Professional Documents
Culture Documents
Design of lean manufacturing systems using value stream mapping with simulation: A
case study
Anand Gurumurthy Rambabu Kodali
Article information:
To cite this document:
Anand Gurumurthy Rambabu Kodali, (2011),"Design of lean manufacturing systems using value stream
mapping with simulationA case study", Journal of Manufacturing Technology Management, Vol. 22 Iss 4 pp.
444 - 473
Permanent link to this document:
http://dx.doi.org/10.1108/17410381111126409
Downloaded on: 24 January 2017, At: 02:49 (PT)
References: this document contains references to 71 other documents.
To copy this document: permissions@emeraldinsight.com
The fulltext of this document has been downloaded 7174 times since 2011*
Access to this document was granted through an Emerald subscription provided by emerald-srm:456241 []
For Authors
If you would like to write for this, or any other Emerald publication, then please use our Emerald for
Authors service information about how to choose which publication to write for and submission guidelines
are available for all. Please visit www.emeraldinsight.com/authors for more information.
The current issue and full text archive of this journal is available at
www.emeraldinsight.com/1741-038X.htm
JMTM
22,4
444
Received June 2009
Revised March 2010
Accepted March 2010
A case study
Anand Gurumurthy
Mechanical Engineering Group, Birla Institute of Technology and Science,
Pilani, India, and
Rambabu Kodali
Mechanical Engineering Group and Engineering Technology Group,
Birla Institute of Technology and Science, Pilani, India
Abstract
Purpose Generally, the implementation of lean manufacturing (LM) starts with the development of
value stream maps. However, it has been found that value stream mapping (VSM) suffers from various
shortcomings. Hence, researchers have suggested the use of simulation along with VSM. The purpose
of this paper is to present an application of VSM with simulation during the design of lean
manufacturing systems (LMS) using a case study of an organisation following a job shop production
system to manufacture doors and windows.
Design/methodology/approach Simulation models were developed using QUeuing Event
Simulation Tool for the case organisation to demonstrate how the case organisation will be changed
after implementing various LM elements, apart from analysing the impact of implementing these LM
elements on the organisations performance.
Findings Simulation studies were carried out for different scenarios such as before LM (current state
VSM) and after LM (future state VSM). It was found that the case organisation can achieve significant
improvement in performance and can meet the increasing demand without any additional resources.
Practical implications It is believed that this paper will enable practitioners to appreciate the role
of simulation in helping them understand how the operations department of the case organisation will
be transformed during the design of LMS.
Originality/value According to the authors knowledge, no case study exists in the literature that
discusses the application of VSM with simulation in an organisation that manufactures doors and windows
using a job shop production system. Furthermore, the paper simulates the impact of those LM elements
which were not considered by other researchers on the performance measure of the case organisation.
Keywords Lean production, Manufacturing systems, Computer software, Simulation,
Performance measures
Paper type Case study
The authors would like to thank Mr M.N. Sridhar, a student of Distance Learning Programmes
Division, BITS, Pilani, for sharing his knowledge during the viva-voce examination and for
making use of his dissertation that was submitted as a partial fulfilment for his Masters degree.
Similarly, thanks are due to Mr Gursharanjit Singh, a final year student of BE (Hons) Mechanical
Engineering Group, BITS, Pilani for his timely help in developing the simulation models using the
QUEST software. Thanks are also due to Mrs M. Sowmiya for formatting this manuscript and
Ms A. Gayathri for proofreading this manuscript.
1. Introduction
In recent years, many organisations both in India and other countries are implementing
the principles and concepts of lean manufacturing (LM) with the objective of achieving
superior competitive advantage over other organisations. Few companies have attained
their objective, while many of them did not. For instance, Dunstan et al. (2006) examined
the application of LM in a mining environment. They described the implementation of
certain LM elements that are applicable in such organisations and noted that health- and
safety-related incidents were reduced from 154 to 67; absenteeism was reduced by
3.4-1.8 per cent, while about $2 million (Australian) were saved during the year 2006.
On the other hand, Bamber and Dale (2000) discussed the application of lean production
methods to a traditional aerospace manufacturing organisation. They found that there
are two main stumbling blocks to the LM application: the redundancy programme
and a lack of employee education in the concept and principles of lean production.
Mohanty et al. (2007) too supported this statement and noted that:
[. . .] many of the companies that report initial gains from lean implementation often find that
improvements remain localized, and the companies are unable to have continuous
improvements going on. One of the reasons, we believe, is that many companies or
individual managers who adopted lean approach have incomplete understanding and, as a
result, could not be able to gain all the benefits as Toyota enjoys.
Apart from these stumbling blocks, other reasons for failures include: the lack of
understanding by managers of the organisations regarding the following:
.
How to implement LM?
.
What changes will happen in an organisation as it gets transformed by
implementation of LM?
.
How LM will affect the performance measures of an organisation?
To overcome the first issue (i.e. how to implement LM), researchers have proposed
different methodologies and steps. For example, Womack and Jones (1996) enumerated
the five tenets of LM and emphasized that value stream mapping (VSM) has to be carried
out as the first step towards LM implementation. Recently, Grewal (2008) described the
application of VSM in XYZ bicycle manufacturing company, a small manufacturing
firm located in northern part of India. He explained in detail about the current state of
activities within the firm, the opportunities for improvement and the improvement
programmes required for achieving the future state apart from enumerating the benefits
obtained. It is evident from this case that VSM can also provide answer to both the
second and third questions to some extent.
But a literature review revealed that VSM suffers from several shortcomings (which
are discussed later). To resolve these shortcomings, researchers have suggested that
simulation can be utilised in conjunction with VSM. Few studies combining VSM and
simulation are available in the literature (which is reviewed in the next section).
However, according to the authors knowledge, no studies exist in the literature of LM,
which describe the application of VSM with simulation during the design of lean
manufacturing systems (LMS) in an organisation that manufactures doors and windows
using a job shop production system. Hence, an attempt has been made in this paper to
present the same. Furthermore, it will enable the practitioners to understand:
445
JMTM
22,4
.
.
446
The paper is arranged as follows: Section 2 provides a literature review, which reveals
the research gaps, while Section 3 presents an overview about the case organisation.
Section 4 enumerates the design of LMS describing the initial steps taken by the case
organisation and Section 5 demonstrates the development of simulation models for
designing the LMS for the case organisation. Section 6 deals with results and
discussions and finally, Section 7 ends with conclusions.
2. Literature review
This section is divided into four sections. The first section provides a brief review of
literature related to case studies describing the implementation of LM while the second
section deals with the review of literature related to VSM. The third section reviews the
literature related to application of VSM with simulation during the design of LMS and
the last section highlights the various research gaps.
2.1 A brief review of case studies describing the implementation of LM
Many case studies exist that deals with the LM implementation in a wide variety of
industrial sectors other than manufacturing. For instance, Sreedharan and Liou (2007)
elaborated a case study of implementing LM principles in a university rapid
manufacturing laboratory. Although lean initiatives are undertaken in other sectors,
the number of LM implementations in the manufacturing sector is much higher when
compared to other sectors. Hence, this review focuses only on LM implementations in
manufacturing sector. Table I provides a list of case studies describing the LM
implementation in manufacturing sector.
From Table I, it can be found that LM has been implemented in variety of
manufacturing industries. A cursory review of these papers will reveal that these
industries have established different manufacturing systems such as project shop, job
shop, batch production, mass production and continuous production systems. Hence,
a classification scheme (taxonomy) is also established for the reviewed papers based
on the types of production system followed in each case organisation.
2.2 A brief review of literature related to VSM
Rother and Shook (1999) explained that a value stream is comprised of all the actions
(both value added (VA) and non-value added (NVA)) that are required to bring a product
or a group of products from raw materials to the arms of the customer. On the other hand,
VSM is a pencil and paper visualisation tool that shows the flow of material and
information as a product makes its way through the stream. Many researchers have
described the application of VSM. Table II shows a review of papers describing the
application of VSM.
