Journal articles: 'Value Stream Mapping'

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Hines, Peter, Nick Rich, and Ann Esain. "Value stream mapping." Benchmarking: An International Journal 6, no. 1 (March 1999): 60–77. http://dx.doi.org/10.1108/14635779910258157.

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Haefner, Benjamin, Alexandra Kraemer, Torsten Stauss, and Gisela Lanza. "Quality Value Stream Mapping." Procedia CIRP 17 (2014): 254–59. http://dx.doi.org/10.1016/j.procir.2014.01.093.

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Ahmad, A. N. A., Sulaiman Hj Hasan, and H. Norafifah. "Development of Computerize Value Stream System." Advanced Materials Research 915-916 (April 2014): 1405–11. http://dx.doi.org/10.4028/www.scientific.net/amr.915-916.1405.

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Value stream mapping (VSM) was initially developed to use of the suite of tools to help researcher or practitioner to identify waste in individual value streams and find an appropriate method to its removal. The process itself is simple and straightforward is used to identify waste using lean manufacturing technique, determined causes of the waste through the value stream mapping method and to propose solution to improve workplace environment. In this project is made an attempt to computerize the process though the application of VSM. Computerize value stream system is basically a method which is an internet networking system combining traditional concept of value stream mapping method to be used at manufacturing company to reduce wastes. This paper summarizes the way to develop an internet, online and network based of an efficient computerize value stream system to improve operation value of the manufacturing company. This paper reviews the design of package that will replace the manual method of doing VSM. This package will be applied in a real shop floor environment.

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Sekaninová, Monika. "A VALUE STREAM MAPPING IN ADVANCED MANAGEMENT SYSTEMS." International Journal of Entrepreneurial Knowledge 10, no. 2 (December 22, 2022): 68–79. http://dx.doi.org/10.37335/ijek.v10i2.170.

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All efforts in advanced management systems should maximize value for the customer. One effective way to identify and realize this value is to map the product's flow from end customer to a supplier by visualizing the value streams of individual processes. This paper aims to analyse and propose the introduction of a lean value stream in vacuum pump assembly to achieve increased production output. Vacuum technology is the field of engineering concerned with creating and using a vacuum. It, therefore, deals with an environment in which the gas pressure is lower than the atmospheric pressure. A vacuum pump is a gas pump that extracts air from an enclosed space to create a vacuum. The basic parameters are the vacuum level achieved and the pumping speed. Several design solutions are available that meet the aforementioned basic parameters. A turbomolecular pump was selected for this study. The incentive to improve the material and information flow on the vacuum pump assembly line is the significant increase in orders from the customer. The technique used is production value stream mapping. Following the output of the Value Stream Mapping (VSM), a change plan is determined to optimize the assembly process, which will positively influence the future state of the value stream to meet the customer's requirements.

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Michalski, Krzysztof. "Product analysis using value stream mapping." Multidisciplinary Aspects of Production Engineering 2, no. 1 (September 1, 2019): 467–75. http://dx.doi.org/10.2478/mape-2019-0047.

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Abstract The sales market requires both the highest quality of offered goods and satisfactory prices for the buyer. In addition to the reliability of the important aspects are also the time of order fulfillment, reliability, readiness to act around the clock, and service of sold goods after their sale. In the production and confection of conveyor belts, the priority is a customer who, having strictly defined product requirements, also has individually focused goals. To meet these aspects, you need to look after the product both during its production and after. The products of this industry are specific, so that they can be used, after sales service is often required to be installed at the customer and possible actions to maintain their good condition during operation. The article analyzes selected production processes of transmission belts to identify disturbances. The analysis uses the value stream mapping method. Then, improvement methods were proposed.

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García Cantó, Mónica, and Antonio Amador Gandia. "Cómo aplicar "Value Stream Mapping" (VSM)." 3C Tecnología_Glosas de innovación aplicadas a la pyme 8, no. 2 (June 14, 2019): 68–83. http://dx.doi.org/10.17993/3ctecno/2019.v8n2e30.68-83.

