Approach to Value Stream Mapping for Make-To-Order Manufacturing

Mudgal, Devanshu; Pagone, Emanuele; Salonitis, Konstantinos

doi:10.1016/j.procir.2020.04.084

Cited by 14 publications

(15 citation statements)

References 11 publications

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“…Perusahaan perlu meningkatkan daya saingnya dengan meningkatkan produktivitas secara hemat biaya dan tepat waktu (Zahraee et al, 2020). Penghematan biaya dilakukan dengan menghilangkan berbagai macam pemborosan dari lini produksi dengan VSM (Mudgal et al, 2020) (Zahraee et al, 2020) (Correia et al, 2018), mempersingkat waktu setup (Utiyama et al, 2021). Perusahaan menerapkan sistem LM ke proses manufaktur untuk menghilangkan pemborosan, mengurangi lead time, meningkatkan variasi produk, dan memenuhi permintaan (Narkhede et al, 2020).…”

Section: Pendahuluanunclassified

Review Lean Manufacturing: Faktor Produksi 4M dan Aspek QCD

Nurlaila,

Putri,

Amrina

2023

Pasti

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Lean Manufacturing (LM) terbukti bisa meningkatkan daya saing perusahaan. Perkembangan penelitian LM bisa dilihat dari tren penelitian tiap tahun pada ScienceDirect. Tujuan dari penelitian adalah menemukan celah penelitian dari 39 artikel. Metode yang digunakan adalah studi literatur yaitu dengan mereview artikel berdasarkan nama jurnal, nama negara, sektor industri, faktor produksi 4M, aspek QCD dan Lean Tools (LT). Penerapan LM pada industri manufaktur (95%) sedangkan UKM (5%), mayoritas diterapkan pada faktor Method dan minoritas pada faktor Material, semua membahas aspek Cost dan paling sedikit membahas aspek Delivery. LT yang paling sering digunakan adalah Kaizen, VSM, TPM, Cause and effect analysis, Tack Time. LT yang hanya digunakan sekali adalah DOE, QS, MCD, ERP. Ditemukan celah penelitian yaitu penelitian pada sektor industri UKM, faktor produksi Material serta aspek Quality.

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Section: Pendahuluanunclassified

Review Lean Manufacturing: Faktor Produksi 4M dan Aspek QCD

Nurlaila,

Putri,

Amrina

2023

Pasti

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“…After that, there will be a proposed future state map with its advantages (Palange and Dhatrak, 2021). Because of the predictable volume and repeatable product type, VSM has proven effective in large-scale manufacturing (Mudgal et al, 2020).…”

Section:  Value Stream Mapping (Vsm)mentioning

confidence: 99%

A Conceptual Review of the Adoption of Lean Philosophy Tools in Manufacturing Companies

Qayoudhi¹

2022

Int. j. res. entrep. bus. stud.

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Purpose: The purpose of the study was to review lean philosophy practices prevailing in the manufacturing companies; explore the various tools of lean practices existing in the manufacturing Companies and investigate the obstacles to implementing lean and determine the critical success factors of lean tools. Design/methodology/approach: The study is qualitative in nature, and it is based on a study of lean literature from the knowledge web, journals, and conference proceedings. This article goes over the fundamentals of lean philosophy and its applications in manufacturing companies, techniques, tools, benefits, and obstacles in the manufacturing business. It takes into account the target articles and specifics of web information connected to lean practice that was only published in 2015 and later. The major findings were summarized based on these sources. Findings: The results of this paper reveals that there are various tools for implementing lean philosophy such as Just in time (JIT), Kanban, Total Productive Maintenance (TPM), Key Performance Indicator (KPI), Overall Equipment Effectiveness (OEE), Kaizen, DMAIC, 5s and Value Stream Mapping (VSM). Manufacturing companies benefit from lean tools in a variety of ways, including reducing deficits, lowering production costs, motivating and involving employees to improve their performance, and maintaining a quality system. However, before deploying any form of lean tool, companies need to be aware that a lack of confidence and knowledge from top management, lack of lean culture, ineffective internal communication system, and a failure to analyze before implementing change are the major challenges that have been identified while applying lean tools. Therefore, establishing an effective communication system, providing adequate employee training and education, considering employee feedback, and establishing a strong top management system to maintain a high level of quality, taking all possible steps to change the minds of employees, are critical to the success of implementing lean philosophy. Research limitations/implications: This is a qualitative study that relies on secondary data from the literature review, empirical studies, and case studies and does not include a quantitative aspect, such as a survey. The research can help to expand the knowledge of more lean tools, benefits, and important success factors in order to make future improvements. Social Implications: The paper will assist the manufacturing companies, researchers, academicians, and Lean practitioners to understand the lean philosophy, tools, and obstacles and consider the key to success before approaching any tools. Originality / Value: The ambiguity of lean procedures grows in the industrial business due to a lack of literature. As a result, this article will assist lean practitioners, scholars, and academicians in comprehending real-world techniques, tools, and challenges, as well as success criteria for adopting lean philosophy. As a result, this study will serve as a foundation for future research. Keywords: Lean Concept, Lean Benefits, Lean Tools, Lean Obstacles, Success Factors.

