Function of value stream mapping in operations management journals

Fukuzawa, Mitsuhiro

doi:10.7880/abas.0200909a

Cited by 3 publications

(27 citation statements)

References 85 publications

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“…It brings higher utilisation of capacity and higher flexibility in various functions of a SC. Furthermore, improving the time-based performance in the valueadding process or value chain (VC) brings incremental improvement in the lead time and develops sustainable competitive advantage (Tyagi et al, 2015;Rother and Shook, 2003;Fujimoto, 1999;Fujimoto, 2012;Hussain et al, 2011;Haefner et al, 2014;Fukuzawa, 2020). In the literature on lean manufacturing, authors had discussed various tools including Business Process Modelling Notation (BPMN), petri nets, value stream mapping (VSM), process mapping, etc.…”

Section: Introductionmentioning

confidence: 99%

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Improving the time-based performance of the preparatory stage in textile manufacturing process with value stream mapping

Hussain

Figueiredo

2023

BPMJ

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PurposeThe evaluation of time-based performance is a valued approach in the lean management thinking which is based on delivering value from customer's perspective. This approach contributes for long-term competitiveness and success in today's business environment. The focus of this study is to analyse the cycle time and manufacturing lead time with value stream mapping (VSM) in the preparatory stage of the textile fabric manufacturing process and to identify and improve the non-value adding activities in the value chain (VC). The study presents an insight on the translation of performance improvement across functions and how upstream supply chain (SC) segments can be linked in the performance improvement program. It also covers how the application of VSM improves visibility and planning flexibility in textile fabric manufacturing process.Design/methodology/approachThe time-based performance was evaluated using VSM and recording of the activity times in the existing process. The impact of the quality of supplier's raw material was also measured contributing to identify the strategy for procurement and the means to establish a feedback system to the upstream segments of the SC. The methodology of VSM, observation of the practice and the expertise of the individuals involved with the process were utilised to develop the value stream maps and to identify value adding activities, non-value adding activities, existing gaps and plans for improvement.FindingsThe means for improving the time-based performance were identified and their impact was measured. The factors responsible for improvement are related to the production system and with the procurement strategy. The improvement was achieved in terms of available capacity utilisation, balancing the work flow in the preparatory stages, visibility of the process by measuring its capability and flexibility for the planning function. The study revealed that the effectiveness and enhancement of VSM and related tools should be adopted to address the issue of limiting success rates of long term and repeating application of such tools. Continuous improvement, innovations and the systematic embedding of VSM in the process life cycle provide the ways for achieving long-term success.Research limitations/implicationsThe paper presents a real and in-depth study on the application of VSM in the textile manufacturing process. The scope of the study is broad; it covers activities across functions with actual estimates of activity times in the manufacturing process for the focused value streams. It offers researchers the opportunity to analyse the translation of productivity improvement across functions and how upstream SC segments can be linked in a performance improvement program.Practical implicationsThe study offers useful insight for the managers in textile manufacturing and other sectors for improving the time-based performance and achieving higher utilisation of capacity. It identified the production factors and their impact on warping and sizing cycle time in selected value streams and those which share common activities. It also identified the directions for future research when repeating the application of VSM in the continuous improvement cycle. Furthermore, since the industries need to progress towards advanced systems including Industry 4.0 standards, adoption of advanced VSM tool with relevant technology can align their production systems to develop the required capability. This will also bring a sustainable competitive advantage in the system.Social implicationsThe focused sector is stagnant in terms of productivity and innovation. The adoption of the advanced tools can facilitate the implementation of continuous improvement and innovation strategies.Originality/valueThe main focus of this study is to analyse and improve the cycle time in the preparatory stage of the fabric manufacturing process. This has impact on other important and tangible measures including capacity utilisation and work flow and intangible measures including production planning flexibility and process visibility. The improvement impact is across departments.