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Hines, Peter, and Nick Rich. "The seven value stream mapping tools." International Journal of Operations & Production Management 17, no. 1 (January 1997): 46–64. http://dx.doi.org/10.1108/01443579710157989.

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Braglia, Marcello, Marco Frosolini, and Francesco Zammori. "Uncertainty in value stream mapping analysis." International Journal of Logistics Research and Applications 12, no. 6 (August 19, 2009): 435–53. http://dx.doi.org/10.1080/13675560802601559.

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Ton Nguyen Trong, Hien, and Gareth Jones. "APPLY VALUE STREAM MAPPING TO “ETP ION DETECTTM” COMPANY." Hue University Journal of Science: Economics and Development 128, no. 5B (February 19, 2020): 51. http://dx.doi.org/10.26459/hueuni-jed.v128i5b.5379.

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Abstract: Value stream mapping (VSM) is a tool often applied in organisations working with lean in order to visualise and analyse production processes. By creating a value stream map, organisation can identify its main criticalities, look at both information & material flow mapping in order to enhance lean manufacturing. Hence, the purpose of this work was to develop a value stream mapping for ETP Ion Detect Company (ETP) to demonstrate the possibilities of seeing sources of waste, shortening the lead-time, and reducing work-in-process inventory with the value stream mapping application.Key words: lean production, value stream mapping, current state map, future state map

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Roh, Philip, Andreas Kunz, and Konrad Wegener. "Information stream mapping: Mapping, analysing and improving the efficiency of information streams in manufacturing value streams." CIRP Journal of Manufacturing Science and Technology 25 (May 2019): 1–13. http://dx.doi.org/10.1016/j.cirpj.2019.04.004.

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Jordan, E., T. Berlec, L. Rihar, and J. Kusar. "Simulation of Cost Driven Value Stream Mapping." International Journal of Simulation Modelling 19, no. 3 (September 15, 2020): 458–69. http://dx.doi.org/10.2507/ijsimm19-3-527.

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Jebur, Zainab Taha, Sura Khalil Ibrahim, and Lamyaa Mohammed Dawood. "Application of Value Stream Mapping in HEESCO." Journal of Physics: Conference Series 1818, no. 1 (March 1, 2021): 012108. http://dx.doi.org/10.1088/1742-6596/1818/1/012108.

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Valmohammadi, Changiz, and Ali Asghar Dadashnejad. "Value stream mapping implementation: an operational view." International Journal of Productivity and Quality Management 32, no. 3 (2021): 307. http://dx.doi.org/10.1504/ijpqm.2021.113612.

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Haron, Siti Haizatul Aishah, and Rohaizan Ramlan. "Patient Process Flow Improvement: Value Stream Mapping." Journal of Management Research 7, no. 2 (January 21, 2015): 495. http://dx.doi.org/10.5296/jmr.v7i2.6988.

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Horsthofer-Rauch, Julia, Marek Schumann, Michael Milde, Susanne Vernim, and Gunther Reinhart. "Digitalized value stream mapping: review and outlook." Procedia CIRP 112 (2022): 244–49. http://dx.doi.org/10.1016/j.procir.2022.09.079.

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Jeong, Bong Keun, Soo-Yeon Ji, and Dong Hyun Jeong. "Lean IT With Value Stream Mapping Analysis." Information Resources Management Journal 35, no. 1 (January 2022): 1–18. http://dx.doi.org/10.4018/irmj.291527.

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Value Stream Mapping (VSM) is a useful tool for depicting the flow of materials and information in manufacturing and service processes. It is known as one of the most popular lean methods to identify bottlenecks, reduce cycle time, and improve current processes. Although VSM has been extensively used in manufacturing, there are limited studies that applied VSM in non-manufacturing environments. In this study, we present an application of VSM to improve Software Development Life Cycle (SDLC) process in an IT firm. The current process flows (as-is) are mapped to identify non-value-added activities as well as areas for improvement. Based on the analysis of the current state map, we propose recommendations, action plans, and a future state map (to-be-process). We estimate that, with the new process changes, IT project delivery time can be reduced from 210.5 days to 137.5 days – a 34.7% reduction in the software development life cycle process. This provides a powerful base for IT project management and enables the IT department to meet its expected project turnaround time.