From Table II, it can be found that VSM has been used in both manufacturing and
service industries; however, its application is more predominant in manufacturing. It is
used mostly for productivity improvements, but in recent times, it is also applied
Classification
S.no. scheme
1
2
3
4
Project shop
Job shop
5
6
7
8
9
10
11
12
13
Batch
production
16
17
18
19
20
21
22
23
24
25
27
28
29
30
31
32
33
34
35
36
Ship building
Traditional aerospace manufacturing
Aerospace component suppliers
Specialist machinery manufacturers and aerospace
sector
Capital equipment
Secondary wood products
High-mix, low-volume manufacturing (aerospace
component)
Rough mill
14
15
26
Industry type
Continuous
production
SMEs
447
Mottershead (2001)
Czabke (2007)
Dudley (2005)
Gumbo et al. (2006)
Kumar et al. (2006)
Scott (2007)
Sahoo et al. (2008)
Table I.
A list of case studies
describing the LM
implementation in
various manufacturing
industries
JMTM
22,4
Author(s) and
S.no. year
1
448
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
Table II.
A review of papers
describing the application
of VSM
18
Remarks
for other purposes such as improving leadership, perform benchmarking and increase
value across the supply chain.
2.3 A brief review of papers describing the application of VSM with simulation
Chu and Shih (1992) commented that although several methodologies have been used in
studying just-in-time (JIT) production, simulation has attracted the attention of many
researchers and practitioners. In recent times too, many simulation studies were
reported in the field of LM. Table III shows a review of papers describing the application
of simulation and VSM during the design of LMS.
Author(s) and
S.no. year
LM elements used
Czarnecki
and Loyd
(2000)
Detty and
Yingling
(2000)
Dennis et al.
(2000)
Mittelhuber
et al. (2002)
Schroer
(2004)
Huang and
Liu (2005)
10
Duanmu and
Taaffe (2007)
Remarks
Developed a simulation model to
demonstrate the application of lean
principles to a high-volume
manufacturing facility and
transforming the case company into a
high-performing lean enterprise
Used the simulation to assist in the
decision of implementing LM principles
at an existing assembly operation of
consumer electronic product having a
volume of about 500,000 units per year
Utilised simulation in conjunction with
VSM to improve the performance of
British telecommunications PLC
Developed two simulation models for
the VSM following two scenarios: push
and pull (kanban) systems
Described an application of VSM and
simulation to a dedicated product line
in an engineer-to-order motion control
products manufacturing plant. They
used arena for the purpose of
simulation
Noted that using conventional
simulation systems to model complete
door-to-door production is an expensive
and time-consuming undertaking.
Hence, they presented a simulation
method that suits the practical
requirements of VSM
Presented the use of discrete event
simulation to understand the concepts
of LM
Developed a simulation in arena to
model a factory of Taiwan-funded
enterprise in mainland China that
produces oval-gear flow metres to
understand the effect of implementing
lean control approaches in the factory
Described a simulation model that was
developed to contrast the before and
after scenarios of VSM constructed
for a large integrated steel mill
Improved the throughput using a
combination of takt time and
simulation by understanding how each
stage of the system interacts with other
stages in a company that manufactures
two main types of customised products
(continued)
449
Table III.
A review of papers
describing the application
of VSM and simulation
JMTM
22,4
Author(s) and
S.no. year
LM elements used
11
450
12
13
Table III.
Remarks
From Table III, it can be inferred that some of the studies focused only on simulation.
For example, Detty and Yingling (2000) demonstrated the application of simulation during
the design of LMS for a case organisation. However, they did not discuss about the role of
VSM and did not integrate VSM in their simulation. Some of the studies explored the
simultaneous application of simulation and VSM in industries having different types of
production system/process. Abdulmalek and Rajgopal (2007) and Comm and Mathaisel
(2005) described the application of VSM with simulation in a continuous process industries
such as steel mill and textile industry, respectively. Lian and Van Landeghem (2007)
discussed the application of VSM-based simulation in a low-volume and high-variety
component production shop of a poultry and pig raising equipment manufacturer. On the
other hand, Dennis et al. (2000) demonstrated the application of VSM with simulation in a
service industry. From Table III, it can also be concluded that application of VSM with
simulation is more prevalent in manufacturing than service.
2.4 Research gaps
Although significant work has been carried out in the recent past in the areas of LM
implementation, VSM and VSM with simulation, various research gaps were identified
from these three different reviews.
A review of case studies in Table I revealed that:
.
LM can be applied in any type of industries irrespective of the size and the type of
production system/process involved. It can be applied even in a small die-casting
unit or in a large aerospace manufacturing organisation. Although LM is being
applied in industries irrespective of the type of production system (such as project,
job, batch, mass or continuous production systems), the number of case studies
in the category of project or continuous production is very less, while that in mass
production category is more. The number of case studies for the remaining
two production systems (job shop and batch) lies in between the project and mass
production systems.
hlstrom (1997), most of the case studies are
As mentioned by Karlsson and A
from automotive sector, comprising of component suppliers and automobile
manufacturers. Nearly, 45 per cent (i.e. about 16 out of 36) of the reviewed studies
are from the automotive sector.
The number of case studies dealing with LM implementation in small- and
medium-sized enterprise(s) SMEs is very less. Only six papers are available,
which specifically mentioned about implementation of LM in SMEs, However, if
some of the industries dealing in metal forming, die casting, etc. are included, it
may increase to eight, which is again comparatively less.
The number of papers describing LM implementation in Indian industries is also
very less. Out of the 36 papers reviewed, only six papers dealt with LM
implementation in Indian industries. Similarly, a cursory review of these case
studies reveals that even in India, LM is predominantly getting applied only in
the automobile sector.
Hence, in this paper, an attempt has been made to present a case study to overcome
most of these issues. This case study is different from the reported case studies in the
following ways:
.
It demonstrates that LM can be implemented in an organisation which
manufactures doors and windows using a job shop production system. This case
study of door and windows manufacturing organisation is unique in the category
of job shop production and according to the authors knowledge no such case
studies exist in the realm of LM till date. Although a couple of wood products
companies were identified in the review, these industries produce only the raw
materials (i.e. properly cut and saw wood) for furniture making, whereas the case
organisation considered for this study uses different materials such as poly-vinyl
chloride (PVC) for manufacturing doors and windows.
.
Second, this case study is different from the reviewed ones, as it is not from the
automotive sector. Furthermore, it details the LM implementation and application
of VSM with simulation in an organisation under the furniture industry sector.
.
Third, it reports about the LM implementation especially in an Indian
organisation from non-automotive sector to emphasize that LM implementations
are getting widespread attention among the Indian industries.
.
Finally, the case organisation can fall under the category of SME, as it is
relatively a small facility both from the perspective of size, number of employees,
capital invested, equipments, etc. when compared with an organisation in the
automotive sector.
On the other hand, a review of papers related to VSM in Table II revealed that:
.
VSM is also utilised in any manufacturing organisation irrespective of the type of
production system. But, the application of VSM in a doors and windows
manufacturing environment is yet to be documented till date. Although Czabke (2007)
451
JMTM
22,4
452
and Gumbo et al. (2006) have described the application of LM in wood industry, they
did not demonstrate the application of VSM with simulation in their study.
Similarly, a review of papers related to application of simulation and VSM in Table III
revealed that:
.
Most of the simulation studies that were carried out from the early 1990s to present
are addressing the areas of kanban, pull/push, mixed model assembly/production,
inventory control (small lot production), etc. But adequate importance is not given to
other JIT/LM elements such as multi-machine activities, kaizen (continuous
improvement), cycle time reduction, pokayoke, visual management, process
improvements, automation, floor space reduction, etc. Very few papers have
attempted to address or incorporate these LM elements during the simulation.
