I Ketut Suastika ◽  
Buana Ma'ruf
Keyword(s):  
Production Process ◽  
Value Added ◽  
Mapping Method ◽  
Value Stream Mapping ◽  
Quality Cost ◽  
Shipbuilding Industry ◽  
Value Stream ◽  
A Value ◽  
Production Effectiveness

Competition of shipyard industry market in this globalization era encourages companies to realize the importance of improving the effectiveness and efficiency so that, able to compete in terms of quality, cost and on time delivery. Production effectiveness is one effort that must be achieved by a shipbuilding industry to survive amid the competition in seizing market share. Production effectiveness is done with the aim of producing economically, continuously and on time to the customer, so that the company's survival can be guaranteed. This study aims to identify the activities that are classified as waste in the process of ship building at PT. Dumas Tanjung Perak Shipyard Surabaya so as to minimize production time in shipyard industry. The results showed the effectiveness of PT. DUMAS currently reaches 84.96%. In the process of improvement with the application of value stream mapping effectiveness value reached 92%. The conclusion of this research is a value stream mapping method can be applied measuring instrument and can describe the flow of production process in shipyard so that can explain in detail activity that give value added or non value added activity.

Analysis of Production Process in Small Business Using Value Stream Mapping Approach

2021 ◽  
Vol 65 (1) ◽  
pp. 31-35
Author(s):  
Anita Susilawati ◽  
◽  
Muhammed Sarwar ◽  
Toni Darji ◽  
Nur Iksan Agusti ◽  
...  
Keyword(s):  
Small Business ◽  
Production Process ◽  
Value Added ◽  
Value Stream Mapping ◽  
Relationship Matrix ◽  
Analysis Tool ◽  
Total Production ◽  
Value Stream ◽  
Selection Of

This paper aims to identify waste and analyse production process activities using the Value Stream Mapping (VSM) in a small business as a case study. The waste was identified by a waste relationship matrix and waste assessment questionnaire to determine the percentage of waste that occurs. Furthermore, a detailed selection of waste mapping based on the value stream analysis tool was carried out. Based on the VSM analysis, it was found the value added activities of 59% of the total production time and 41% of other activity times (non value added). In the case study occurred the waste for the operator's work method at the station of printing and cutting station. The VSM was performed to reducing the waste. The result depicted reduction in lead time on the production floor was 1.5 hours. So, the company in the case study can eliminate the waste time in their production process activities

Lean Solutions in Batch Manufacturing Process with Applicability in Bumpers Production

2016 ◽  
Vol 834 ◽  
pp. 205-210
Author(s):  
Elena Loredana Terzea ◽  
Antonia Cristina Barascu ◽  
Iulian Razvan Soare
Keyword(s):  
Automotive Industry ◽  
Food Processing ◽  
Lead Time ◽  
Batch Processes ◽  
Value Stream Mapping ◽  
Value Stream ◽  
Industry Sector ◽  
Current Value ◽  
Lean Methods

Batch processes includes paint manufacturing, food processing, pharmaceutical industry, etc. The paper focuses on the process of paint manufacturing. The main contribution is the design of the current value stream mapping, very useful to understand the causes of waste and lead-time. This paper points out the necessity of applying lean methods within automotive industry, sector of bumpers painting and assembly, based on a real case-study.

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