Utilising Simulation to Enhance Value Stream Mapping: A Manufacturing Case Application

McDonald, Thomas N.; Aken, Eileen M. Van; Rentes, Antônio Freitas

doi:10.1080/13675560210148696

Cited by 167 publications

(95 citation statements)

References 8 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…The calculation of inventory levels, lead times, throughput or other KPIs using arithmetic methods thus is not possible. Especially the variation of inventory levels for different scenarios cannot be observed by only a future state map as a static model (McDonald, van Aken, & Rentes, 2002). As stated above the use of simulation to quantify future states is suggested by various authors.…”

Section: Dynamic Quantification Addressing Variabilitymentioning

confidence: 99%

“…Various authors are addressing that fact by using discrete event simulation to quantify required outcome before implementation (Detty & Yingling, 2000;Wolff, 2013;Lanza & Ude, 2010;McDonald, van Aken, & Rentes, 2002;Standridge & Marvel, 2006;Abdulmalek & Rajgopal, 2007;Azadeh, Seifoory, & Abbasi, 2007;Boerkircher & Gamber, 2010;Brueggemann & Mueller, 2008;Lian & van Landeghem, 2002). Sometimes the efforts for performing such a dynamic quantification (e. g. creating the simulation model) are exceeding the aspired gains.…”

Section: Quantification Of Value Stream Maps Addressing Variabilitymentioning

confidence: 99%

“…At first it aims to assess the product family with the highest potential, then to analyze and map the real production processes and to derive and implement a more suitable future state. The model is directed on the immediate implementation of one future state and to continuously improve that in small steps (Rother & Shook, 1999;McDonald, van Aken, & Rentes, 2002). A future state validation, the development of multiple future states or the inclusion of volatile data are not suggested, see figure 1.…”

Section: State Of the Art Value Stream Optimizationmentioning

confidence: 99%

See 2 more Smart Citations

Learning to See Clear: Quantification and Multidimensional Assessment of Value Stream Mapping Alternatives Considering Variability

Roessler

Metternich

Abele

2014

BMR

View full text Add to dashboard Cite

The prior quantification and validation of future state maps in lean production and optimization projects mostly is not taken into consideration in the traditional value stream mapping approaches. Furthermore the implementation of future states is based upon the trial and error principle. The effects of proactively changing production systems often are unknown and could underlie vast variations due to the planned outcome. So for many managers hard facts are missing and the uncertainties included in such a value stream optimization project are very high. This prevents a necessary system change accompanied by the adoption of lean methods. Thus in this paper a comprehensive value stream optimization approach is presented which primarily focuses upon chances for prior static and dynamic future state map quantification. Under consideration of parameter variability a downstream multidimensional assessment of possible design alternatives is proposed using a fuzzy decision making method to facilitate transparency in the selection of the most adequate future state map. The method described in this paper will be discussed at an industrial case study.

show abstract

Section: Dynamic Quantification Addressing Variabilitymentioning

confidence: 99%

Section: Quantification Of Value Stream Maps Addressing Variabilitymentioning

confidence: 99%

Section: State Of the Art Value Stream Optimizationmentioning

confidence: 99%

See 1 more Smart Citation

Learning to See Clear: Quantification and Multidimensional Assessment of Value Stream Mapping Alternatives Considering Variability

Roessler

Metternich

Abele

2014

BMR

View full text Add to dashboard Cite

show abstract

“…Hines et al (1998) consider takt time as the most important parameter, based on which the future state of any value stream is modelled. It is calculated by dividing the 'available working time per day' by the 'customer demand per day ' (McDonald et al, 2002). Considering that the company operated one shift of 8 hours with a lunch break of 30 minutes, 25 days/month and that the customer demand was 100 units/day, the takt time was calculated to be 270 sec/unit.…”

Section: Takt Time and Bottle Neck Operationsmentioning

confidence: 99%

“…Information flow includes information that tells each process what to produce and when to produce it (McDonald et al, 2002). In this case, specific information that included weekly and daily production and machine schedule, requirements of raw material, suppliers' lead time and daily shipping schedules were collected from the planning, production and control (PPC) department of the organisation studied.…”

Section: Data Collection and Drawing The Current State Mapmentioning

confidence: 99%

A VSM improvement-based approach for lean operations in an Indian manufacturing SME

Saboo¹,

Reyes²,

Er³

et al. 2014

IJLER

View full text Add to dashboard Cite

Abstract:The current economic environment in the Indian manufacturing industry is offering a perfect opportunity to SMEs of this country to develop and grow by acting as suppliers of large multinational original equipment manufacturers (OEMs). To meet the challenge of offering high standards of quality, cost and delivery (QCD) to these multinational OEMs, Indian manufacturing SMEs must implement effective approaches, such as lean manufacturing, to continually and systematically improve their operations. However, the academic literature indicates that the adoption of lean manufacturing and some of its tools, such as value stream mapping (VSM), by Indian manufacturing SMEs is feeble, or in many cases lean initiatives have been unsuccessful. This paper presents a successful application of VSM in an Indian manufacturing SME. The results of the study and operational improvements achieved indicate that the application of VSM is an effective 42 A. Saboo et al.strategy for organisations of this type to improve their processes and thus meet their current challenges. This paper contributes by providing empirical evidence of the application of VSM in India and thus it can be used as a guiding reference for managers and engineers to undertake specific process improvement projects, in their organisations, similar to the one presented in this paper.Keywords: India; lean operations; manufacturing; SME; value stream mapping; VSM.Reference to this paper should be made as follows: Saboo, A., Garza-Reyes, J.A., Er, A. and Kumar, V. (2014) 'A VSM improvement-based approach for lean operations in an Indian manufacturing SME', Int.

show abstract

The Impact of Lean on the mining industry: A simulation evaluation approach

Maunzagona

Telukdarie

2017

INCOSE International Symp

View full text Add to dashboard Cite

The mining industry, especially in Southern Africa, is experiencing significant uncertainty and volatility, and it has become important for mining organizations to find ways to reduce cost and improve operational efficiency. The Lean principle mainly aims to reduce waste specific to resources, time and cost and has slowly been adapted into the mining industry. The main objective of the study was to evaluate the impact of applying the Lean principle in a mining company using simulation modeling. The study commences with literature review so as to explore the most recent Lean application in mining. A case study was utilized to identify and examine the production flow that exists on the diamond production set up. Sample data was collected, and a current state Value Stream Map was constructed. A simulation model of the production set up of the diamond mine was configured and simulation‐optimization techniques are utilized. The study contributes to the understanding of the link between the Lean principle and efficient execution of mining operations. The study also illustrates simulation modeling as a tool to compliment Lean evaluation.

show abstract

Utilising Simulation to Enhance Value Stream Mapping: A Manufacturing Case Application

Cited by 167 publications

References 8 publications

Learning to See Clear: Quantification and Multidimensional Assessment of Value Stream Mapping Alternatives Considering Variability

Learning to See Clear: Quantification and Multidimensional Assessment of Value Stream Mapping Alternatives Considering Variability

A VSM improvement-based approach for lean operations in an Indian manufacturing SME

The Impact of Lean on the mining industry: A simulation evaluation approach

Contact Info

Product

Resources

About