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Prasetyawan, Y., B. A. Ramadhan, and L. Salsabila. "Lean manufacturing with multilevel Value Stream Mapping." IOP Conference Series: Materials Science and Engineering 1072, no. 1 (February 1, 2021): 012030. http://dx.doi.org/10.1088/1757-899x/1072/1/012030.

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Dinis-Carvalho, Jose, Levi Guimaraes, Rui M. Sousa, and Celina Pinto Leao. "Waste identification diagram and value stream mapping." International Journal of Lean Six Sigma 10, no. 3 (August 16, 2019): 767–83. http://dx.doi.org/10.1108/ijlss-04-2017-0030.

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PurposeThe purpose of this paper is to compare the well-known value stream mapping (VSM) with a recent tool named waste identification diagram (WID), regarding the capacity of information representation and easiness of interpretation.Design/methodology/approachThe work begins with a brief literature review comparing the main tools for representation of production units, with special emphasis on VSM and WID, in terms of ability to identify several types of waste. Then, the authors developed the VSM and the WID of a specific production unit and after that several groups composed by students of Industrial Engineering (IE) and/or professionals from industry were asked to analyse/interpret only one of these diagrams. Finally, a questionnaire with closed and open questions was applied to the groups to evaluate the analysed tool.FindingsIn general, the results revealed that WID is more effective than VSM and participants recognized that most of the WID elements are relevant. Specifically, a measure coined overall effectiveness was applied (based on the response time and percentage of correct interpretations), indicating a clear advantage of WID (22 per cent of correct interpretations per minute) compared to VSM (9 per cent of correct interpretations per minute). The main drawback pointed to the WID is the lack of representation of the information flow.Originality/valueThis work contributes to the IE field by revealing WID as a new promising graphical tool for representation of production units, especially in terms of identification/quantification of wastes. The tool was quantitative and qualitatively evaluated by persons both from academia and industry.

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Fisher, Warren W., Samir Barman, and Pascal L. Killingsworth. "Value stream mapping for improving academic advising." International Journal of Information and Operations Management Education 4, no. 1 (2011): 45. http://dx.doi.org/10.1504/ijiome.2011.037919.

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Abhishek P.G. and Maheshwar Pratap. "Achieving Lean Warehousing Through Value Stream Mapping." South Asian Journal of Business and Management Cases 9, no. 3 (October 26, 2020): 387–401. http://dx.doi.org/10.1177/2277977920958551.

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This article applies value stream mapping (VSM) in a distribution warehouse after identifying and categorizing different warehousing wastes. The study suggests solutions for the reduction of each type of waste and employs lead time as the metric to understand the overall effectiveness of the suggested remedies. The distribution warehouse faced severe stock-out situations and high lead time for all deliveries. Current state and future state maps were utilized for mapping the current and revamped system, respectively. While existing studies on lean warehousing have utilized VSM to study a specific type of waste, this study extends it to include all types of warehousing waste, classifies them into seven types and provides a real case study along with evidence for improvement schemes for each category. This research, employing a case study, suggests an integrated lean warehousing method for design and operation of distribution warehouses. Dilemma/research question/purpose: Can the warehouse avoid stock-outs and decrease the lead time by identifying and reducing or eliminating the seven types of wastes in the warehouse operations? Theory: Lean management principle applied to a warehouse using value stream mapping to eliminate wastes. Type of the case: A problem-solving using lean tools carried out in a warehouse. Protagonist: Not needed. Options: Allow the current state to continue causing stock-outs and high lead times, or identify and reduce the wastes in the warehouse operations and avoid stock-outs, decrease lead times, and improve the overall efficiency of the warehouse. Discussions and case questions: Is it possible for the firm to go one step further than what the future state map has shown in the study? What other lean tools do you see fit to reduce or eliminate the types of waste outlined in this article?

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Rizky Wicaksono, Soetam, Rudy Setiawan, and Purnomo. "Lean Manufacturing Machine using Value Stream Mapping." Journal of Physics: Conference Series 1175 (March 2019): 012118. http://dx.doi.org/10.1088/1742-6596/1175/1/012118.

