Improving production efficiency through Lean Flexible Cellular Manufacturing Simulation

Background: Lean Hospital is needed in order to hospital can fulfill patient’s needs optimally, can give health service as much as possible to the patient. This research has a purpose for identifying medicine service, waste and the root cause of waste, so than we give reparation suggestion to medicine service that happens in Outpatient Pharmacy Installation of Regional Public Hospital.
 Objective: Respondent In this study, patients or their families and pharmacy
 Methods: This research is study case research with qualitative approach. The research stages are doing observation of service process’s flow which is made in value stream mapping, distributing questionnaires of patient’s value and waste, doing interview by 5 why method for knowing the root cause and waste critical. The proposed of improvements is obtained from Head of Hospital Pharmacy Installation.
 Results: The research result showed that the service medicine process of pharmacy installation has been lean. Waste critical that is obtained, is waste motion 21,1%.
 Conclusion: The root cause of waste motion is manually, there is a space that separates between rooms, Emergency Installation/ IGD’s service, Outpatient and Inpatient has not been done separately yet. Adding visual management, rearranging the layout of the room is a suggestion for improvements to eliminate waste.

<p><em>In the automotive industry, increasing competition requires companies to continuously optimize production processes to enhance quality and efficiency. PT. XYZ faces issues in the repair process of units with defective parts, causing production delays and unmet daily targets. This research aims to identify and eliminate waste occurring in the production process, particularly waste delays, by applying the Lean Manufacturing concept. The methods used are Value Stream Mapping (VSM) and Fishbone Diagrams to analyze process flow and identify the root causes of waste. Primary data were obtained through direct observation and interviews with relevant parties at PT. XYZ, while secondary data consisted of historical production records.The research results indicate that the most significant waste delays occur in the repair unit for vehicles with defective parts, caused by insufficient manpower, material delays, and suboptimal machine performance. Through improvement suggestions based on the 5W+1H analysis, PT. XYZ is expected to reduce time waste, improve production efficiency, and meet the set daily production targets. The application of Lean Manufacturing has proven effective in helping the company identify and address waste issues in the production process.</em></p>

Purpose: This study investigates the production process of the selected product, aiming to identify and implement improvements. The objective is to analyze various stages of the production process to pinpoint areas that can be optimized for enhanced efficiency and quality. By focusing on the selected product, the study will evaluate current methodologies, employ advanced techniques, and propose actionable solutions to improve overall production outcomes. Design/methodology/approach: The core methodologies employed in this project were Value Stream Mapping (VSM) and the 5S framework. VSM was utilized to visualize the current state of the production process, identify inefficiencies, and design an optimized future state. Concurrently, the 5S methodology was applied to organize the workspace, enhance efficiency, and maintain discipline in operations. These methodologies were chosen for their proven effectiveness in Lean Manufacturing and continuous improvement initiatives. Findings: The study meticulously documented the state of the production process before the implementation of these improvements, providing a baseline for comparison. After the application of VSM and 5S, the production process was re-evaluated to measure the impact of the improvements. The results demonstrated significant enhancements in efficiency, organization, and overall productivity. Practical implications: The findings of this research underscore the importance of structured project management and the strategic application of lean methodologies in manufacturing. The improvements observed in the production process of selected product serve as a testament to the effectiveness of VSM and 5S in driving process optimization. This study provides valuable insights for manufacturing professionals seeking to implement similar improvements in their own production processes. Originality/value: The originality and value of this research lie in its practical application and comprehensive analysis of Value Stream Mapping (VSM) and the 5S framework, demonstrating their combined effectiveness in significantly enhancing efficiency, organization, and productivity in the production process of the selected product. Keywords: Lean Manufacturing, Visual Management, Standardization, Value Stream Mapping. Category of the paper: Case study.

Company YS participates in managing the natural gas network by creating a Metering Regulating System (MRS), which is a tool to measure gas usage and damage to the natural gas network. Based on the data obtained, the MRS delivery process was often not in accordance with the agreed schedule, there was a delay of up to 46%, namely 50 days late from the planned schedule. To overcome these delays, waste reduction is carried out by mapping the overall condition of the company in Value Stream Mapping (VSM) and mapping in detail with the Value Stream Mapping Analysis Tools (VALSAT). In the VSM method, a Current Value Stream Mapping is carried out which then identifies the waste in which the correlation score between the wastes is described in a matrix called the Waste Relationship Matrix then followed by the calculation of the Waste Assessment Questionnaire. Then in the VALSAT method, further waste identification was carried out using seven tools. The most influential percentage of waste that has been obtained is then searched for the root cause using a fishbone diagram and then eliminated and depicted in the Future Value Stream Mapping. The most influential waste in the fabrication process is Waiting and after repairs according to the recommendations, the lead time is obtained from 41,822.60 minutes or 99 working days to 35,055.60 minutes or 83 working days so that the fabrication process can be completed 3 days faster than scheduled.