.
Apart from this, most of the simulation studies are focused on analysing one or
few issues such as finding the optimal size of kanbans or developing an optimal
schedule for mixed model assembly or analysing the performance of push/pull
systems. According to authors knowledge, very few studies have been
undertaken considering a combined implementation of JIT/LM elements.
.
No paper exists in the literature which demonstrates the application of VSM with
simulation apart from considering various LM elements such as layout change,
multi-machine activities, kaizen (continuous improvement), takt time analysis, cycle
time reduction, pokayoke, visual management, process improvements, automation,
floor space reduction, etc. simultaneously in developing the simulation models during
the design of LMS especially for a door and window manufacturing organisation.
Thus, this paper attempts to address some if not all of the above-mentioned research
gaps by developing a simulation model for designing aN LMS based on a real-life data
for the doors and windows manufacturing organisation. This paper demonstrates how
a simulation model can be constructed, if a combination of above-mentioned LM
elements were implemented and analyses what will be their impact on the performance
measures of the case organisation.
3. An overview about the case organisation
The company considered is named as ABC Limited (ABCL) to maintain the
confidentiality. ABCL is a unit of XYZ Limited, which has an annual turnover of
about Rs. 2,500 crores and has 30 years of experience in managing large-scale
process industries. The company had launched the business of PVC door and window
manufacturing systems in India from 2003 in technical collaboration with a UK plastics
company with its state-of-the-art PVC profile extrusion plant at Rajasthan facility. The
fabrication units are located in Bhiwadi apart from other metros such as Hyderabad,
Bangalore, Mumbai and Chennai. The total production capacity of all these fabrication
units is about 100,000 windows per annum. The LM implementation is currently carried
out in the fabrication unit located in Hyderabad, which has strength of about 80 people.
Currently, the Hyderabad unit manufactures five types of products, namely:
(1) casement window;
(2) casement door;
(3) sliding window;
as per the customer sizes and designs (Sridhar, 2007). Since, the windows are
custom designed and the volumes for individual design are very less, this
industry falls under the job shop production process.
453
3.1 Problems faced
In recent times, the construction sector in India is booming. Naturally, the demand for
windows and doors is also increasing. For instance, the demand for the Hyderabad plant
is expected to increase from 40 windows per day to 60 windows per day. As the market is
increasing, naturally the case organisation has to compete not only with similar
industries, but also with local manufacturers, who make wooden doors and windows.
Analysing the production system, they found lot of areas, where significant areas of
improvement are required. For example, the production rate of the cell, which is
measured in number of squares produced per shift is 160 (i.e. 160 squares/shift of
8 hours). This rate is sufficient only to meet the existing demand of 40 windows per day
and the cell suffers from under-capacity to meet the future demand. Another aspect of
the case organisation is that the inventory level within the plant is found to be higher.
The current work in progress (WIP) for entire fabrication unit is 1,000 squares per day,
i.e. an average of 125 squares is held before each work station (Sridhar, 2007). Because of
the lower production rate, lower capacity and higher inventory, the top management of
the ABCL was planning to implement the principles and concepts of LM to remain
competitive and meet the ever increasing demand without much increase in the
resources by eliminating the wastes plaguing the operations.
4. Design of LM systems
The management of ABCL started their lean journey and named their production
system as ABCL Production system similar (TPS). The reason is that the top managers
had a strong belief that LMS has originated from the automotive sector and it cannot
be copied into their production system. They believed that the concepts of TPS have to
be adapted, customised and suited to their production system. As a starting point, to
enable the employees of ABCL to understand the new principles and procedures of LM,
necessary training sessions were arranged in the following tools and techniques:
.
5S;
.
kaizen (continuous improvement);
.
VSM; and
.
muda (wastes), etc. (Sridhar, 2007).
After their initial training, the team started to collect the details regarding the existing
situation of the shop floor. The production process is analysed and the different stages
involved in making a window/door were identified as shown in Figure 1.
4.1 Value stream mapping
The next step is to draw the VSM, for which an understanding regarding the process
sequence is a pre-requisite. Drawing VSM involves two steps: step 1 is to draw the
JMTM
22,4
454
Profile cutting
Processing (drainage/
v-groove/routing/single
head welding)
Reinforcement cutting
and fixing
Fusion welding
Assembly
Bead cutting
Glazing
Figure 1.
Process sequence of
making the window
current state map, while step 2 is to draw the future state map. Similarly, for the case
organisation the current state VSM has been developed as shown in Figure 2.
From Figure 2, it can be found that the VA time for the cell is just 1,476 seconds, while
the production lead time is about 12.53 days or 360,864 seconds. The process ratio is
found to be just 0.0041, which clearly reveals that the manufacturing process involves lot
of NVA activities. The next step is to compute the takt time. Currently, the demand is
only 40 windows or 160 squares. The plant works for a single shift of 8 hours, which does
not include the lunch breaks of 30 minutes and tea breaks of 15 minutes. Therefore, the
available time is found to be 8 60 60 28,800 seconds. Hence, the takt time for the
current state is found to be 8 60 60/160 180 seconds/square. From Figure 2,
it can be found that the stages such as profile cutting, processing (i.e. drainage,
V-groove, etc.), reinforcement assembly and fusion welding have cycle times less than
the takt time, while the time taken for the remaining stages are greater than the takt time.
This is one of the reasons for storing an excess amount of inventory in the shop floor.
85 sec.
150
sec.
1.56 days
0.75 days
0.53 days
0.94 days
58
sec.
250
squares
120
squares
85
squares
150
squares
1120
squares
152
sec.
No. of
operators = 3
CT = 150 sec.
CO = 600 sec.
AT = 28800
sec.
Welding
No. of
operators
=2
CT = 58 sec.
CO = 0
AT = 28800 sec.
Reinforcement
Assembly
Team leader
No. of
operators = 2
CT = 152 sec.
CO = 60 sec.
AT = 28800
sec.
Processing
Expedite orders
through phone
Production
control
No. of
operators = 3
CT = 85 sec.
CO = 30 sec.
AT = 28800
sec.
Profile
cutting
Weekly
7 days
Contains
raw
materials
and other
hardware
items
RM
stores
Profiles
Monthly forecast
Assembly
100
squares
0.63 days
125
squares
0.78 days
296
sec.
205
sec.
No. of
operators
=4
CT = 296 sec.
CO = 30 sec.
AT = 28800 sec.
Glazing
No. of
operators = 2
CT = 205
sec.
CO = 0
AT = 28800
sec.
210
sec.
No. of
operators = 3
CT = 210
sec.
CO = 0
AT = 28800
sec.
Packing
Dispatch
0.34 days
55
squares
40 windows per
day or 160
squares per day
Bead cutting
Sales order
Forecast
320
sec.
No. of
operators = 5
CT = 320 sec.
CO = 180 sec.
AT = 28800
sec.
455
Figure 2.
Current state VSM for
the doors and windows
fabrication line
JMTM
22,4
456
However, if the future demand is considered, which is about 60 windows per day or
240 squares, the mismatch between the cycle times of different processing stages and
the takt time is very high. The takt time according to the future demand is found to be
8 60 60/240 120 seconds, in which case only the first stage can meet the future
customer demand, as it has the lowest cycle time of 85 seconds.
Hence, to reduce the problems revealed by the current state VSM, the team was
contemplating on implementing the following elements of LM:
.
5S for organising the work place;
.
kaizens to simplify the process by combining/eliminating/simplifying the
operations;
.
line balancing for achieving continuous flow processing;
.
layout change to reduce the people movement and unnecessary transportation of
materials;
.
establish supermarket at various places of the manufacturing line to reduce
inventory; and
.
work towards mixed production at the pacemaker assembly.