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Ahmad, Fandi, and Dimas Aditya. "Minimasi Waste dengan Pendekatan Value Stream Mapping." Jurnal Optimasi Sistem Industri 18, no. 2 (November 1, 2019): 107. http://dx.doi.org/10.25077/josi.v18.n2.p107-115.2019.

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Valmohammadi, Changiz. "Value stream mapping implementation: An Operational View." International Journal of Productivity and Quality Management 1, no. 1 (2020): 1. http://dx.doi.org/10.1504/ijpqm.2020.10025821.

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Meudt, Tobias, Joachim Metternich, and Eberhard Abele. "Value stream mapping 4.0: Holistic examination of value stream and information logistics in production." CIRP Annals 66, no. 1 (2017): 413–16. http://dx.doi.org/10.1016/j.cirp.2017.04.005.

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Fitri Ikatrinasari, Zulfa, and Dan Kosasih. "Improving Quality Control Process Through Value Stream Mapping." International Journal of Engineering & Technology 7, no. 2.29 (May 22, 2018): 219. http://dx.doi.org/10.14419/ijet.v7i2.29.13321.

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PT. AEMI is one of the growing electronic component manufacturing company. By this time, Kaizen project has been run and managed to become a culture in PT AEMI. However, the project has not integrated, comprehensive and not yet has a long-term goals. Implementation of value stream mapping (VSM) in PT AEMI is expected to make Kaizen projects more focused and to produce increasing of the maximum efficiency. In addition, VSM Kaizen is believed to make the those programs more integrated, effective and comprehensive. This study aims to: (1) create a current state mapping in the Department of Quality Control PT. AEMI, (2) identify wastes in the Department of Quality Control PT.AEMI, (3) create a future state mapping at the Department of Quality Control PT. AEMI, (4) make a plan of improvement and analyzing the application. Stages of the study were as follows: (1) identification of work processes, (2) collect and analysis of work process time, (3) analysis of the current state mapping, (4) calculate of lead time and process time, (5) analysis of value added and non value-added activities, (6) analysis of wastes, (7) make a plan of future state mapping, (8) improvement design (improvement planning), (9) implementation of improvement, (10) analysis of the implementation of improvements. The results of this study are: 1) current state mapping at QC Department shows that the total lead time of 848 minutes where there is non-value added activity of 778 minutes. 2) identify waste on the handling process where the product movement from assembly to QC for 2 minutes, movement transactions from assembly to QC for 479 minutes and the waiting time at inspection area for 727 minutes. 3) future state mapping at QC Department shows that the total lead time of 516.5 minutes where there is non-value added activity of 446.5 minutes. 4) the improvement to do is to change the lay out where final inspection is moved from QC to manufacturing so as to result in reduce of non-value added activity by 46%.

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Damacharla, Nagamalleswara Rao, Dr B. Guru Prasad, and Dr A. Sreenivasulu Reddy. "Reduction of Non-Value-Added Activities in An Aerospace Industry Using Value Stream Mapping and Time Study." International Journal for Research in Applied Science and Engineering Technology 10, no. 5 (May 31, 2022): 4626–32. http://dx.doi.org/10.22214/ijraset.2022.43337.

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Abstract: The industry was having lesser productivity than the required due to the presence of certain ‘non-value added’ activities. Hence, the requirement was to improve productivity by means of cost reduction and rationalisation of manpower. Since the main purpose was to eliminate any process that does not add value to the final output. To reduce the waste, the lean manufacturing is the best choice among the available techniques. The Value Stream Mapping (VSM) is one of the major components in lean manufacturing techniques. This helps in identifying the major opportunities for performance improvement in the assembly line of the aerospace industry. The Value Stream Mapping was developed in the required assembly lines of the aerospace industry. The Value Stream Mapping was used for other techniques like Time-Study, 5s implementation and skill based line balancing at the required workstations. Time-Study was conducted at the bottleneck workstations. The results were analysed by categorising them as value added (VA) and non-value added (NVA) components. This has benefited in identifying waste in the assembly line. The activities which were not adding value to the final product were eliminated and compared with previous results. Keywords: Value Stream Mapping, Lean manufacturing, Time-Study, 5s, Productivity

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Sharma, Deepak. "Application of Value Stream Mapping in Papad Manufacturing." International Journal for Research in Applied Science and Engineering Technology 6, no. 4 (April 30, 2018): 874–78. http://dx.doi.org/10.22214/ijraset.2018.4148.

