Designing a Future Value Stream Mapping to Reduce Lead Time Using SMED-A Case Study

Azizi, Amir; Thulasi, a; Manoharan, P. K.

doi:10.1016/j.promfg.2015.07.027

Cited by 57 publications

(35 citation statements)

References 2 publications

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“…This statistical finding is similar to reports from Rodríguez-Méndez et al [21]. (5) Once SMED has been implemented, maquiladora companies need to monitor the setup/changeover once more, including timing and video recording, to identify the current status of the setup/changeover and detect potential improvement areas, thereby continuing with the continuous improvement cycle, as mentioned in Azizi and Manoharan [26]. (6) New machines must replace old ones as soon as their lifecycle ends.…”

Section: Conclusion and Industrial Implicationssupporting

confidence: 82%

“…In addition, since such operators know best the production process, including changeovers, setups, risks, and opportunity areas, companies should constantly interview them to make sure the adopted measurement methods are appropriate. Also, new improvement proposals must be tape recorded to visualize performed changes [26]. This discussion allows us to assume that there is a significant relationship between setup work analyzed before and after the improvement process.…”

Section: Hypotheses Developmentmentioning

confidence: 99%

“…At the Separation Stage, it is important to effectively categorize internal and external setup [27]; otherwise, if an activity is incorrectly classified, companies may be losing valuable time that can actually be productive for the machine [26]. The Separation Stage is also key to successful SMED implementation because, if properly conducted, it becomes easier and faster to move toward the Transformation Stage, at which companies must convert as much internal setup to external as possible [24].…”

Section: Hypotheses Developmentmentioning

confidence: 99%

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Interrelations among SMED Stages: A Causal Model

et al. 2017

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Mexico has received a lot of foreign investment that has brought in a wide range of novel production philosophies, such as Single Minute Exchange of Dies (SMED). Despite its popularity and reported effectiveness, Mexican companies often quit SMED implementation as they consider it challenging. This usually happens when organizations are not familiarized enough with each one of the SMED stages or do not know how they are interrelated. In this article the interrelations among the different SMED implementation stages by means of a structural equations model are analyzed. Data for constructing the model were gathered from a survey administered to 250 employees from the Mexican maquiladora industry. The survey assessed the importance of 14 activities belonging to the four SMED stages. The descriptive analyses of these stages were conducted and integrated into a structural equations model as latent variables, to find their level of dependency. The model was constructed using WarpPLS 5 software, and direct, indirect, and total effects among variables are analyzed and validated. Results from the model revealed that Stage 1 of SMED implementation, known as the Identification Stage, has both direct and indirect effects on all the other SMED stages, being the most important stage.

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Section: Conclusion and Industrial Implicationssupporting

confidence: 82%

Section: Hypotheses Developmentmentioning

confidence: 99%

Section: Hypotheses Developmentmentioning

confidence: 99%

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Interrelations among SMED Stages: A Causal Model

et al. 2017

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“…Asimismo, Edtmayr, Sunk, & Sihn (2016) combinan algunos parámetros de sostenibilidad con el mapeo de cadena de valor, con el propósito de identificar y reducir los recursos de consumo utilizados en los buffers, transporte y procesos a través de las actividades de la cadena de valor. Azizi & Manoharan (2015) diseñan un Value Stream Mapping para mejorar la productividad en unas pequeñas y medianas empresas a través de la eliminación de actividades que no agregan valor al producto. Los autores utilizan un caso aplicado a una empresa productora de equipos electrónicos, la cual tenía altos tiempos y costos de producción.…”

Section: Brown Amundson and Badurdeen (2014) Elaboran Un Valueunclassified

Aplicación de la herramienta Value Stream Mapping a una empresa embaladora de productos de vidrio

Rodríguez

2017

ENTRAMADO

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R e s u m e nLas herramientas Lean Manufacturing se han posicionado en el entorno empresarial como metodologías claras y eficientes para la optimización de procesos en cualquier tipo de empresa. En el presente estudio se implementa la metodología lean llamada Value Stream Mapping o mapeo de cadena de valor en una empresa embaladora de productos de vidrio, con el propósito de identificar y eliminar aquellas actividades que no agregan valor al proceso y a su vez mejorar el desempeño del área logística de la compañía, disminuyendo la sensación de un bajo nivel de servicio. Al final de la investigación se logra concluir que la implementación de la herramienta permite reconocer el comportamiento y la relaciones subyacentes dentro del proceso actual, y con base en este proponer mejoras que conlleven a un funcionamiento ideal del sistema, donde las actividades que generen desperdicio dentro del proceso sean mínimas y solo queden aquellas tareas que le den un valor agregado al producto por el cual el cliente sí esté dispuesto a pagar. El plan de acción propuesto en este documento actualmente se encuentra en ejecución y en un corto tiempo ha entregado ahorros considerables en tiempo y dinero a la compañía. PalabRas c l av eLean Manufacturing, Value Stream Mapping, nivel de servicio, cadena de valor. Application of Value Stream Mapping tool to a company packing glass products a b s t R a c tLean Manufacturing tools has been positioned in the business environment as clear and efficient methodologies for process optimization in any type of business. In the present study is implemented the lean methodology called Value Stream Mapping or mapping value chain in a packaging company glass, in order to identify and eliminate those activities that do not add value to the process and in turn improve performance in logistics area of the company, reducing the feeling of a low level of service. At the end of the research is accomplished conclude that the implementation of the tool can recognize the behavior and underlying relationships within the current process, and based on this propose improvements that lead to an ideal system operation, where the activities that generate waste within the process are minimal and only remaining tasks that give added value to the product for which the customer if they are willing to pay. The document proposed in this action plan is currently in progress and within a short span of time has delivered considerable savings in time and money to the company.

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“…It can be seen that lean manufacturing has been developed, growth up, and adopted progressively in many major manufacturing industries in order to remain their competitive in an increasingly global market [2]. The main focus of this approach is on cost reduction by eliminating waste or non-value added activities.…”

Section: Introductionmentioning

confidence: 99%

Value Stream Mapping to Improve Workplace to support Lean Environment

et al. 2017

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Abstract. In recent years, lean manufacturing is being followed by various sectors in order to keep their competitiveness in the global markets. Lean manufacturing plays a vital role in improving the efficiency of operation by eliminating or reducing wastes. Nonetheless, most of small and medium enterprises (SMEs) lack sufficient knowledge or information on the benefits of implementing lean manufacturing. The main objective of this study is to apply value stream mapping, one of lean manufacturing tools, for improving the productivity in a SME by eliminating non-value added activities. In this study, lean manufacturing was adopted at a SME, particularly a food industry. Value stream mapping was served as main tool to identify the wastes and improvement opportunities in production line. Subsequently, different lean manufacturing tools such as Kaizen Burst, one piece flow, and 5S were applied to eliminate or reduce identified wastes. Based on the future state value stream mapping, final results showed that the total operation time and non-added value activities time were successfully decreased from 1993 seconds to 1719 seconds, and 234 seconds to 104 seconds, respectively. The findings of this study indicate that value stream mapping is an effective approach to eliminate the wastes and improve the productivity.

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Designing a Future Value Stream Mapping to Reduce Lead Time Using SMED-A Case Study

Cited by 57 publications

References 2 publications

Interrelations among SMED Stages: A Causal Model

Interrelations among SMED Stages: A Causal Model

Aplicación de la herramienta Value Stream Mapping a una empresa embaladora de productos de vidrio

Value Stream Mapping to Improve Workplace to support Lean Environment

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