Line Balancing Study Using Value Stream Mapping Tool on Lean Manufacturing: A Case Study in an Electronic Industry

Con el propósito de neutralizar los diversos problemas de pérdidas productivas, en los procesos constructivos se desea implementar la herramienta Value Stream Mapping (VSM) la cual pertenece a la filosofía Lean Manufacturing que es implementada en Lean Construction, con el fin de tener una construcción sin pérdida, dicha herramienta consiste en la creación de mapas que representan el procedimiento de las actividades y flujos de información necesarios para obtener un producto en su etapa final, en este caso sería la obtención de un elemento estructural. La cual nos podrá ayudar a obtener un diagnóstico del estado actual de los procesos. Value Stream Mapping no solo detecta los problemas productivos desde su origen, si no te ayuda a poder proponer mejoras en los procesos con el objetivo de poder eliminar las pérdidas productivas del proyecto en general. Una vez analizada las propuestas de mejora se procederá a realizar un mapa de estado futuro obteniendo un mayor rendimiento en el ciclo de producción. Los datos obtenidos en campo fueron tomados en un periodo aproximado de 3 meses en la obra “Condominio Bolivia Nº 4848” (Edificio Multifamiliar) dichos datos permitieron obtener el rendimiento productivo actual de los procesos, mediante la herramienta Value Stream Mapping se procedió analizar el estado actual y elaborar el mapas de flujos de valores para ver el estado futuro del proceso del elemento estructural. Para la elaboración del mapa del flujo de valor futuro se consideró las mejoras obtenidas por el Value Stream Mapping, finalmente, se justifica que si se puede mejorar los procesos constructivos a través de la herramienta Value Stream Mapping.

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.

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.

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.

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.

Design and evaluation of a Lean Manufacturing framework using Value Stream Mapping (VSM) for a plastic bag manufacturing unit

PT Surya Plastindo is a company that produces plastic sacks. The finishing workstation often encounters various issues, including an excessive number of defective printed products and production quantities consistently exceeding order specifications. This study aims to eliminate waste and implement improvements in the finishing workstation. The lean manufacturing method is suitable for reducing waste at PT Surya Plastindo. The waste elimination process begins with describing the production flow and calculating cycle times for each process, using Value Stream Mapping (VSM) to depict the current state. Subsequently, the Waste Assessment Model (WAM) is employed to weight and rank critical waste. The most critical wastes are further analyzed using value stream mapping tools, with the VALSAT tool selected to map the value flow during production. Finally, a five-why analysis is performed to recommend improvements. According to WAM’s waste weighting calculations, defects (20.76%), motion (18.32%), and overproduction (17.54%) are identified as the most significant wastes. The analysis, combined with discussions with production heads and detailed mapping using VALSAT tools, resulted in three recommendations for improvement: the creation of daily production cards, checklists for printing machines, and plastic sack supports for the printing machines. The implementation of these improvements resulted in a reduction in delays and increased efficiency in plastic sack production.

Lean manufacturing has emerged as a transformative operational philosophy aimed at maximizing value while minimizing waste across production systems. Rooted in the principles of continuous improvement, waste elimination, and respect for people, lean practices have significantly influenced operational efficiency in modern industries. This study explores the impact of lean manufacturing techniques such as Just-In-Time (JIT), Kaizen, Six Sigma integration, value stream mapping, and standardized work processes on improving productivity, reducing lead time, enhancing quality, and optimizing resource utilization. The research highlights how lean practices contribute to cost reduction, process stability, and improved customer satisfaction. By analyzing operational performance metrics, the study demonstrates that organizations implementing lean principles experience enhanced efficiency, reduced variability, and better adaptability to dynamic market demands. Furthermore, the study emphasizes the importance of organizational culture, employee involvement, and leadership commitment in ensuring successful lean implementation. The findings provide valuable insights for manufacturing firms aiming to improve competitiveness through operational excellence. Keywords: Lean Manufacturing, Operational Efficiency, Waste Reduction, Continuous Improvement, Just-In-Time, Kaizen, Productivity, Process Optimization