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Ramos, Gustavo Grana, and Moisés Andrade Coelho. "Value stream mapping in healthcare and sustainable development." Revista Produção Online 21, no. 4 (March 25, 2022): 1116–42. http://dx.doi.org/10.14488/1676-1901.v21i4.4330.

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The concept of lean manufacturing provides productivity, quality,and waste reduction to organizations and the adoption of its tools promotes the improvement of production processes and waste reduction. Value Stream Mapping(VSM) provides an analysis of the company's processes, highlighting events where actions are necessary to continuously improve the organization's internal processes. This study sought to highlight VSM collaborations in the fields of healthcare and sustainable development. The results of the systematic review highlighted 47 articles covering the VSM tool outside the manufacturing environment, as well as its participation in different contexts in caringfor the well-being of people and in the search for sustainable development.

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Bertolini, Massimo, Marcello Braglia, Giovanni Romagnoli, and Francesco Zammori. "Extending value stream mapping: the synchro-MRP case." International Journal of Production Research 51, no. 18 (September 2013): 5499–519. http://dx.doi.org/10.1080/00207543.2013.784415.

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Serrano Lasa, Ibon, Carlos Ochoa Laburu, and Rodolfo de Castro Vila. "An evaluation of the value stream mapping tool." Business Process Management Journal 14, no. 1 (February 8, 2008): 39–52. http://dx.doi.org/10.1108/14637150810849391.

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Khalid, Nor K. M., Ahmad Y. B. Hashim, and Mohd R. Salleh. "On Value Stream Mapping and Its Industrial Significance." Journal of Industrial and Intelligent Information 2, no. 2 (2014): 88–90. http://dx.doi.org/10.12720/jiii.2.2.88-90.

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Ries, Benjamin S., Linda Ng Boyle, Monica S. Vavilala, Nithya Kannan, Harriet Saxe, Mary A. Kernic, Frederick P. Rivara, et al. "Assessing Clinical Care using Interactive Value Stream Mapping." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 57, no. 1 (September 2013): 1536–40. http://dx.doi.org/10.1177/1541931213571342.

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Mayrl, Philipp, Hugh L. McManus, and Roman Boutellier. "Eliciting product development knowledge using value stream mapping." International Journal of Product Development 18, no. 6 (2013): 492. http://dx.doi.org/10.1504/ijpd.2013.058548.

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Zahrotun, Nihlah, and Immawan Taufiq. "Lean Manufacturing: Waste Reduction Using Value Stream Mapping." E3S Web of Conferences 73 (2018): 07010. http://dx.doi.org/10.1051/e3sconf/20187307010.

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Cristal Sri Sujarwati is a small medium enterprise (SME) that produce keripik salak in Sleman, Yogyakarta. To survive and win industrial competition, Cristal Sri Sujarwati was required to improve its performance. But in reality there was a lot of waste in order fulfillment processes marked by ineffective and inefficient work. In this research, lean manufacturing aims to identify and eliminate waste so that the company could improve its performance in winning the industry competition. Lean manufacturing is a systematic approach used to identify and eliminate waste. This lean concept could improve responsiveness through waste reduction, continuous improvement and cost reduction. In order to identify and eliminating waste, a value stream mapping tools, waste weighting questionnaire, value stream analysis tools, and fishbone diagram are used. From the results of research, the dominant waste in the production process was waste defects, waiting, and unnecessary inventory. To eliminate waste, process activity mapping (PAM), the one of detailed mapping tools in VALSAT are used. From the results of the improvement recommendations analysis, lead time decreased by 80 minutes. From the analysis using PAM, there was a reduction of NVA activity from 3.10% to 1.01%.

