Value Stream Mapping: A Tool for Waste Reduction

Objective: This study aimed to examine the effect of digitalization on nursing practices using the lean approach. Method: This is a descriptive observational study. The data were collected using an activity chart to record nurses’ direct and indirect care practices and personal work and the Value Stream Map to compare and analyze work processes and determine both waste and value areas in the clinics. The study included a total of 15 nurses from two different internal medicine units of a hospital, including one digital clinic that uses digital applications for nurse work processes, and one partial digital clinic that has limited digital applications. The data were analyzed using current state value stream mapping, lean seven waste areas, and future state value stream mapping. Results: In the digital clinic, 748.5 minutes were allocated for direct care, 129.1 minutes for indirect care, and 562.1 minutes for personal work. Total value-added time and non-value-added time was calculated as 1137.1 and 302.9 minutes, respectively. In the partial digital clinic, 623.9 minutes were allocated for direct care, 404.4 minutes for indirect care, and 411.1 minutes for personal work. Total value-added time and non-value-added time was calculated as 1006 and 433.4 minutes, respectively. According to the future state value stream map prepared in line with the improvement suggestions to eliminate unnecessary production, process, movement, transportation, waiting, and error waste in the current state of both clinics, it is predicted that 1354.3 minutes of value-added time will be obtained and non-value-added time will decrease to 85.7 minutes, by spending 910.9 minutes less on direct care, 190.2 minutes less on indirect care, and 259.2 minutes less on personal work. Conclusion: The lean approach creates a repeated opportunity to review and improve processes. Analyzing nursing processes using the lean approach before and after digitalization and reviewing sources of both waste and value will contribute to implementing higher quality nursing care practices more effectively and safely and to using time and staff more efficiently.

Title: Lean Office in the public sector: Proposal for the Auction Section of a Teaching Unit. Objective of the work: The presente study aims to elaborate a proposal of the value flow of the internal phase of the auction process for the hiring of services of a continuous nature, adapted to the reality of IF Sudeste MG – Campus Barbacena, preserving legal aspects that govern the public administration. Procedures / Methods for Problem Solving: To diagnose the problem, data were collected from documental research, semi-structured interviews and participant observation. Lean Philosophy techniques were used and Case Study was taken as research strategy, wich made it possible to investigate in depth the selected product family for value stream mapping and achievement of objectives. Results: The selected product family was the internal phase of the auction process for contracting continuous services of unarmed patrimonial surveillance. The main technique used was the Current State Value Stream Mapping. The Process had a 71% Efficiency, a Lead Time of 113 days, the waste found as waiting time, transportation, movement and defect were treated with Kaizen event indications in Future State Value Stream Mapping, which reduced the lead time of the process to 73 days. Pratical Inplications: The model proposed in the Future State Value Stream Mapping was presented to managers and discussed until the consensus of the possibility of applicability of the Solution Proposal. Originality and contributions: The originality of the research can be caracterized by its construction based on a concrete case wicho sought in the literature techniques adopted to solve similar problems already addressed in the scientific community through Lean Philosophy. Technical / Technological Production: The Future State Map and the procedures for reaching the future state is the Technical / Technological product derived from this research. The future state to be achieved will bring innovation in the production of auction prcesses, strengthen teamwork and from small improvements, it will shape a culture of continuous process improvement.

Performance-enhancing efforts in the manufacturing industry have centred on ‘lean’ principles and philosophies since the early 1970s. Lean principles, philosophies, tools and methods have also been significantly deployed to enhance performance in service processes within the manufacturing industry, as well as the process industry (e.g. inspection, maintenance and modification-related). It has been observed that when the main business is mostly centred on service-providing processes, significantly less effort is put into exploiting the use of lean approaches to enhance performance. Therefore, it is vital to investigate the potential of ‘lean’ concepts’ implementation in a service-providing organisation. This manuscript is based on the value stream mapping and the value stream analysis (VSA) performed in a Polish telecommunication-industry-related service-providing company. A plain old telephone services-based case study is presented. The service-providing process is analysed in order to identify the current existing drawbacks and to propose improvements to enhance performance. Based on the current state value stream map and the VSA results, a future state value stream map was developed. Then, process efficiency was calculated in order to assess the level of performance improvement.