Value stream mapping (VSM) is considered as an important tool in lean manufacturing that allows analysts to visualize the actual situation that happens in the production value stream. However, in high-variety and low-volume factories, conventional VSM which is more static in nature, unable to give real vision of the variability problems concerning production process. As such, the purpose of this paper is to review the role of VSM in a dynamic context which is more efficient in today`s complex and dynamic manufacturing system.This paper discusses the conventional VSM, its applications and limitations as well as how conventional VSM integrates with computer simulation to display more dynamic behavior. Both these conventional and dynamic VSM have their own benefits and drawbacks according to their applications in the manufacturing industry. As a conclusion, this paper shows that simulation applications can help to support VSM for companies that intend to transform to lean. This work is very useful for both scholars and companies to know how much an output can be produced within the predicted lead time before making physical changes to the system in order to save both money and time.

The quail farming industry in Indonesia has recently experienced significant growth, which has led to an increase in demand for quail eggs. This shows substantial challenges in quail egg farming, namely low operational efficiency and high levels of waste in the production process. This study aims to improve operational efficiency by reducing waste in a quail egg farming production at CV. Vigaza uses lean manufacturing and the theory of constraints. Lean tools such as value stream mapping, waste assessment model, and value stream analysis tools are applied to identify the dominant wastes. The theory of constraints is used to determine the root cause using the current reality tree. The process activity value-added ratio has improved from 60.73% to 68.91%, lead time has decreased from 12.1 to 10.99 days, and the defect rate has reduced from 0.68% to below 0.5%. Overproduction is recommended to align production with the market demand rather than the production cycle. Integrating the lean method and the constraint theory effectively reduced waste in a small-scale agricultural production, a quail egg farm. These findings suggest a potential for adopting lean techniques in the agricultural sector in Indonesia. Keywords: Lean Manufacturing, Value Stream Mapping, Waste Assessment Model, Value Stream Analysis Tools, Theory of Constraints

This paper showcases the use of the lean manufacturing tool known as Value Stream Mapping (VSM) as a means of identifying and reducing waste in a water bottling factory. Value Stream Mapping (VSM) is a Lean Manufacturing technique for identifying where wastes occur in a manufacturing process. A Current State Value Stream Map (CVSM) was utilized in identifying the sources of waste in the current state of operations of the water bottling plant. On the other hand, a Future State Value Stream Map (FVSM) was used in proposing an improved state of the plant’s production processes. The CVSM aided in discovering that manual inspection was one of the sources of waste in the factory which led to waste in the form of over processing. The FVSM displayed a proposed state with an improvement of manufacturing lead time and cycle time of about 42.1 per cent and 22.2 per cent respectively. The proposed state of the water bottling process also required lesser workers, with a reduction of 2 quality inspectors, therefore a drop in the cost of labour was also achieved.

This research aims to reduce waste in the R-Water Filling Service Small and Medium Enterprises (SMEs) by applying the principles of Lean Manufacturing, specifically 5S (Seiri, Seiton, Seiso, Seiketsu, Shitsuke). The main problem identified is the length of service time caused by waste, which often hinders the achievement of daily sales targets. Through the Lean Manufacturing approach, we mapped and identified waste through Value Stream Mapping and Process Activity Mapping. The results of Value Stream Mapping show that R-Water's service process lead time is 822.22 seconds. Waste identification revealed the existence of waste motion in filling gallons of water. Based on these findings, root cause analysis was conducted using the Lean Manufacturing 5 Whys approach. The improvement phase was based on the root cause and applied the 5S principles. This improvement's results significantly impacted, reducing the lead time to 750.2 seconds. This research makes an essential contribution to minimizing waste in the service process, which in turn improves operational efficiency and helps achieve set sales targets.

Lean manufacturing emerged as an evolution to traditional production management systems amid the crisis that plagued Japan and then required Japanese companies to dry up their spending and optimize their costs. An initial tool for deploying lean manufacturing in any enterprise is value stream mapping. Based on the great importance and applicability of lean manufacturing with the help of mapping the flow of value in industrial environments, the question of research has arisen: can the application of value stream mapping in hospitals bring positive results as it has brought to the industries? Therefore, the main objective of this research is to analyze the productive environment of a university hospital, as a case study, identify bottlenecks and waste by current value stream mapping, and propose improvements with the aid of future value stream mapping. The expected results after the proposed improvements are implemented are reduction of the total lead time (time spent in the hospital), reduction of waste, better management in sight, and greater commitment of all those involved directly and indirectly in the process. This research, in its methodology, is classified as exploratory, qualitative, and used bibliographic review and case study to validate the content researched and potentiality of application in hospital environments.