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Narke, Mahadeo M., and C. T. Jayadeva. "Value Stream Mapping: Effective Lean Tool for SMEs." Materials Today: Proceedings 24 (2020): 1263–72. http://dx.doi.org/10.1016/j.matpr.2020.04.441.

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Rohac, Tomas, and Martin Januska. "Value Stream Mapping Demonstration on Real Case Study." Procedia Engineering 100 (2015): 520–29. http://dx.doi.org/10.1016/j.proeng.2015.01.399.

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Paciarotti, Claudia, Valentina Ciatteo, and Giancarlo Giacchetta. "Value stream mapping implementation in the third sector." Operations Management Research 4, no. 3-4 (April 19, 2011): 99–110. http://dx.doi.org/10.1007/s12063-011-0052-8.

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Saroyo, Pujo, Kun Farihah, and Mahmudun Ainuri. "Lean Manufacturing Approach as A Means of Improving Callaway Diablo Golf Glove Production Systems." Agroindustrial Journal 2, no. 1 (May 15, 2017): 85. http://dx.doi.org/10.22146/aij.v2i1.25000.

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This study was aimed to provide suggestions for improvement of the value stream, which was illustrated using Value Stream Mapping through the reduction of wastes. The measure of improvement was focused on the process cycle efficiency (PCE) of the Callaway Diablo golf glove production systems at Adi Satria Abadi limited company. At the initial condition of Value Stream Mapping, the identified wastes were inventories, delays, transports, and defects. Those four wastes were then mapped using Value Stream Analysis Tool (VALSAT). The process cycle efficiency (PCE) value of the initial condition was equal to 5.06 %. The improvement formulations for the proposed Value Stream Mapping were made by determining optimal crew size, work-cell design, Kanban design, and idea of autonomation. The improvement formulations of the proposed Value Stream Mapping could reduce work in process (inventories) of 57.81 %, delays amounting to 55.52 %, and transportations between work stations at 52.54 %. The company’s PCE increased by 12.06 %.

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Kunyoria, Joseph Ogora. "A literature review and Research Agenda of Value Stream Mapping addressing Study Population and Sample Design." International Journal of Progressive Sciences and Technologies 34, no. 2 (October 12, 2022): 102. http://dx.doi.org/10.52155/ijpsat.v34.2.3981.

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The Purpose of this literature review is to provide a taxonomy of value stream mapping research and, based on that, to develop a research agenda for this field of study in relation to study population and research design. The proposed value stream mapping research classification framework is based on a comprehensive literature review, which concentrates on peer-reviewed journal papers published within the period 2002-2020. A total of 83 academic sources have been retrieved and analyzed interms of research purpose and nature, methodology employed, theoretical approach and level of analysis. The review reveals that value stream mapping research is empirical-descriptive in nature and that it generally lacks a sampling design foundation and a tin study population. It identifies certain knowledge gaps and develops sixe propositions for future research. It suggests that focus should be directed towards more conceptual model, mathematical model, interviews, empirical triangulation (mixed methods) and simulation based studies. It also argues that further empirical research in relation to value stream mapping in relation to study population and sample design needed. This paper fulfils an identified need for a comprehensive classification framework of value stream mapping studies. It essentially provides both academics and practitioners with a conceptual map of existing value stream mapping research and also points out opportunities for future research.

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Novitasari, Berliana Dian, and Rochmoeljati Rochmoeljati. "Implementasi Value Stream Mapping dan Value Stream Analysis Untuk Meminimalisir Pemborosan Waktu Pendistribusian di PT. Nur Jaya Energi." JUMINTEN 2, no. 6 (November 30, 2021): 132–43. http://dx.doi.org/10.33005/juminten.v2i6.336.