They also developed a future state VSM to visualise how their organisation will be,
after eliminating the wastes by applying the LM elements mentioned above. Figure 3
shows the future state VSM for the doors and windows fabrication line.
From this figure, it can be found that the team estimated that the total inventory can
be reduced to just 1.45 days of stock. Similarly, they also foresaw a reduction of
processing times through process improvement techniques. Based on their estimates,
they predicted that the process ratio can be increased to 0.018 from 0.004.
4.1.1 Shortcomings of VSM. Thus, by drawing the VSM, the practitioners were able to:
.
visualise and clearly see the entire flow;
.
identify the waste in the value stream;
.
establish the linkage between the information flow and the material flow; and
.
understand how the organisation will be in the future, if all the improvement
activities are implemented properly and if the identified wastes were eliminated
or removed.
Although the VSM has the above-mentioned advantages, it suffers from the following
shortcomings:
.
The VSM as a tool is static in nature and can capture only a snapshot view of the
shop floor on any particular day. For instance, on a given day, the production
might be running smoothly without any problems, while on the other day, there
might be various delays due to breakdowns of machines, late delivery by key
vendors, quality problems, etc. In these circumstances, the VSM tend to vary
according to the situations that prevail in the organisation.
.
The future state map which is drawn is based on the assumption that all the
issues in the problematic areas will be completely resolved. However, in practice,
the entire problem may not be completely resolved.
No. of operators =4
CT = 146 sec.
CO = 180 sec.
AT = 28800 sec.
Assembly
0.083 days
110
sec.
0.083 days
0.083 days
146
sec.
0.083 days
1 day
120
sec.
0.13 days
squares
.
147
sec.
I
20
squares
I
20
squares
I
20
squares
132
sec.
No. of operators =3
No. of operators =2
CT = 110 sec.
CO = 0 sec.
AT = 28800 sec.
operators =3
No. of Process
CT = 132 sec.
improvements
CO = 30 sec.
AT = 28800 sec.
115
sec.
sec.
CT = 115 activities
to
Kaizen
CO = 0 sec.
packing
improve
= 28800 sec.
AT
Packing
Glazing
Dispatch
Bead cutting
Sales order
20
squares
No. of operators =3
CT = 120 sec.
CO = 60 sec.
AT = 28800 sec.
Reinforcement
Assembly and
welding
Line balancing
Team leader
Forecast
No. operators= 3
CT = 147 sec.
CO= 20 sec.
AT = 28800 sec.
Expedite orders
through phone
Production
Control
30
squares
Profiles
6 Month forecast+
Monthly forecast+
Weekly forecast
457
Figure 3.
Future state VSM for
the doors and windows
fabrication line
JMTM
22,4
458
Similarly, the reduction in NVA, the increase in process ratio and the benefits
that are assumed to be obtained after carrying out possible improvements are
based on estimates. But, in practice, similar benefits may not be achieved.
Drawing VSMs by hand, displaying them and making changes to them is a
cumbersome process and it takes a lot of time.
Similarly, other researchers too have identified the shortcomings of VSM. Lian and
Van Landeghem (2002) commented that:
.
VSM is composed by physically walking along the flow and recording what
happens on the floor. Hence, the level of detail and the number of different
versions that can be handled is very limited.
.
In real-world situations, many companies are of a high variety, low volume type,
which many result in composing many value streams of many industrial parts
and products, which further adds a level of complication (and variability).
Finally, they noted that:
[. . .] revealing VSM as a map may hamper many people from failing to see how it translates
into reality. So, the VSM risks ending up as a nice poster, without much further use.
Similarly, McDonald et al. (2002) cautioned that VSM may not serve the purpose, when it
is used to map a production line which produces different types of product families that
are having different processing times and set up times for each processing step apart
from different number of shifts. Hence, to overcome these shortcomings, researchers
have suggested the use of simulation models in conjunction with VSM as it is an
effective tool to simulate both the current and future state of the case organisation.
5. Development of simulation models for the design of LMS
It should be remembered that this simulation study is not meant for optimisation
purposes. Rather, it is to provide an idea to the managers of the case organisation a
real-time perspective of how the organisation will be after getting transformed through
the LM elements and how the implementation of these LM elements will affect the
performance measures of the organisation. The simulation models were developed
using QUeuing Event Simulation Tool (QUEST), a simulation software package which
can emulate a complete three-dimensional digital factory environment. It is possible to
experiment with parameters such as facility layout, resource allocation, kaizen practices
and alternate scheduling scenarios, which can help in quantifying the impact of the
decisions on production throughput and cost. The most commonly needed behaviour
logic can be selected from comprehensive logic menus that are parameter driven. On the
other hand, for handling unique problems, it has a robust and flexible simulation
language which provides distributed processing with access to all system variables.
This high-level, structured language allows users to define custom behaviours and gain
unlimited control over the simulation (www.delmia.com).
5.1 Simulation data for the current state map
The data which were collected during the development of current state VSM are used for
developing the simulation model. Apart from this, additional data such as setup time,
number of operators, uptime of the machine, space available, machine arrangements, etc.
were also collected. For instance, Table IV shows the details of manpower requirement
and operations carried out in each stage.
From Table IV, it is found that 24 people (12 technicians and 12 casuals) are required
to meet the demand of 40 windows per day. On the other hand, the total available shop
floor area of the Hyderabad plant is about 1,791 square metres, out of which 1,400 square
metres of the area is used by the manufacturing line.
5.1.1 Assumptions. However, to ensure that the model replicates exactly the actual
production happening in their organisation, the following assumptions were made:
.
The inventory is taken entirely to be the initial inventory. Before the start of
the simulation, this inventory will be built up before the workstations. This is due
to the fact that a VSM captures the snap shot picture of the shop floor at any given
point of time. Hence, the simulation too starts with the current situation
as obtained from the current state VSM.
.
The setup time in seconds is included as per the current state VSM and it has
been assumed that setups are performed during the start of production. The setup
involves fixing the tool, cleaning and ensuring that materials required are ready
for production.
S.no. Operation
459
Manpower required
T C Operations involved
Profile cutting
Processing
Reinforcement
assembly
4
5
Welding
Assembly
2
3
Bead cutting
Glazing
Inspection and
packing
Total
12
Table IV.
Details of manpower
requirement and
operations carried out
in each stage
JMTM
22,4
.
.
460
Figure 4.
Snap shot of the
simulation model for the
current state VSM
461
Table V.
Revised manpower
requirement for the
improved layout
Reinforcement
assembly
Welding
Assembly
Bead cutting
Glazing
Inspection
and packing
Total
Processing
Profile cutting 1
Manpower required
T C Operations involved
Takes the responsibility of glazing operation also and support the members as
and when it is required
Combined the operational responsibility for both technicians, which will also
reduce the inventory held between these stages
Modifications
462
S.no. Operation
JMTM
22,4
on a roller and it can be easily unrolled by pulling it and can be cut without
bending. The next step is to pack the windows using these cut bubble sheets.
Previously, the packing is performed by placing the window on the floor and
covering it with bubble sheet. Since, it was taking too much time, the engineers
were interested in developing a rotary packing table, in which the windows can be
placed and can be rotated according to the orientation required for packing. The
bubble sheet is rolled around it and an adhesive tape is affixed over it. Thus, they
believed that the bending of operator can be completely avoided thereby the
productivity loss due to fatigue can be eliminated.
463
These improvements can lead to drastic reduction in the cycle time and the engineers
have attempted to reduce it to half the existing cycle time for these stages such as
packing, bead cutting, assembly, etc.