This work investigates the optimization of a batch type of production and operational management in an aluminium company using a lean manufacturing system. The operation and production system of the case study company runs in various sectors, which led to waste in the system, hindering the company's ability to meet customer demand. Through operational data analysis and questionnaires, the team identified the types of waste generated by the case study company. Lean manufacturing techniques such as eight deadly wastes, Heijunka, takt time, 5S approach, quality tool management, value stream mapping, Kaizen, Kaban, Gemba, and top and bottom-level involvement were employed to manage the waste. The findings reveal defects in inventory, transportation, waiting times, and untapped ideas of employees, all of which significantly impact the company's performance. This allows for daily production of small batches of aluminium alloys (AA3001, AA3105, and AA3110) without issues, supported by the principle of pull production. Additionally, the application of Takt time results in a significant reduction of production time, leading to improved efficiency. The study also highlights the high interaction effect of transportation, defects, and inventory wastes on various production lines, such as the bogie fitting line paint line, and anti-intrusion. Among the lean manufacturing tools, Kaban, standard work, and 5S are identified as the most frequently used. The research findings provide valuable insights for manufacturing industry leaders to spot the performance gaps and enhance the application of lean manufacturing practices.

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

A good manufacturing practice for production assembly can result in better productivity for the organization. This study focusses on productivity improvement of Electronics Manufacturing Service Company (EMSC) production assembly. It also aims to reduce waste and to propose a leaner line balancing with the elimination of non-value-added activities during the assembly. This study also aims to utilize current workstation to carter for the needs of the workstation to achieve 39 seconds takt time. Time study has been conducted for all workstations and found that all of the cycle time for each workstation exceeds the required takt time of 39 seconds. The bottleneck is at workstation number two with a recorded standard time of 54.1 seconds to complete the assembly thus causes high work in progress at workstation number two and excessive operator idle time to subsequent workstations. The main issue of EMSC is high volume demands from the customer and committing to the shipment plan. By adding one additional operator to workstation number two and a proper distribution of tasks may help EMSC to increase their production output. Time study is recorded in standard work form for future improvement.

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.

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.

Nowadays organizations are involved in a complex environment with continues changing, that should impels the innovations looking for increase production performance, quality improvement, customer satisfaction and create a competitive advantage. Lean manufacturing provides an approach to identify and eliminate waste and all non value added activities through continuous improvement. The use of lean manufacturing as a set of “tools” that assist in waste identification and besides linked to DMAIC stages from six sigma could result in a systematic approach toward increasing value through production flow, statistical capability from the process and customer satisfaction; synergizing company efforts. An application case in an electronic industry from this integration is presented where sigma level from process was raised to 4.625 (99.91% efficiency), postulating VSM (Value Stream Map) and DMAIC stages as an essential first step from lean and six sigma respectively. The emerging integration that is already used in many industries is referred as Lean Six Sigma.

As business competition intensifies, an organization needs to streamline operations and improve plant performance, focusing on minimizing waste. At Company XYZ, inefficient processes have led to persistent waste in crude palm oil (CPO) production, particularly in the forms of motion, waiting, and transportation. The objective of this study is to identify waste in the CPO production, analyze its root causes, and propose actionable improvements. A lean manufacturing approach was employed using Value Stream Mapping (VSM), Waste Assessment Model (WAM), Waste Assessment Questionnaire (WAQ), Value Stream Mapping Tools (VALSAT), and Cause-and-Effect Diagram methodologies. The VSM analysis revealed motion, waiting, and transportation as the primary waste categories. Waste identification using WAM ranked motion as the most significant waste (19.39%), followed by waiting (14.91%), transportation (14.57%), overproduction (14.23%), defects (14.21%), inventory (14.17%), and overprocessing (8.52%). Process Activity Mapping (PAM) identified 34 activities, with 50% being value-added, 9% non-value-added, and 41% necessary but non-value-added. This research improves operational performance and productivity in CPO production using lean tools. These interventions are expected to reduce waste and enhance operational performance significantly.