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Nur Jaya Energi adalah perusahaan non-manufaktur yang mengkhususkan diri pada logistik transportasi. PT Nur Jaya Energi ingin mengurangi pemborosan terkait distribusi untuk meningkatkan pendapatan bersih lebih besar dan tetap kompetitif di pasar. Mengidentifikasi dan mengurangi pemborosan dalam proses distribusi bahan bakar minyak adalah tujuan riset ini. Pendekatan “Failure Mode dan Effect Analysis (FMEA)” dan tools value stream mapping dipakai pada riset ini. Berdasarkan hasil riset dalam value stream mapping penelitian menunjukkan pengurangan waktu dari 590 menjadi 510 menit. Menurut FMEA, akar penyebab masalah pada pemborosan terbesar yang diketahui ialah terjadinya kesalahan operator dan pengaturan mesin yang salah dengan prosedur. Rekomendasi perbaikan yang dapat diusulkan yaitu melakukan koordinasi antara perusahaan saat terjadi kerusakan pompa agar tidak terjadi bottleneck berkepanjangan yang dapat memperlambat waktu pengiriman.

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Yuvamitra, Korakot, Jim Lee, and Kanjicai Dong. "Value Stream Mapping of Rope Manufacturing: A Case Study." International Journal of Manufacturing Engineering 2017 (February 16, 2017): 1–11. http://dx.doi.org/10.1155/2017/8674187.

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In today’s competitive market place, manufacturing companies must apply continuous process improvement in order to maintain a returning customer base. One way of achieving constant process improvement is through value stream mapping. Value stream mapping is used to visualize the current processes for easier understanding and problem identification. A well-defined problem statement will ensure a successful outcome of a project improvement process. This research provides a case study performed on a rope manufacturing process. A current state value stream map is created, and the possible improvements are suggested. The implemented results are shown in the form of future state map. The results show that, after waste elimination and structural revision, a manufacturing process becomes more efficient, enabling the customer to receive an order significantly faster.

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Shalihin, A. "Peningkatan Kualitas Layanan Sertifikasi Halal Menggunakan Value Stream Mapping (VSM)." Engineering and Technology International Journal 4, no. 01 (March 22, 2022): 45–51. http://dx.doi.org/10.55642/eatij.v4i01.186.

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Halal customers want services that can bring their own satisfaction so that customers can return to using these services. Basically, customer satisfaction lies in the quality of service. Lean service is used for an approach that makes a service system optimal and effective. Problems in the service process that occur in halal certification services. In the halal certification process, there is still a waste of time which causes long queue waiting times. The concept of working to reduce the waste of waiting time is the lean service method. The tools used to solve problems using value stream mapping. In this study, the waiting time for the value stream mapping current state was 36537 minutes, while the value stream mapping future state processing time was 9980 minutes. There is a time reduction of 56.56%.

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Tamás, Péter. "Application of Value Stream Mapping at Flexible Manufacturing Systems." Key Engineering Materials 686 (February 2016): 168–73. http://dx.doi.org/10.4028/www.scientific.net/kem.686.168.

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Nowadays the lean philosophy is very important in the improvement of the manufacturing processes. The value stream mapping is a fundamental lean device which can decrease the material-and information flow wastes. This paper introduces in details the static and dynamic value stream mapping’s method and it summarizes the application possibilities of these devices. There are numerous research directions in this topic which will be outlined in this paper.

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Hasan, S., A. N. A. Ahmad, and D. Feriyanto. "COMPUTERIZED VALUE STREAM SYSTEM (CVSS) TO REDUCE WASTE IN LEAN MANUFACTURING OPERATION." International Journal of Innovation in Mechanical Engineering and Advanced Materials 1, no. 1 (November 22, 2015): 13. http://dx.doi.org/10.22441/ijimeam.2015.1.003.

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Lean manufacturing is a popular method of acquiring efficiency in manufacturing environment. Value stream mapping (VSM) is one of the methods that can be used by practitioner to support lean. VSM method is also a common method to identify waste and determined causes of the waste through the value stream mapping approach and propose solutions to improve workplace environment. This project is an attempt to computerize the normally manual VSM process. Computerize value stream system (CVSS) is basically a method which is an internet networking system combined with traditional concept of value stream mapping method used at manufacturing company to reduce wastes. This paper summarizes the way to apply an internet, online and network based of an efficient computerize value stream system to improve operation value of the manufacturing company. This paper reviews the design of the package that will replace the manual method of doing VSM. The system is tested in a real shop floor environment and found to be successful.

