Simulation guided value stream mapping and lean improvement: A case study of a tubular machining facility

Xia, Wei; Sun, Jingyi

doi:10.3926/jiem.532

Cited by 23 publications

(27 citation statements)

References 20 publications

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“…The same result showed that a significant reduction of no value added time and increasing value added was up to 66% in garments industry by VSM [11]. The other way, VSM was a necessary but not to sufficient approach to analyze production systems issues [16]. Furthermore, implement continue improvement after maintenance condition was described in goal of future state map.…”

Section: Introductionmentioning

confidence: 50%

Case Study: Maintenance Proposal of Press Parts Production for Minimize Waste by Lean Manufacturing – Value Stream Mapping (VSM)

Sari

Sukanta

2017

ins

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Abstract-Higher competition in businesslike field demanded each company acted as a value creator with progressive fixing performance. One of effort in increasing productivity was reducing waste. Enterprise T have seven type of extravagance were over production, transportation, inventory, over processing, motion waiting and defect. Minimize waste have bond with production time which could increase efficiency on using electricity and decreased lead time. Production process in this company showed non-value added time such as excessively material transportation in picking area and so the workers too much waited for the next schedule activity. This condition caused higher product lead time. Lean manufacturing idea necessary was implemented with using tool Value Stream Mapping -VSM. This strategy would resumed for the company maintenance and the result showed that lacking as much 26,45% of lead time could be a problem solution. Reducing lead time could be higher if the company have applied and played continue improvement.

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Section: Introductionmentioning

confidence: 50%

Case Study: Maintenance Proposal of Press Parts Production for Minimize Waste by Lean Manufacturing – Value Stream Mapping (VSM)

Sari

Sukanta

2017

ins

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“…As a result, a change in the trajectory of the value stream by introducing a working cell and rational allocation of equipment is impractical. However, there are opportunities to reduce the item manufacture time by reviewing existing technologies [7]. The bottleneck, marked in the map of the current state as "casting nozzle and trunnion" could be eliminated by hiring qualified staff, and the total time stamping arm may be reduced by search intradepartmental reserves and reduce downtime.…”

Section: Resultsmentioning

confidence: 99%

Analysis of Organization of Production Process on the Basis of Value Stream Mapping

Sattarova

Кокарева

Проничев

2016

IOP Conf. Ser.: Mater. Sci. Eng.

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Abstract. This article discusses the process of identifying the problem areas of the product cycle by the value stream. Mapping value stream mapping allowed the development of a number of management solutions to increase productivity, optimize the process and improve the competitiveness of products. For the study a product manufactured by one of the industrial enterprises of the city of Samara was selected. The production process as repeatedly optimized by services of the plant, but its cycle is still and unstable. To solve these problems the pull scheme of production was proposed. The proposed method for the improvement of the production process on the basis of value stream mapping allows optimizing the production process, reducing the production cycle, improving the quality and efficiency of production. The final results were expressed in value terms. The final result showed that the use of this method allows reducing the duration of the production cycle for 42.28%, the cost of products -by 57.71%.

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“…Tools like VFA increased the understanding of the studied process and encouraged the personnel to suggest and implement improvements (Xia & Sun, 2013). Analyses carried out for specific product flows resulted in faster throughput and better utilization of the directly involved production resources.…”

Section: Processmentioning

confidence: 99%

Investing in lean to improve basic capabilities: A strategy for system supply?

Carlsson¹,

Aronsson²

2017

JIEM

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Abstract:Purpose: This paper describes the perceived effects of implementing lean production in a Swedish SME contract manufacturer. Especially focused are the effects on, and possible tradeoffs between, cost-efficiency and flexibility.Design/methodology/approach: SME suppliers need basic capabilities of qualitative production performance as stepping-stones to develop more system supplier capabilities for added customer value. Development of stable production processes is seen as a way to reach stable basic performance, efficient and with higher resource utilization. Quality is a precursor to delivery performance as well as to cost reduction and flexibility. This is a longitudinal single case study of a SME supplier striving to become a system supplier. Two main sources of data collection are used: interviews and the main author's presence as employee and business developer, participating in and following up the ongoing change process.Findings: Analyzing the development over time illustrated the importance of context and content for the change process. Two specific findings appeared: (1) An initial effect was an important "eye-opener" for the balance between cost efficiency and flexibility in the organization.(2) Process orientation, as the basis of both lean and agile approaches, allows many improvements without any conflicts or trade-offs between these two goals. Stability in the production leads to -28-Journal of Industrial Engineering and Management -https://doi.org/10.3926/jiem.2163 increased controllability, initially resulting in both higher cost-efficiency and higher flexibility. As the organization develops however, strategic considerations relating to the chosen market strategy might occur: cost leadership or differentiation. Research limitations/implications:These results reflect the experiences of one SME supplier and further studies are needed for generalizability. Originality/value:The study increases the understanding of how a SME may develop stable processes in its different supplier-customer contexts. The study points at some necessary basic components of this process approach as a first step for the transition to system supplier.

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Simulation guided value stream mapping and lean improvement: A case study of a tubular machining facility

Cited by 23 publications

References 20 publications

Case Study: Maintenance Proposal of Press Parts Production for Minimize Waste by Lean Manufacturing – Value Stream Mapping (VSM)

Case Study: Maintenance Proposal of Press Parts Production for Minimize Waste by Lean Manufacturing – Value Stream Mapping (VSM)

Analysis of Organization of Production Process on the Basis of Value Stream Mapping

Investing in lean to improve basic capabilities: A strategy for system supply?

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