This research has applied Lean Manufacturing Technique to improve process flow in the manufacture of noise filter products at a case study company. The research procedure started from studying the process and process times at every step in the manufacture of noise filter products. After this was written the current state value stream map to study the overall picture and indicate main problems in the process. From there was conducted brainstorming with the relevant personnel to identify areas of waste. Then methods were proposed to adjust the process, using Line Balancing technique which specified the working time of a semi-automatic soldering machine to determine the cycle time of the process. Adjustments were made to the layout design and to reduce the time used to move components and work pieces. Also, equipment was designed to speed up the work. From there was written the future state value stream map. Once the methods had been applied, it was found that the efficiency of the production line was increased from 56.9% to 85.76%, and staff reduced from 16 to 11, while maintaining production to meet customer demand. Moreover, work in process was reduced by 69.28%, waiting time reduced by 38.91%, working space reduced by 46.91%, the movement of components and work pieces reduced by 56.25%, and non-value added time reduced from 93.92% to 85.64%.

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.

Background Insufficient drug reserves in hospitals pose significant challenges in management, procurement, and distribution. Rising demand often leads to shortages, while overstocking causes waste and expiration. These issues reflect inefficiencies in medical supply warehouse management and highlight the need for improvement. Therefore, enhanced resource management processes are essential to ensure a balanced and efficient medication reserve system. Lean Management is a systematic approach to eliminate waste, reduce costs, and improve efficiency. Value Stream Mapping (VSM), a core Lean tool, supports process redesign by categorizing activities as value-added (VA), necessary but non-value-added (NNVA), or non-value-added (NVA). In this study, VSM was employed to comprehensively analyze the drug disbursement process within the medical supply warehouse management system and to design and develop an enhanced drug inventory management system to improve efficiency and effectiveness. Method This research employed action research methodology with 22 participants from the drug warehouse, outpatient, and inpatient medicine rooms. A user-centered system was planned through focus group discussions. This phase emphasized conceptual framework development and planning. Potential improvements were expected to enhance satisfaction, reduce waiting time, and increase convenience, sufficiency, and availability. Result Phukhieo Chaleomphrakeit Hospital created a future state value stream map, reducing process steps from seven to six. The current system required 1,925 minutes. The redesigned system is expected to take 435 minutes, including 395 minutes for valuable activities. The proportion of value-added time increased to 20.52%, significantly reducing waste from waiting. Conclusion The study demonstrates the effectiveness of VSM in identifying inefficiencies and redesigning processes. The collaboratively developed system eliminated unnecessary steps, reduced waiting times, and enhanced operational efficiency. This provides a practical model for improving pharmaceutical supply chain management in similar hospital contexts.

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: The aim of this paper is to show a successful improvement in operations with the implementation of lean manufacturing strategies in a Caribbean oil and gas company. Design/Methodology: Initially, a review of literature was performed on lean manufacturing (LM) tools. Then interviews and GEMBA walkthrough was carried out in the selected case organisation followed by the problems faced were analysed using value stream map (VSM) together with root cause analysis tools. At the end, future state VSM was developed and the benefits due to implementation of LM principles were quantified. Findings: The study revealed that a traditional approach is currently being used on the shop floor thus increasing the opportunity for hidden wastes between the processes as well as increased repair time due to defective equipment. The results concluded that improved shop floor utilisation, reduction in preparation time and hidden wastes were identified on the shop floor. Originality/value: The review of literature indicated that implementation of the lean principles in the Caribbean oil and gas sector has not been explored. Further, the study results provide a road map for similar organisations to achieve operational improvement but also is valuable for academic and research community for practical implementation of lean principles.

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.

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

Retrofit of two way holding chuck to improve process efficiency and resource management

Due to the government pressure and public awareness, industries are bound to incorporate sustainability in their manufacturing process. In this context, the concept of lean manufacturing and value stream mapping (VSM) process has been used widely in various manufacturing industries to minimize the waste in their production process. The objective of this study is to propose a conceptual model for the integration of VSM tool integrated with various sustainability indicators. The proposed model is capable to assess the manufacturing process into three sustainability dimensions such as economic, social, and environmental. This methodology was applied to two different manufacturing industries such as automotive component manufacturing organization and PVC pipe manufacturing organization, situated in India. The result demonstrated that the proposed methodology identified the areas of improvement after applying these integrated methodologies and clearly enabled the opportunities for improvements in both manufacturing organizations.

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.

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.

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.