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Damacharla, NagamalleswaraRao. "Minimization of Non-Value-Added Activities in an Aerospace Industry." International Journal for Research in Applied Science and Engineering Technology 10, no. 6 (June 30, 2022): 1151–56. http://dx.doi.org/10.22214/ijraset.2022.43583.

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Abstract-- The industry was having lesser productivity than the required due to the presence of certain ‘non-value added’ activities. Hence, the requirement was to improve productivity by means of cost reduction and rationalisation of manpower. Since the main purpose was to eliminate any process that does not add value to the final output. To reduce the waste, the lean manufacturing is the best choice among the available techniques. The Value Stream Mapping (VSM) is one of the major components in lean manufacturing techniques. This helps in identifying the major opportunities for performance improvement in the assembly line of the aerospace industry. The Value Stream Mapping was developed in the required assembly lines of the aerospace industry. The Value Stream Mapping consists of Time-Study, 5s implementation and skill based line balancing at the required workstations. Time-Study was conducted at the bottleneck workstations. The results were analysed by categorising them as value added (VA) and non-value added (NVA) components. This has benefited in identifying waste in the assembly line. The activities which were not adding value to the final product were eliminated and compared with previous results. Based on the analysis, the required man-power was added to improve the productivity. Keywords— Value Stream Mapping, Lean manufacturing, Time-Study, 5s, Productivity

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Abdoli, Shiva, Sami Kara, and Bernard Kornfeld. "Application of Dynamic Value Stream Mapping in Warehousing Context." Modern Applied Science 11, no. 1 (October 14, 2016): 76. http://dx.doi.org/10.5539/mas.v11n1p76.

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Uncertainty within supply chains increases the risk of not meeting objectives. Warehouses can absorb some of these uncertainties, by accumulating inventory. This accumulation has led many to consider warehouses as a source of waste in supply chains. Hence, there is limited research that seeks improving intrinsic warehouse efficiency; particularly in the context of Lean concepts and Value Stream Mapping (VSM). Since, warehouses seek to absorb uncertainty in supply chain by holding inventory; this uncertainty absorption may introduce variability to warehousing function itself. Therefore a methodology is required, which can capture the embodied dynamic within warehousing function. This paper reflects Lean concepts and, in particular, VSM to warehousing context and introduces some methods and guidelines to assure the proper application of VSM in what is an uncertain and dynamic system. In this paper, warehousing function is formulated based on some abstract processes which vary on their output status. This formulation facilitates identifying value-adding activities as one of the most substantial steps, yet confusing in application of VSM in warehousing context. The suggested methods enable fundamental statistical/mathematical analysis, which leverage VSM to a more dynamic evaluation tool. Application of the introduced approach will facilitate the decision making process for warehouse systems evaluation and improvement. The resultant methodology is applied to a factual case and this serves to demonstrate its practical application. It is worth mentioning that the findings applications, which can be termed ‘dynamic VSM’, are not limited to warehouses but can also be applied to any dynamic environment with non-deterministic processes.

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Fukuzawa, Mitsuhiro. "Function of value stream mapping in operations management journals." Annals of Business Administrative Science 19, no. 5 (October 15, 2020): 207–25. http://dx.doi.org/10.7880/abas.0200909a.

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Teriete, Tim, Markus Böhm, Brandon K. Sai, Klaus Erlach, and Thomas Bauernhansl. "Event-based Framework for Digitalization of Value Stream Mapping." Procedia CIRP 107 (2022): 481–86. http://dx.doi.org/10.1016/j.procir.2022.05.012.

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., Palak P. Sheth. "VALUE STREAM MAPPING: A CASE STUDY OF AUTOMOTIVE INDUSTRY." International Journal of Research in Engineering and Technology 03, no. 01 (January 25, 2014): 310–14. http://dx.doi.org/10.15623/ijret.2014.0301055.

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Serrano, Ibon, Carlos Ochoa, and Rodolfo De Castro. "Evaluation of value stream mapping in manufacturing system redesign." International Journal of Production Research 46, no. 16 (July 2, 2008): 4409–30. http://dx.doi.org/10.1080/00207540601182302.

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Journal articles on the topic 'Value Stream Mapping'

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