A process improvement approach based on the Value Stream Mapping and the Theory of Constraints Thinking Process

Abstract

Purpose – The purpose of this paper is to present a case of integration between the processes modeling by using the Value Stream Mapping (VSM) and the Thinking Process of the Theory of Constraints (TP-TOC) through the analysis of productive processes of an organization, indicating the complementary aspects between them and their benefits to the organization. Design/methodology/approach – The paper uses a company of the Brazilian automotive industry as the administering site. The research began by identifying the organization's processes and choice of a family of products to model according to the VSM approach. The integrated view between the losses in the process (VSM) and the unwanted effects of the adding value process were analyzed by using the Current Reality Tree. After the analysis, different improvement procedures are proposed based on the lean principles. Finally, a work plan is presented based on the previous steps aiming to achieve the proposed future state. Findings – The analysis of this case helps to understand and identify the causes of the current problems in the processes studied, providing an integrated view between the losses in the process and the prioritization of steps for the elimination of such losses. The approach in its initial administration was robust and the solution steps were promising. By integrating these approaches, it was possible to verify improvement opportunities by identifying the losses and the basic causes that sustain the unwanted effects in the processes at the same time. Originality/value – The study proposes an approach that enables a systematic and systemic analysis of the processes at organizations through the combined use of process modeling through the VSM and TP-TOC. Simultaneously, the losses in the processes and the unwanted effects are identified. Thus, through the construction of an effect-cause-effect robust logic, both losses in particular and the unwanted effects in general can be prioritized in order to maximize the improvement efforts in the processes.

TOC implementation in a medium-scale manufacturing system with diverse product rooting

“…Actually, case study methodology is very often exploited in studies of manufacturing systems (e.g. Aguilar-Escobar et al, 2016;Pereira Librelato et al, 2014) because it allows for a comprehensive and broad view of complicated issues in highly differentiated environments. The case study is a qualitative method facilitating the exploration of a phenomenon within its context by using a variety of data sources.…”

“…The TOC approach may serve as a broad theory integrating a great many operations management concepts and studies (Boyd & Gupta, 2004). Some authors argue that TOC is very closely related to process thinking (Pacheco Lacerda, Cassel, & Rodrigues, 2010;Pereira Librelato, Pacheco Lacerda, Rodrigues, & Veit, 2014). Others demonstrate that TOC is inherently implemented in the main Lean Manufacturing diagnostic tool -Value Stream Mapping (Pereira Librelato et al, 2014).…”

Digital Value Stream Mapping Using the Tecnomatix Plant Simulation Software

“…Orientation on value should be the inherent part of the companies' strategies on a way to cumulate more customer value. Value for customer is a way to achieve success in business [13]. Logistic system is like a network with the stochastic and probabilistic nature.…”

“…Mapping provides a credible view of narrow production sites, the reasons for possible losses and inefficient production or storage systems. The main map outputs [7,13,27,28] include:  VA index (Value added index)the added value of the manufacturing process or product to the total production runtime, expressed as a percentage,  process timeprimarily dependent on cycle time,  work in progresssize, state,  information on the amount of inventory.…”

“…Creating a value flow graphically involves much less information about the production process than would be required. Information relating to the manufacturing process: cycle time, tact time, sequence of operation, lead time, production capacity, workload, working time, number of shifts, inventory and inputs data: order of customer, supply schedules are precisely defined to provide the information which is needed to analyse the current state and create a future map of the value flow [8][9][10][11][12][13][14][15].…”