5.4 Simulation model for the future state map
Considering these improvements, the simulation model of the current state map as
shown in Figure 4 is modified to develop the simulation model for the future state map as
shown in Figure 5. A cursory look at Figure 5 will reveal that various stages were
combined and the layout got changed to accomplish the same. Apart from this, the
parameters associated with simulation such as initial inventory, cycle time, etc. has been
modified for each stage as per Table V. Similarly, the number of workers, distance
travelled by a window, etc. also got reduced. However, the assumptions for the future
state simulation model are same as that of current state simulation model. Similarly, the
method of building the simulation model is also the same as that of current state map.
Figure 5.
Snap shot of the
simulation model for the
future state VSM
JMTM
22,4
464
10
11
12
3
4
5
6
7
Performance measures
S.no.
1,196
299
10,535
2,561
54
17 (ten technicians seven casuals)
720
7,956
1,989
62.5
24 (12 technicians 12 casuals)
1,587
146
132
110
115
120
147
20 (0.083)
20 (0.083)
20 (0.083)
20 (0.083)
42.72
12.68
0.39
120
30 (0.125)
240 (1)
60
240
Future state
4,992
1,248
85
152
58
150
320
296
205
210
1,120 (7)
150 (0.94)
85 (0.53)
120 (0.75)
250 (1.56)
125 (0.78)
100 (0.63)
55 (0.34)
63.36
37.87
0.17
180
40
160
Current state
465
Table VI.
Comparison of
performance measures of
the case organisation for
the current state and
future state VSMs
JMTM
22,4
.
466
After the revised layout, the travel distance from profile storage to dispatch is
found to be 54 metres, a reduction of about 8 metres per window.
Inventory level at various stages can be reduced drastically by 76 per cent on an
average. For instance, the WIP of windows after 30 days of simulation was found
to be 1,248 numbers, which can be reduced to just 299 windows in the future state.
The introduction of kaizen and line balancing has resulted in a reduction in cycle
time at various stages of the manufacturing line. Hence, the total number of
windows that can be produced may increase by 28.5 per cent. If further process
improvements are undertaken, then the entire shop can become more productive
and it can meet the future demands of 85 windows per day with the existing
capacity itself.
To obtain these benefits, the engineers have planned to implement the following
elements: VSM, process simplification, line balancing, layout change, job enlargement,
floor space reduction, etc. However, since the case organisation has just started with
the LM implementation, other LM elements such as kanban system, pull system, mixed
model manufacturing/scheduling, load levelling and other supplier-related elements,
etc. are not implemented. This may be taken up in the future.
6.1 Validation
The simulated values were verified by checking the same with the company personnel.
It was found that most of the simulated values are matching. For instance, due to the
changed layout, the distance a part travelled from raw material to finished products such
as windows/doors got reduced. According to the simulation model, the total distance
travelled by the part from profile storage to dispatch is found to be 62 metres in the
current state layout. However, in reality, it was around 66 metres on an average, while
the travel distance after revising the layout is found to be 51 metres, a reduction of about
15 metres per window. In addition to the elements that were planned, the case
organisation also implemented the following additional LM elements, as advised by
their external consultants.
5S. It refers to five different stages for housekeeping. To provide a confidence to the
workers about the LM principles, the engineers actually started their lean journey with
the 5S implementation in various areas. They trained the shop floor employees on 5S
concepts and the employees were made to identify unnecessary objects, which were
removed from the work places. Further, the employees are trained on how to keep the
work environment clean and ensure that they clean their work place before and after the
shift. Similarly, they were encouraged to keep the tools, fixtures and other accessories in
clearly marked positions and those who maintain it properly were rewarded every
month, based on the 5S audit. This improved the motivation of employees and numerous
5S activities were carried out at different stages of manufacturing, which ensured that
their work environment was clean. Similarly, all the production stages were properly
identified based on the process carried out, the gangways are marked and tools are kept
in proper position. Naturally, these activities resulted in productivity improvement
(Sridhar, 2007). Plate 1 shows a sample 5S implementation in the storage of PVC squares
in profile storage area, which are stored according to its sizes.
Suggestion schemes. The suggestion schemes, which was introduced as part of
operators involvement resulted in many improvement ideas and one of the idea
467
was provided by the operator from the reinforcement assembly stage. In this stage, one
of the activities is to insert a wool pile into the PVC block. Previously, these wool pile,
which is in the form of a roll, are kept over the table, unrolled, cut according to the length
of the PVC and then it is inserted. It took a significant amount of time. Later, the operator
gave an idea of mounting the pile roll in a shaft on the table, which facilitated easy
un-rolling. The wool pile is inserted directly in the PVC block for the desired length and
then it was cut. This simple idea eliminated unnecessary measurement activity before
cutting and thereby reduced the cycle time (Sridhar, 2007).
Although, various LM elements as mentioned above were implemented, the case
organisation could not drastically reduce the inventory as predicted in the future state
map. They could reduce only by half of the current state map, as the supervisor and his
team of employees were hesitant in reducing it to such a low level. Since, the process
variability and supplier variability are not yet improved; the operation manager and
supervisor still preferred having some WIP. Nonetheless, the case organisation has
achieved a significant improvement and with the continuous efforts from the LM team
the inventory can be slowly reduced by implementing additional LM elements.
7. Conclusions
This paper started with the claim that one of the reasons for an organisations failure in
their LM implementation efforts is due to the fact that the managers do not fully
understand how an organisation will be after it gets transformed by the principles of
LM. Even though VSM can resolve the above issue to some extent, the literature review
revealed that it suffers from various shortcomings. Researchers have commented
that simulation can be utilised along with the VSM. However, most of the simulation
studies in the literature focused on studying about the LM elements such as kanbans
Plate 1.
A sample 5S
implementation in the
storage of PVC squares
in profile storage area
JMTM
22,4
468
(finding the optimal number of kanbans), push and pull systems (comparison),
mixed model assembly (sequencing and scheduling), etc. Other LM elements such as
multi-machine activity ( job enlargement), cycle time reduction, process improvements,
etc. have not been given adequate importance. This paper attempted to overcome all
these issues by using simulation in conjunction with VSM to model the current state and
future state VSM of a door and window manufacturing organisation following a job
shop production system/process. A literature review related to case studies of LM
implementation too revealed that no case study exists which described the
implementation of LM in such an organisation.
Thus, utilising the simulation models, the impact of implementing some of the basic
LM tools such as line balancing, multi-machine activity, 5S, etc. on the performance of
the organisation was analysed by comparing the performance measures for current and
future state VSM. It was found that there was significant improvement in the
productivity, while there was significant reduction in inventory, cycle time, floor space,
manpower, etc. Thus, these simulation models also proved effective for the managers
and engineers to actually see and feel how their manufacturing system will be in the
future before the actual design of LMS. It should be noted here that the case organisation
has just started off with their LM implementation efforts and hence only a few LM
elements such as line balancing, job enlargement, layout change, process improvements,
5S, etc. have been implemented and advanced LM elements such as kanban, pull system,
load levelling, etc. are not implemented. However, it can be concluded that the
organisation is in the right track of LM implementation and if the managers and
engineers of the organisation implement the remaining LM elements properly, then the
case organisation ABCL is bound to achieve a superior competitive advantage over its
competitors in the near future.
References
Abduelmula, A., MacIsaac, R. and ElMekkawy, T.Y. (2005), Lean manufacturing
implementation to a robotic-press line at A G Simpson Automotive Systems,
Proceedings of the 35th International Conference on Computers & Industrial
Engineering, Istanbul, Turkey, 19-22 June, pp. 7-12, available at: www.umoncton.ca/cie/
Conferences/35thconf/CIE35%20Proceedings/PDF/087.pdf (accessed 11 June 2008).
Abdulmalek, F.A. and Rajgopal, J. (2007), Analyzing the benefits of lean manufacturing and
value stream mapping via simulation: a process sector case study, International Journal
of Production Economics, Vol. 107 No. 1, pp. 223-36.
