Development of a multi-product cost and value stream modelling methodology

Agyapong-Kodua, Kwabena; Ajaefobi, Joseph O.; Weston, Richard; Ratchev, Svetan

doi:10.1080/00207543.2011.648777

Cited by 20 publications

(8 citation statements)

References 27 publications

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“…By expanding the use of lean techniques, some studies have been done on identifying barriers of implementing lean techniques in various industries (Schmidtke et al, 2014), such as manufacturing industry and healthcare (de Souza and Michael, 2011). In addition to examining the barriers, Pre-fabricated steel frames in building projects considering the benefits of using lean techniques, some studies have been done to simplify the use of lean techniques (Seth et al, 2017) by the combination of lean techniques with other techniques (Agyapong-Kodua et al, 2012), such as immersive virtual reality (Tyagi and Vadrevu, 2015), last planner system (Murguia et al, 2016;Wesz et al, 2018) and building information modeling (Koseoglu et al, 2018;Aziz and Arayici, 2018). In addition to expanding the use of various lean techniques, some studies were conducted to quantify the improvements by using various tools such as DES.…”

Section: Literature Review 21 Implementing Lean Methods In Manufactur...mentioning

confidence: 99%

Integrating the production and the erection processes of pre-fabricated steel frames in building projects using phased lean management

Heravi

Kebria

Rostami

2019

ECAM

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Purpose The purpose of this paper is to investigate the effects of implementing value stream mapping (VSM), just in time (JIT), continuous flow and total productive maintenance (TPM) methods throughout production and erection processes of pre-fabricated steel frames (PSFs) of building projects. Design/methodology/approach As phased lean management, after implementing the VSM technique, the JIT technique is implemented as first lean phase and the TPM and the continuous flow techniques are implemented as second lean phase. To evaluate the expected improvement of project performance due to reduce wastes by implementing lean techniques, discrete event simulation (DES) is utilized. In this research, an eight-story residential building project in Tehran, Iran, is studied. Findings Simultaneous use of lean techniques to integrate production and erection processes of PSFs leads to the improvement of the performance of production and erection stages, significantly. The results indicate 43 and 17 percent reduction in PSFs production and erection processes time and cost, respectively. Research limitations/implications In the present study, only the effects of implementing lean techniques on the production and erection of PSFs have been evaluated. However, it is also possible to apply these lean approaches and the key strategies to the other modular or pre-fabricated construction methods. Originality/value The main contribution to knowledge is improving the construction project performance by integrating the production and erection processes, using phased lean management through implementing lean techniques. The results of the current study provide valuable insight into the possibility of integrating and improving construction processes of pre-fabricated construction.

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Section: Literature Review 21 Implementing Lean Methods In Manufactur...mentioning

confidence: 99%

Integrating the production and the erection processes of pre-fabricated steel frames in building projects using phased lean management

Heravi

Kebria

Rostami

2019

ECAM

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“…The most famous lean tool to identify waste sources, both at the system design and production control levels, is the Value Stream Mapping (VSM) (first column). VSM typically focuses on a factory or a short supply chain by identifying activities contributing to produce the product required by customers (Agyapong-Kodua et al 2012). Although VSM has been improved, for example, to deal with system sources of waste and risk management (Ramesh and Kodali 2012;Vernadat et al 2013), it struggles to include all the used resources, and the outcomes of its application depend on the choice of the flow unit used in the analysis (Shou et al 2017).…”

Section: Literature Reviewmentioning

confidence: 99%

“…• the lack of a formalism to decompose processes in elementary units limits the integration of lean manufacturing methods with the I4.0 paradigm (Agyapong-Kodua et al 2012); • MSM is value-chain oriented instead of value-network oriented;…”

Section: Literature Reviewmentioning

confidence: 99%

“…The inclusion of the economic and environmental dimensions beside the technical efficiency is essential to support the efficient use of resources through the implementation of the 6Rs strategies of the circular economy, namely, reduction, reuse, recycling, recovery, redesign, re-manufacture (Govindan and Hasanagic 2018). Implementing 6Rs strategies introduces loops and customised manufacturing routes into the value creation process that becomes more complex (Agyapong-Kodua et al 2012). In general, value chain models present three main limitations (Daaboul et al 2014):…”

