Lean Manufacturing through VSM and SMED for Waste Reduction in Paper-Based Packaging

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.

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.

The Value Stream Mapping (VSM) tool is the graphical representation of the current and future state of the production system, used to identify waste in a specific process and is recommended for companies that want to start on the Lean Manufacturing path. This article presents a documentary analysis of its application to know the benefits and limitations that can be found at the moment of making decisions about it. As a result, it was found that the VSM is easy and simple to apply and consists of five main steps for its development; however, inadequate application, lack of knowledge of the processes, and their complexity requires the use of other tools to complement its results when making decisions.

The systematic improvement of processes is practically realised in the industry and economy by operating a Process Management (PcM) System. Many authors also recommend a systematic repetition of Value Stream Mapping (VSM); but the global experiences in applying VSM do more or less indicate a single or punctual application of VSM to improve processes or value streams. The findings discussed in this paper describe the systematic embedding of Value Stream Mapping into the life cycle of a Process Management System using the principles of “innovation and continuous improvement”. Thus the Process Management System enables a systematic, regularly repeating application of VSM by extending its 4-Step-procedure. One suitable way to standardise the application of VSM is specified in this paper on a theoretical base to make this approach international applicable.

Since the end of 20th century, Lean Manufacturing has been recognized as an important approach in competitive industrial environments to improving productivity by reducing process cycle time. To remain competitive in the market, organizations are compelled to find new domains for improvements in order to reduce production lead time and to smooth the flow of processes. The current research aims at designing efficient future VSM to improve productivity by reducing process cycle time and waste in a gear manufacturing process in an automotive industry. The approach was based on mapping the current state of the process to identify the non-value-added activities and also for opportunities for improvement in value added activities. Kaizen events are the main metrics for improvement in the current process by integrating it with the future value stream map. This study concluded that the designed future value stream map helps effectively in identifying the wasteful activities i.e. distance travelled and inventory at different workstations. VSM integrated with Kaizen proves itself a useful approach in achieving continuous process improvement.

The paper discusses Single Minute Exchange of Die (SMED) and machine learning methods, such as neural networks and a decision tree. SMED is one of lean production methods for reducing waste in the manufacturing process, which helps to reorganize a conversion of the manufacturing process from current to the next product. SMED needs set-up activity analyses, which include activity classification, working time measurement and work improvement. The analyses presented in the article are focused on selecting the time measurement method useful from the SMED perspective. Time measurement methods and their comparison are presented in the paper. Machine learning methods are used to suggest the method of time measurement which should be applied in a particular case of workstation reorganization. A training set is developed and an example of classification is presented. Time and motion study is one of important methods of estimating machine changeover time. In the field of time study, researchers present the obtained results by using (linear) multi-linear regression models (MLR), and (non-linear) multi-layer perceptrons (MLP). The presented approach is particularly important for the enterprises which offer make-to-order products. Development of the SMED method can influence manufacturing cost reduction of customized products. In variety oriented manufacturing, SMED supports flexibility and adaptability of the manufacturing system.

Value Stream Mapping (VSM) is a commonly assessed method employed for the analysis of manufacturing processes. The principal asset of the method is its ability to identify wastes. Adopting lean manufacturing and lean management rules it is possible to eliminate such wastes. In the paper the case study of a manufacturing process of sleeves is presented. The current value stream map (CSM) and the future value stream map (FSM) of the sleeve manufacturing process are used. They are investigated with the help of Value Stream Analysis (VSA) that assists the process designer in identification and elimination of wastes. However, the authors think that, in order to take into account all the outcomes of the VSM, the analysis should be assisted by complementary tools such as computer simulations (CSs). CSs were implemented to analyse the data concerning a manufacturing process of the sleeve in order to use the results of VSA.

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 a tool for Lean Manufacturing which is used in mapping and identifying of all the specific actions required to eliminate the non-value activities manufacturing processes. Glides are essentially plastic components manufactured for supporting beds and sofas (legs). Due to globalisation and rapid advances in manufacturing technology, Small to Medium Enterprises (SMEs) involved in the manufacturing of Glides also need to move with the times and be able to adapt to new situations and VSM is the tool for that. This paper seeks to address the application of Value Stream Mapping to the production line for Glides with the aim of eliminating wastes and improving quality in the production of Glides. The current state map (CSM) was designed, analysed and suggestions were then given to improve the operational process while the future state map (FSM) was drawn for lean implementation.