Abdul-Nour, G., Lambert, S. and Drolet, J. (1998), Adaptation of JIT philosophy and Kanban
technique to a small-sized manufacturing firm: a project management approach,
Computers & Industrial Engineering, Vol. 35 Nos 3/4, pp. 419-22.
Anand, G. and Kodali, R. (2008), Performance measurement system for lean manufacturing
a perspective from SMEs, International Journal of Globalisation and Small Businesses,
Vol. 2 No. 4, pp. 371-410.
Bamber, L. and Dale, B.G. (2000), Lean production: a study of application in a traditional
manufacturing environment, Production Planning & Control, Vol. 11 No. 3, pp. 291-8.
Berg, A. and Ohlsson, F. (2005), Lean manufacturing at Volvo truck production Australia
development of an implementation strategy, unpublished Masters thesis, Lund Institute
of Technology, Lund, available at: http://epubl.ltu.se/1402-1617/2005/222/index-en.html
(accessed 11 June 2008).
Braglia, M., Carmignani, G. and Zammori, F. (2006), A new value stream mapping approach for
complex production systems, International Journal of Production Research, Vol. 44 No. 18,
pp. 3929-52.
Braiden, B.W. and Morrison, K.R. (1996), Lean manufacturing optimization of automotive motor
compartment system, Computers & Industrial Engineering, Vol. 31 Nos 1/2, pp. 99-102.
Brunt, D. (2000), From current state to future state: mapping the steel to component supply chain,
International Journal of Logistics: Research and Applications, Vol. 3 No. 3, pp. 259-71.
Chu, C.H. and Shih, W.L. (1992), Simulation studies in JIT production, International Journal of
Production Research, Vol. 30 No. 11, pp. 2573-86.
Comm, C.L. and Mathaisel, D.F.X. (2005), An exploratory analysis in applying lean
manufacturing to a labor-intensive industry in China, Asia Pacific Journal of Marketing
and Logistics, Vol. 17 No. 4, pp. 63-80.
Crute, V., Ward, Y., Brown, S. and Graves, A. (2003), Implementing lean in aerospace
challenging the assumptions and understating the challenges, Technovation, Vol. 23
No. 12, pp. 917-28.
Czabke, J. (2007), Lean thinking in the secondary wood products industry: challenges and
benefits, unpublished Masters thesis, Oregon State University, Corvallis, OR, available at:
https://ir.library.oregonstate.edu/dspace/handle/1957/4259 (accessed 11 June 2008).
Czarnecki, H. and Loyd, N. (2000), Simulation of lean assembly line for high volume
manufacturing, available at: www.uaheconomicdevelopment.org/pdfs/10.pdf (accessed
4 January 2009).
Dennis, S., King, B., Hind, M. and Robinson, S. (2000), Applications of business process
simulation and lean techniques in British Telecommunications PLC, in Joines, J.A.,
Barton, R.R., Kang, K. and Fishwick, P.A. (Eds), Proceedings of the 2000 Winter
Simulation Conference, Orlando, FL, USA, 10-13 December, pp. 2015-21, available at:
www.informs-cs.org/wsc00papers/276.PDF (accessed 20 December 2007).
Detty, R.B. and Yingling, J.C. (2000), Quantifying benefits of conversion to lean manufacturing
with discrete event simulation: a case study, International Journal of Production Research,
Vol. 38 No. 2, pp. 429-45.
Dhandapani, V., Potter, A. and Naim, M. (2004), Applying lean thinking: a case study of an
Indian steel plant, International Journal of Logistics: Research and Applications, Vol. 7
No. 3, pp. 239-50.
Domingo, R., Alvarez, R., Pena, M.M. and Calvo, R. (2007), Materials flow improvement in a lean
assembly line: a case study, Assembly Automation, Vol. 27 No. 2, pp. 141-7.
Duanmu, J. and Taaffe, K. (2007), Measuring manufacturing throughput using takt time
analysis and simulation, in Henderson, S.G., Biller, B., Hsieh, M.-H., Shortle, J., Tew, J.D.
and Barton, R.R. (Eds), Proceedings of the 39th Winter Simulation Conference,
Washington, DC, USA, 9-12 December pp. 1633-1640.
Dudley, A.N. (2005), The application of lean manufacturing principles in a high mix low volume
environment, unpublished Masters thesis, Massachusetts Institute of Technology,
available at: http://dspace.mit.edu/handle/1721.1/34828 (accessed 10 June 2008).
Dunstan, K., Lavin, B. and Sanford, R. (2006), The application of lean manufacturing in a mining
environment, Proceedings of the International Mine Management Conference, Melbourne,
Australia, 6-18 October, pp. 145-57, available at: www.leanmining.com.au/Dunstan.pdf
(accessed 2 February 2008).
Emiliani, M.L. and Stec, D.J. (2004), Using value-stream maps to improve leadership,
The Leadership and Organisation Development Journal, Vol. 25 No. 8, pp. 622-45.
469
JMTM
22,4
470
Endsley, S., Magill, M.K. and Godfrey, M.M. (2006), Creating a lean, Family Practice
Management, April, pp. 34-8, available at: www.aafp.org/fpm (accessed 3 January 2009).
Freire, J. and Alarcon, L.F. (2002), Achieving lean design process: improvement methodology,
Journal of Construction Engineering and Management, Vol. 128 No. 3, pp. 248-56.
Goforth, K.A. (2007), Adapting lean manufacturing principles to the textile industry,
unpublished Masters thesis, North Carolina State University, Raleigh, NC, available at:
www.lib.ncsu.edu/theses/available/etd-03212007-230809/(accessed 10 June 2008).
Grewal, C. (2008), An initiative to implement lean manufacturing using value stream mapping
in a small company, International Journal of Manufacturing Technology and
Management, Vol. 15 Nos 3/4, pp. 404-17.
Gumbo, D., Kline, D.E. and Bumgardner, M.S. (2006), Benchmarking performance measurement
and lean manufacturing in the rough mill, Forest Products Journal, Vol. 56 No. 6, pp. 25-30.
Gunasekaran, A. and Lyu, J. (1997), Implementation of just-in-time in a small company: a case
study, Production Planning & Control, Vol. 8 No. 4, pp. 406-12.
Gunasekaran, A., Forker, L. and Kobu, B. (2000), Improving operations performance in a small
company: a case study, International Journal of Operations & Production Management,
Vol. 20 No. 3, pp. 316-35.
Gupta, S.M. and Brennan, L. (1995), Implementation of just-in-time methodology in a small
company, Production Planning & Control, Vol. 6 No. 4, pp. 358-64.
Hines, P. and Rich, N. (1997), The seven value stream mapping tools, International Journal of
Operations & Production Management, Vol. 17 Nos 1/2, pp. 46-64.
Hines, P., Rich, N. and Esain, A. (1999), Value stream mapping: a distribution industry
application, Benchmarking: An International Journal, Vol. 6 No. 1, pp. 60-77.
Huang, C.C. and Liu, S.H. (2005), A novel approach to lean control for Taiwan-funded
enterprises in mainland China, International Journal of Production Research, Vol. 43
No. 12, pp. 2553-75.
Jina, J., Bhattacharya, A.K. and Walton, A.D. (1997), Applying lean principles for high product
variety and low volumes: some issues and propositions, Logistics Information
Management, Vol. 10 No. 1, pp. 5-13.
Kannan, S., Li, Y., Ahmed, N. and El-Akkad, Z. (2007), Developing maintenance value stream
map, available at: http://iienet.org/uploadedFiles/IIE/Community/Technical_Societies_
and_Divisions/Lean/Lean_details_pages/Kannan4-07.pdf (accessed 4 January 2009).
hlstrom, P. (1997), A lean and global smaller firm?, International Journal of
Karlsson, C. and A
Operations & Production Management, Vol. 17 No. 10, pp. 940-52.