One of the big investment in a business is facility design. It is a long-term investment due to great value. In its development, PT. Dwi Putra Sakti faced some problems related to facility layout. Problems that can be identified, such as work in process that has accumulated on the production floor, as well as the anorganizad facility layout. Therefore, it is necessary to redesign the layout for the production process more effective and efficient. This study uses a lean manufacturing approach to redesign facility layout. It used value stream mapping, seven waste, cellular manufacturing and 5S principle. Analysis of the implementation result is used to design the layout of the new facility. Level layout that will be examined are the macro-and micro-layout layout. Results of macro-layout design is decreasing production cycle time of trousers. While the micro-layout design is decreasing in material handling displacement.

Purpose: Lean manufacturing, originating from the Toyota Production System (TPS), aims to reduce waste and optimize resources. Developed countries must adopt Lean practices for performance improvements while developing countries often use just-in-case approaches. Value Stream Mapping (VSM) is a crucial tool for diagnosing, implementing, and maintaining Lean Manufacturing, helping identify improvement opportunities and eliminating waste. The research at the company aims to eliminate Lean wastes and line unbalancing issues to improve lead time and the value-added ratio (VAR), enhancing production efficiency. The research aligns with Sustainable Development Goal 12 (Responsible Production & Consumption) by focusing on waste reduction. Methodology: The research uses time study, Edaw max, and Visio software to analyze tasks, create VSMs of current and future states, and control charts to examine data variations over time. Data collection involves cycle time, batch size, packet size, and the number of workers required for each activity. Findings: The research objectives include studying the existing scenario of production units via VSM, identifying, and eliminating Lean wastes, and comparing proposed and existing scenarios for improvement opportunities. The literature review highlights the importance of Lean manufacturing in eliminating unnecessary processes, reducing lead time, and fostering positive stakeholder relationships. Unique Contribution to Theory, Practice and Policy: This study suggests the better way to reduce the lean wastages and balance the line by using VSM technique. The future state VSM is created to conceptualize potential improvements and gather feedback, focusing on reducing non-value-adding tasks, work-in-process inventory, workforce, and overall process time.

Striving to improve productivity, industries have used different management approaches, being lean manufacturing the most used over recent years. Lean manufacturing is based on value creation for the customer and elimination of waste that occurs during the production process, while improving working conditions. The incorporation of ergonomic aspects in the workstation design also contributes for the referred objectives, since it will reduce awkward postures or excessive effort during work, leading to better working conditions and increased productivity. The present study highlights, through a case study in four production areas of a metallurgical industry, the benefits of using an integrated operations management approach to improve productivity and ergonomic aspects. Several ergonomic methods, such as Rapid Upper Limb Assessment (RULA), Strain Index (SI), and Rapid Entire Body Assessment (REBA), were chosen to evaluate the ergonomic situation and lean manufacturing tools such as Value Stream Mapping (VSM) and 7 wastes were also used to analyze the systems and increase the productivity by eliminating several wastes. The results of this study show that it is possible, and desirable, to consider both aspects, ergonomic conditions and productivity, during continuous improvement’ implementations. In fact, the improvements reached through the advances in ergonomic conditions can contribute very positively for productivity increasing.

Many organisations both in India and abroad are implementing Lean Manufacturing (LM), but only a few companies have achieved a significant competitive advantage over other organisations. One of the reasons for this can be attributed to the lack of understanding by the managers regarding 'what changes will happen in an organisation, when it gets transformed by the principles and practices of LM?' Even though LM tools such as Value Stream Mapping (VSM) can act as a blueprint for transformation, it suffers from various shortcomings. Hence, researchers suggested that simulation can be used in conjunction with VSM. However, a related literature review revealed that there are not many studies that deal with simulation and implementation of multiple LM elements in a time- and temperature-dependent batch manufacturing environment. Hence, in this paper, an attempt has been made to fill this gap, thereby providing a detailed application of modelling and simulation techniques beyond 'traditional' manufacturing.

Empirical analysis of productivity enhancement strategies in the North American automotive industry

Value stream mapping (VSM) is an important tool which identifies and reduces errors and losses, and enhance product quality which could lead to empowered production unit and the reduction of production cost in a lean production (LP) environment. The main purpose of this study is to investigate the operational principles of lean approach using proposed processes for VSM implementation, and through extracting the required information of VSM, and using related methods and techniques. Based on a case study in a manufacturing firm and using VSM technique, the operational processes and the specific steps which cause loss in production process were identified and removed using Kaizen approach. The obtained results show increased value added in final product, improved production process, reduced lead time and improved value creating time, which are shown in the future VSM. Using principles of VSM and following a Kaizen approach, helped the authors to identify loss points, and make right decisions to choose the best methods and lean tools for improvement. The surveyed company can avail the proposed method and future VSM towards analysing its current processes and making the necessary changes toward decreasing production cost and enhanced product quality which could lead to increased customer satisfaction.