The reduction of lead time in the product development process (PDP) is one of the main challenges faced by organizations operating in dynamic and competitive markets, such as the textile sector. In this context, the application of lean manufacturing principles has proven to be a promising strategy to eliminate waste and increase efficiency. This article aims to analyze the joint application of Value Stream Mapping (VSM) and the Gemba Kaizen (GK) method in a multi-project PDP of a textile industry in Santa Catarina, seeking to highlight how these practices can contribute to continuous improvement. Methodologically, the study adopts action research, conducted in two intervention cycles: the first focusing on waste identification through VSM, and the second on implementing improvements via GK. The results revealed the existence of excessive information inventories, rework, and inconsistencies in material and data flows, which directly impacted lead time. The application of lean practices resulted in a 63% reduction in the rework rate in printing and a decrease of two days in the total PDP lead time. As a contribution, the study demonstrates the applicability of Lean Product Development in sectors still scarcely explored in the literature, such as textiles, while also highlighting the relevance of integrating classical quality tools with lean methodologies. It further suggests the need for future research on the digitalization of VSM and GK, aligning product development with the principles of Industry 4.0 and the circular economy.

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.

This study investigates the implementation of lean tools to enhance process cycle efficiency and reduce production lead time by at least 10% in a case study of pipe sleeve fabrication at one of manufacturing company in Indonesia. Improving production efficiency is a critical investment for manufacture sustainability and competitive advantages. The application of lean tools, such as value stream mapping and pareto analysis, can help reduce process inefficiencies by eliminating non-value-added activities, such as machine breakdowns, waiting, and material handling. The results demonstrate that the implementation of lean tools can increase Process Cycle Efficiency (PCE) from 39.76% to 51.40% and reduce Manufacturing Lead Time (MLT) by 22.63%. This case study provides insights into how lean tools can be applied to improve productivity in manufacturing processes. Lean tools can be implemented across various manufacturing industries to enhance their productivity. Broader implications of implementing lean method suggest that companies can enhance productivity, reduce cost of production, improve quality, and ultimately increase their competitive advantage in the market.

Minimizing mold changeover time is a critical challenge in the plastic injection molding industry, as it directly impacts productivity, operational efficiency, and competitiveness. This study introduces an integrated approach that combines Lean Manufacturing tools, the DMAIC methodology (Define, Measure, Analyze, Improve,Control), and Single Minute Exchange of Dies (SMED) techniques, enhanced by fuzzy logic and artificial intelligence (AI). The methodology focuses on improving mold changeover processes for the NEGRI BOSSI 650 machine by identifying bottlenecks, transforming internal tasks into external ones, and optimizing workflows to reduce downtime and improve overall efficiency. Key phases of the study included identifying the root causes of inefficiencies through data collection and analysis, streamlining task sequences using real-time process data, and balancing the production line by redistributing workloads and reducing bottlenecks. Fuzzy logic and AI technologies were employed to support decision-making and enhance optimization, ensuring a robust and adaptable framework for continuous improvement. The results obtained were of high impact a 65% reduction in mold changeover time and a 46.8% improvement in Process Cycle Efficiency (PCE) with significantimprovements in terms of the global line balancing. These findings validate the effectiveness of combining Lean principles with advanced technologies such as fuzzy logic in solving Industry challenges, improving resource utilization, and ensuring long-term operational performance. This study just goes to prove that a structured Lean Manufacturing approach combined with innovative tools and automation can drive significant improvement in the plastic injection molding industry, establishing a scalable and competitive strategy for operational excellence.

This article describes the application of value stream mapping to analyze and redesign the way of managing the materials procurement stage of a project. A framework based on integrated definition (IDEF) methodology, the stream analysis approach, activity-based costing, and discrete event simulation is presented. The stream analysis approach is used to analyze, diagnose, and manage process changes represented using an IDEF model. A dynamic simulation is used to evaluate the impact of the changes considered, to support the analysis of the process, and to model the performance of the proposed process. The overall methodology is demonstrated by applying it to a company whose core business is the design and construction of offshore oil rigs. The company specializes in engineering, procurement, and construction projects and has an annual portfolio of about six projects. Many of these projects have common features in terms of design and components, and they are all also characterized by a short “time to delivery.” For this reason, this study was aimed at assessing the possible effects that the application of new materials management policies could have on reducing both project completion time and the resources required.

Value stream mapping (VSM) applies to all consumer operations engaged in the design, production and distribution of products and services. Objective of this research is to draw up the existing state diagram for the products in Heavy Engineering Equipment State Company (HEESCO) as a case study, that deals with job-shop production to Identify and minimize the additional tasks that are not appreciated and recommend a potential state to reduce the lead time of production and maximize the time of value added.