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Section: Introductionmentioning

confidence: 99%

“…(Haefner et al. , 2014; Fukuzawa, 2020) to analyse and improve the time-based performance and other measures. In general, VSM has a wider acceptance in the research community.…”

Section: Introductionmentioning

confidence: 99%

Improving the time-based performance of the preparatory stage in textile manufacturing process with value stream mapping

Hussain

Figueiredo

2023

BPMJ

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“…1 This is just one example, and many manufacturing companies are proceeding with an approach to develop and utilize digital technology that can acquire and use real-time information related to "material and information flow" across the overall supply and value chain. For example, in the operations management field, one important lean tool that has been used to make the value stream in their own production system leaner is value stream mapping (VSM), in which a "material and information flow chart" is applied (Fukuzawa, 2020a;Rother & Shook, 1998). Fukuzawa (2020a) found that VSM was used as one of the important lean tools, and performance improvements were reported in extant literature of Western journals in the operations management field.…”

Section: Introductionmentioning

confidence: 99%

“…For example, in the operations management field, one important lean tool that has been used to make the value stream in their own production system leaner is value stream mapping (VSM), in which a "material and information flow chart" is applied (Fukuzawa, 2020a;Rother & Shook, 1998). Fukuzawa (2020a) found that VSM was used as one of the important lean tools, and performance improvements were reported in extant literature of Western journals in the operations management field. Fukuzawa (2020a) also found that VSM was used as a "partial optimization" tool to promote the discovery and improvement of bottlenecks in individual functions and divisions, mainly focusing on production activities.…”

Section: Introductionmentioning

confidence: 99%

“…Using lean tools such as the "material and information flow chart" derived from the approach by Toyota Motors and the VSM to arrange this resulted in progress in the practice of approaches that improved the value chain "flow," and academic research examining these studies has been developed. However, the lean production and VSM described above basically focused on production activities (Fukuzawa, 2020a). In this paper, we look at the studies related to the "creation of flow" in Japan, which could be said to be the origin point of lean research in Western countries (Fujimoto, 1999(Fujimoto, , 2012Ohno, 1988;Wada, 2009Wada, , 2013.…”

Section: Introductionmentioning

confidence: 99%

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Reconsideration of value stream mapping and cross-functional integration in the digitalization of operations

Fukuzawa

2020

ABAS

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Developing Effective Measures of Organizational Capability of Manufacturing Firms: An Exploratory Case Study of Japanese Manufacturing Firms

et al. 2022

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The present article explores the flow-oriented and routine-based concept of organizational capability in manufacturing and proposes a practical method of measuring it by using the flow map of material and information (FMMI), including the value stream map (VSM). The environment surrounding manufacturing companies is becoming increasingly turbulent, making it increasingly difficult for them to survive and prosper. For example, global companies face challenges on multiple fronts such as international trade tensions, pandemic lockdowns, and competitive challenges from firms in emerging economies. In addition, in digital markets, supply chain transparency and resiliency require visualizing the flow of materials and information across a wide range of global activities. Business activities are conceived as flows of design and control information from across functions for value creation and transfer. A high level of value creation is built on the excellence of vital function. In this context, this study aims to identify key characteristics of high-performance firms. In particular, the flow map of material and information (FMMI) assumes simultaneous execution of capability-building and capability-measuring. This research team reports the series of workshops and survey results based on (1) the work of the industry-university consortium, (2) the collaborative learning process through trust and information sharing among participating companies, (3) sharing improvement activities, and (4) identifying areas of poor flow (issues for each company). In addition, several selected case studies of Japanese firms highlight the impact of using FMMI for improving multiple performance outcomes and measuring their manufacturing capabilities at the same time. The lessons and implications are discussed.

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Function of value stream mapping in operations management journals

Cited by 3 publications

References 85 publications

Improving the time-based performance of the preparatory stage in textile manufacturing process with value stream mapping

Improving the time-based performance of the preparatory stage in textile manufacturing process with value stream mapping

Reconsideration of value stream mapping and cross-functional integration in the digitalization of operations

Developing Effective Measures of Organizational Capability of Manufacturing Firms: An Exploratory Case Study of Japanese Manufacturing Firms

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