Kasul, R.A. and Motwani, J.G. (1997), Successful implementation of TPS in a manufacturing
setting: a case study, Industrial Management & Data Systems, Vol. 97 No. 7, pp. 274-9.
Kumar, M., Antony, J., Singh, R.K., Tiwari, M.K. and Perry, D. (2006), Implementing the lean
sigma framework in an Indian SME: a case study, Production Planning & Control, Vol. 17
No. 4, pp. 407-23.
Lasa, I.S., Laburu, C.O. and Vila, R.C. (2008), An evaluation of the value stream mapping tool,
Business Process Management Journal, Vol. 14 No. 1, pp. 39-52.
Lee, B.H. and Jo, H.J. (2007), The mutation of the Toyota production system: adapting the TPS at
Hyundai Motor Company, International Journal of Production Research, Vol. 45 No. 16,
pp. 3665-79.
Lee, W.L. and Allwood, J.M. (2003), Lean manufacturing in temperature dependent processes
with interruptions, International Journal of Operations Management, Vol. 23 No. 11,
pp. 1377-400.
Lehtonen, J.M. and Holmstrom, J. (1998), Is just-in-time applicable in paper industry logistics?,
Supply Chain Management, Vol. 3 No. 1, pp. 21-32.
Lian, Y. and Van Landeghem, H. (2002), An application of simulation and value stream mapping
in lean manufacturing, in Verbraeck, A. and Krug, W. (Eds), Proceedings 14th European
Simulation Symposium: Simulation in Industry (ESS 2002), Dresden, Germany,
23-26 October, available at: www.scs-europe.org/services/ess2002/PDF/log-11.pdf
(accessed 13 January 2008).
Lian, Y. and Van Landeghem, H. (2007), Analysing the effects of lean manufacturing using a
value stream mapping-based simulation generator, International Journal of Production
Research, Vol. 45 No. 13, pp. 3037-58.
Lummus, R.R., Vokurka, R.J. and Rodeghiero, B. (2006), Improving quality through value
stream mapping: a case study of a physicians clinic, Total Quality Management &
Business Excellence, Vol. 17 No. 8, pp. 1063-75.
McDonald, T., Van Aken, E.M. and Rentes, A.F. (2002), Utilising simulation to enhance value
stream mapping: a manufacturing case application, International Journal of Logistics:
Research and Applications, Vol. 5 No. 2, pp. 213-32.
McManus, H.L. and Millard, R.L. (2002), Value stream analysis and mapping for product
development, Proceedings of the 23rd International Council of the Aeronautical Sciences
(ICAS ) Congress, Toronto, Canada, 8-13 September, pp. 6103.1-6103.10, available at:
http://dspace.mit.edu/bitstream/handle/1721.1/7333/Value%20Stream%20Analysis%
20and%20Mapping.pdf?sequence1 (accessed 13 January 2008).
Mabry, B.G. and Morrison, K.R. (1996), Transformation to lean manufacturing by an automotive
component supplier, Computers & Industrial Engineering, Vol. 31 Nos 1/2, pp. 95-8.
Mittelhuber, B., Loffler, B. and Langsdorff, P.V. (2002), Simulation-based value stream
mapping, Industrie-Management, Vol. 18 No. 1, pp. 44-7.
Mohanty, R.P., Yadav, O.P. and Jain, R. (2007), Implementation of lean manufacturing principles
in auto industry, Vilakshan XIMB Journal of Management, pp. 1-32, available at: www.
ximb.ac.in/ximb_journal/Publications/Article-01.pdf (accessed 10 April 2008).
Mottershead, D. (2001), Introducing lean manufacturing at ESI, Proceedings of the Portland
International Conference on Management of Engineering and Technology (PICMET 01),
Portland, OR, USA, 29 July-2 August, Vol. 1 p. 448.
Motwani, J. (2003), A business process change framework for examining lean manufacturing:
a case study, Industrial Management & Data Systems, Vol. 103 No. 5, pp. 339-46.
Mukhopadhyay, S.K. and Shanker, S. (2005), Kanban implementation at a tyre manufacturing
plant: a case study, Production Planning & Control, Vol. 16 No. 5, pp. 488-99.
Narasimhan, J., Parthasarathy, L. and Narayan, P.S. (2007), Increasing the effectiveness of value
stream mapping using simulation tools in engine test operations, in Wamkeue, R. (Ed.),
Proceedings of the 18th IASTED International Conference, Montreal, Canada,
30 May-1 June, pp. 260-4.
Ozkan, K., Birgun, S., Kilicogullari, P. and Akman, G. (2005), Responding to customer
requirements with value stream mapping: an automotive industry application,
Proceedings of the 35th International Conference on Computers & Industrial
Engineering, Istanbul, Turkey, 19-22 June, pp. 1517-22, available at: www.umoncton.ca/
cie/Conferences/35thconf/CIE35%20Proceedings/PDF/309.pdf (accessed 11 June 2008).
Parry, G.C. and Turner, C.E. (2006), Application of lean visual process management tools,
Production Planning & Control, Vol. 17 No. 1, pp. 77-86.
Rother, M. and Shook, J. (1999), Learning to See, Lean Enterprise Institute Inc., Brookline, MA.
471
JMTM
22,4
472
Sahoo, A.K., Singh, N.K., Shankar, R. and Tiwari, M.K. (2008), Lean philosophy: implementation
in a forging company, International Journal of Advanced Manufacturing Technology,
Vol. 36 Nos 5/6, pp. 451-62.
Schroer, B.J. (2004), Simulation as a tool in understanding the concepts of lean manufacturing,
Simulation, Vol. 80 No. 3, pp. 171-5.
Schulte, K.M., Paruchuri, M.R. and Patel, J.B. (2005), Applying lean principles in a test
laboratory environment, Proceedings of the SAE World Congress, Detroit, MI, USA,
11-14 April, Paper No. 2005-01-1051, available at: www.sae.org (accessed 4 January 2009).
Scott, N.A. (2007), Lean conversion and Genba Shikumi, Proceedings of the IET International
Conference on Agile Manufacturing (ICAM 2007 ), Durham, UK, 9-11 July, pp. 168-71.
Serrano, I., Ochoa, C. and De Castro, R. (2008), Evaluation of value stream mapping in
manufacturing system redesign, International Journal of Production Research, Vol. 46
No. 16, pp. 4409-30.
Seth, D. and Gupta, V. (2005), Application of value stream mapping for lean operations and
cycle time reduction: an Indian case study, Production Planning & Control, Vol. 16 No. 1,
pp. 44-59.
Soderquist, K. and Motwani, J. (1999), Quality issues in lean production implementation: a case
study of a French automotive supplier, Total Quality Management & Business Excellence,
Vol. 10 No. 8, pp. 1107-22.
Sohal, A.S. (1996), Developing a lean production organization: an Australian case study,
International Journal of Operations & Production Management, Vol. 16 No. 2, pp. 91-102.
Sreedharan, S. and Liou, F. (2007), Can lean manufacturing be applied to university laboratories?,
Proceedings of the 2007 American Society for Engineering Education Annual Conference &
Exposition, Honululu, HI, USA, Paper No.: AC 2007-273, available at: www.icee.usm.edu/ICEE/
conferences/asee2007/papers/273_CAN_LEAN_MANUFACTURING_BE_APPLIED_TO_
UNI.pdf (accessed 11 June 2008).
Sridhar, M.N. (2007), Productivity improvement by lean manufacturing systems, unpublished
Masters dissertation, BITS, Pilani.
Storch, R.L. and Lim, S. (1999), Improving flow to achieve lean manufacturing in shipbuilding,
Production Planning & Control, Vol. 10 No. 2, pp. 127-37.