Section: Introductionmentioning

confidence: 99%

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Technical, economic, and environmental performance assessment of manufacturing systems: The Multi-layer Enterprise Input-Output formalisation method

Castiglione¹,

Pastore²,

Alfieri³

2021

Preprint

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In production planning and control, assessing the performance of a manufacturing system is a multi-dimensional problem, in which neglected dimensions may lead to hidden inefficiencies and missed opportunities for gaining a competitive advantage. This paper proposes a data formalisation method to model a manufacturing system by simultaneously considering value creation and technical, economic, and environmental performance. The proposed method combines the techno-economic assessment of lean manufacturing and sustainable manufacturing with the data-driven approach, typical of Industry 4.0, to overcome the limitations of the lean approaches in addressing complex systems. The method is based on integrating Multi-layer Stream Mapping and a combination of Enterprise Input-Output and Material Flow Analysis. It also considers non-value-added activities such as transport and inventories. Pen and papers and digital approaches can simultaneously exploit the method as a shared architecture for formal data integration. The implementation of the method is shown through a numerical example based on a recycled plastic pipeline manufacturing system.

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“…Ajaefobi, Weston, & Ratchev, 2012;Basu & Dan, 2014;Ben Fredj-Ben Alaya, 2016;Bertolini, Braglia, Romagnoli, & Zammori, 2013;Braglia, Carmignani, & Zammori, 2006;Camgöz-Akdağ & Beldek, 2019;Camgöz-Akdağ, Çalişkan, & Toma, 2017;Carmignani, 2017;Chen, Li, & Shady, 2010;Chiarini, 2011;Choudhary, Nayak, Dora, Mishra, & Ghadge, 2019; Chowdary & George, 2011; Coronado & Lyons, 2007; Cottyn, Van Landeghem, Stockman, & Derammelaere, 2011; Dinis-Carvalho, Guimaraes, Sousa, & Leao, 2019; Dinis-Carvalho, Moreira, Bragança, Costa, Alves, & Sousa, 2015; Green, Lee, & Kozman, 2010; Gutierrez-Gutierrez, de Leeuw, & Dubbers, 2016; Henrique, Rentes, Filho, & Esposto, 2016; Hines & Rich, 1997; Hodge, Goforth Ross, Joines, & Thoney, 2011; Holweg, 2005; Jasti & Sharma, 2015; Jiménez, Tejeda, Pérez, Blanco, & Martínez, 2012; Lacerda, Xambre, & Alvelos, 2016; Librelato,Lacerda, Rodrigues, & Veit, 2014;Liu & Ming, 2019;Matt, 2014;Nagaraj, Jeyapaul, Vimal, & Mathiyazhagan, 2019;Nepal, Natarajarathinam, & Balla, 2011;Powell, Lundeby, Chabada, & Dreyer, 2017;Raghavan, Yoon, & Srihari, 2014;Ramesh & Kodali, 2012;Ratnayake & Chaudry, 2017;Ray & John, 2011;Serrano Lasa, Laburu, & de Castro, 2008;Serrano Lasa, Ochoa, & de Castro, 2008;Serrano Lasa, de Castro, & Laburu, 2009;Seth & Gupta, 2005; …”

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confidence: 99%

Function of value stream mapping in operations management journals

Fukuzawa

2020

ABAS

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Studies of the value stream mapping (VSM) in Western journals report that leveraging VSM as a lean tool results in performance improvements. However, in these articles, VSM is functioning as a tool for partial optimization, attempting to identify and resolve bottlenecks in individual functions and divisions, primarily in production activities. For that reason, the greater the degree to which VSM underpins success, the more it deviates from the original essence of lean production and flow management, promoting overall optimization by focusing on the flows across the value chain, and potentially leading to poorer performance in the overall value flows up to the customer.

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Development of a multi-product cost and value stream modelling methodology

Cited by 20 publications

References 27 publications

Integrating the production and the erection processes of pre-fabricated steel frames in building projects using phased lean management

Integrating the production and the erection processes of pre-fabricated steel frames in building projects using phased lean management

Technical, economic, and environmental performance assessment of manufacturing systems: The Multi-layer Enterprise Input-Output formalisation method

Function of value stream mapping in operations management journals

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