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“…Beberapa literatur menggunakan VSM untuk memperpendek lead time (Rathi et al, 2021), (Stadnicka & Ratnayake, 2017), (Perdana et al, 2018), (Mudgal et al, 2020), (Masuti & Dabade, 2019), PDCA sebagai konsep dalam VSM (Romero & Arce, 2017), VSM dan VALSAT (Fernando & Noya, 2014), OMAX-VSM-ECRS (Fajrianto et al, 2017) dalam penelitian ini menambahkan konsep kaizen blitz untuk membuat keputusan dalam perbaikan dengan konsep biaya seminimal mungkin yang dapat diterapkan perusahaan dalam upaya meningkatkan produktifitas.…”

Section: Perkembanganunclassified

“…Pemetaan kondisi saat ini digunakan untuk melihat efisiensi proses, umumnya dilakukan perhitungan untuk mengetahui pencapaian level produksi menggunakan konsep Talk Time (TT) sebagai dasar untuk melihat kemampuan proses dalam memenuhi kecepatan permintaan pelanggan (Mudgal et al, 2020), menggunakan persamaan:…”

Section: Value Stream Mappingunclassified

Pendekatan Value Stream Mapping Pada Optimalisasi Proses Dan Peningkatan Produktivitas

2021

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Penelitian ini bertujuan untuk meningkatkan produktifitas dengan cara memperpendek lead time proses dengan mengurangi atau menghilangkan proses yang tidak memberikan nilai tambah, dengan metode pendekatan value stream mapping dan kaizen blitz. Perhitungan lead time di dasarkan pada stagnasi, informasi, proses, dan transportasi. Lead time dikategorikan pada value-added (VA), nonvalue-added (NVA) dan necessary but non-value-added (NNVA). Hasil penelitian menunjukkan penurunan lead time total dari 82,8 jam menjadi 61,54 jam, pada kategori value-added (VA) 1,26 jam menjadi 0,24 jam, non-value-added (NVA) 80,9 jam menjadi 60,72 jam, pada necessary but nonvalue-added (NNVA) tidak ada penurunan. Perbaikan dilakukan dengan menggabungkan proses subassy dan packing, ke proses assembly. sehingga dapat mengurangi perpindahan komponen dan proses serta mengurangi jumlah man power dari 38 menjadi 34 orang. Kata kunci: value stream mapping, kaizen blitz, lead time

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Approach to Value Stream Mapping for Make-To-Order Manufacturing

Cited by 14 publications

References 11 publications

Review Lean Manufacturing: Faktor Produksi 4M dan Aspek QCD

Review Lean Manufacturing: Faktor Produksi 4M dan Aspek QCD

A Conceptual Review of the Adoption of Lean Philosophy Tools in Manufacturing Companies

Pendekatan Value Stream Mapping Pada Optimalisasi Proses Dan Peningkatan Produktivitas

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