Taylor, D.H. (2005), Value chain analysis: an approach to supply chain improvement in
agri-food chains, International Journal of Physical Distribution & Logistics Management,
Vol. 35 No. 10, pp. 744-61.
Wallace, T. (2004), Innovation and hybridization: managing the introduction of lean production
into Volvo do Brazil, International Journal of Operations Management, Vol. 24 No. 8,
pp. 801-19.
Womack, J.P. and Jones, D.T. (1996), Lean Thinking: Banish Waste and Create Wealth in Your
Corporation, Simon & Schuster, New York, NY.
About the authors
Anand Gurumurthy is an Assistant Professor in the Mechanical Engineering Group of Birla
Institute of Technology and Science (BITS), Pilani, India. He completed his PhD in the area of LM
and ME degree in Manufacturing Systems Engineering at BITS, Pilani, India, while he received his
BE degree in Mechanical Engineering from the University of Madras, India. He has around seven
years of teaching/research experience and two years of industrial experience as a Production
Engineer with one of Indias leading industrial houses the TVS Group. He has published around
25 papers in peer-reviewed national and international journals and presented many papers
473
11. Nauman Bin Ali, Kai Petersen, Breno Bernard Nicolau de Frana. 2015. Evaluation of simulation-assisted
value stream mapping for software product development: Two industrial cases. Information and Software
Technology 68, 45-61. [CrossRef]
12. A. L. Helleno, C. A. Pimentel, R. Ferro, P. F. Santos, M. C. Oliveira, A. T. Simon. 2015. Integrating
value stream mapping and discrete events simulation as decision making tools in operation management.
The International Journal of Advanced Manufacturing Technology 80:5-8, 1059-1066. [CrossRef]
13. David Bamford The Business School, University of Huddersfield, Huddersfield, UK Paul Forrester Keele
Management School, Keele University, Keele, UK. Benjamin Dehe The Business School, University of
Huddersfield, Huddersfield, UK Rebecca Georgina Leese University of Manchester Institute of Science
and Technology, Manchester, UK. . 2015. Partial and iterative Lean implementation: two case studies.
International Journal of Operations & Production Management 35:5, 702-727. [Abstract] [Full Text] [PDF]
14. John Darlington, Mark Francis, Pauline Found, Andrew Thomas. 2015. Design and implementation of a
Drum-Buffer-Rope pull-system. Production Planning & Control 26:6, 489-504. [CrossRef]
15. Jose Arturo Garza-Reyes, Ming K. Lim, Stavros Zisis, Vikas Kumar, Luis Rocha-LonaAdoption of
operations improvement methods in the Greek engineering sector 1-8. [CrossRef]
16. Abdul Talib Bon, Tan Siok KeeImplementation of Lean manufacturing for productivity improvement in
Malaysia 1-6. [CrossRef]
17. Saja Albliwi Department of Design Manufacture and Engineering Management, University of Strathclyde,
Glasgow, UK Jiju Antony Department of Business Management, School of Management and Languages,
Heriot-Watt University, Edinburgh, UK Sarina Abdul Halim Lim Department of Design Manufacture
and Engineering Management, University of Strathclyde, Glasgow, UK Ton van der Wiele Department
of Management of Technology and Innovation, Rotterdam School of Management, Erasmus University,
Rotterdam, Netherlands . 2014. Critical failure factors of Lean Six Sigma: a systematic literature review.
International Journal of Quality & Reliability Management 31:9, 1012-1030. [Abstract] [Full Text] [PDF]
18. Ana Julia Dal Forno, Fernando Augusto Pereira, Fernando Antonio Forcellini, Liane M. Kipper. 2014.
Value Stream Mapping: a study about the problems and challenges found in the literature from the past
15years about application of Lean tools. The International Journal of Advanced Manufacturing Technology
72:5-8, 779-790. [CrossRef]
19. Gurumurthy Anand, Arpitha Chandrashekar, Gopalakrishnan Narayanamurthy. 2014. Business Process
Reengineering Through Lean Thinking: A Case Study. Journal of Enterprise Transformation 4:2,
123-150. [CrossRef]
20. D.T. Matt Faculty of Science and Technology, Free University of Bozen-Bolzano, Bolzano, Italy . 2014.
Adaptation of the value stream mapping approach to the design of lean engineer-to-order production
systems. Journal of Manufacturing Technology Management 25:3, 334-350. [Abstract] [Full Text] [PDF]
21. Ruy Victor B. de Souza Production Engineering Department, University of So Paulo, So Carlos, Brazil
Luiz Cesar R. Carpinetti Production Engineering Department, University of So Paulo, So Carlos,
Brazil . 2014. A FMEA-based approach to prioritize waste reduction in lean implementation. International
Journal of Quality & Reliability Management 31:4, 346-366. [Abstract] [Full Text] [PDF]
22. Naga Vamsi Krishna Jasti Department of Mechanical Engineering, Birla Institute of Technology and
Science (BITS), Pilani, India Aditya Sharma Department of Mechanical Engineering, Birla Institute of
Technology and Science (BITS), Pilani, India . 2014. Lean manufacturing implementation using value
stream mapping as a tool. International Journal of Lean Six Sigma 5:1, 89-116. [Abstract] [Full Text]
[PDF]
23. K. Venkataraman, B. Vijaya Ramnath, V. Muthu Kumar, C. Elanchezhian. 2014. Application of Value
Stream Mapping for Reduction of Cycle Time in a Machining Process. Procedia Materials Science 6,
1187-1196. [CrossRef]
24. M. Jasiulewicz - Kaczmarek. 2014. Integrating Lean and Green Paradigms in Maintenance Management.
IFAC Proceedings Volumes 47:3, 4471-4476. [CrossRef]
25. Harwinder SinghDepartment of Mechanical Engineering, Guru Nanak Dev Engineering College, Punjab,
India Amandeep SinghDepartment of Mechanical Engineering, Guru Nanak Dev Engineering College,
Punjab, India. 2013. Application of lean manufacturing using value stream mapping in an autoparts
manufacturing unit. Journal of Advances in Management Research 10:1, 72-84. [Abstract] [Full Text]
[PDF]
26. K.E.K. VimalDepartment of Production Engineering, National Institute of Technology, Tiruchirappalli,
India Sekar VinodhDepartment of Production Engineering, National Institute of Technology,
Tiruchirappalli, India. 2013. Application of artificial neural network for fuzzy logic based leanness
assessment. Journal of Manufacturing Technology Management 24:2, 274-292. [Abstract] [Full Text]
[PDF]
27. T. J. Roosen, D. J. Pons. 2013. Environmentally Lean Production: The Development and Incorporation
of an Environmental Impact Index into Value Stream Mapping. Journal of Industrial Engineering 2013,
1-17. [CrossRef]
28. Low Shye-Nee, Shahrul Kamaruddin, Ishak Abd Azid. 2013. Computer Simulation with TOPSIS
Approach for Improvement Solutions Ranking: A Case Study. International Journal of Computer Theory
and Engineering 673-677. [CrossRef]
29. Rohit VermaIrene NgService Systems Group, Warwick Manufacturing Group, University of Warwick,
Coventry, UK Glenn ParryBristol Business School, University of the West of England, Bristol, UK
Laura SmithCentre for Innovation and Service Research, University of Exeter Business School, Exeter,
UK Roger MaullCentre for Innovation and Service Research, University of Exeter Business School,
Exeter, UK Gerard BriscoeSystems Research Group, Computing Laboratory, University of Cambridge,
Cambridge, UK. 2012. Transitioning from a goodsdominant to a servicedominant logic. Journal of
Service Management 23:3, 416-439. [Abstract] [Full Text] [PDF] [Supplemental Material]
30. Sherif Mostafa, Jantanee DumrakA Waste Elimination Process: 111-152. [CrossRef]