Leanness assessment of a complex assembly line using integrated value stream mapping: a case study

Abstract

PurposeThis paper proposes an integrated value stream mapping (VSM) for a complex assembly line to improve the leanness of a complex automotive component manufacturing organization.Design/methodology/approachThis study depicts the application of VSM at the case organization, where top management is concerned about the challenges of higher cycle time and lower productivity. Gemba walks were conducted to establish the concept of “walk the flow, create the flow” along the assembly line. The multi-hierarchical cross-functional team developed the current value stream map to know the “as-is” state. Then, the team analysed the current VSM and proposed the future VSM for the “to-be” state.FindingsThe integrated VSM shows different processes and work cells, various wastes, non-value-added activities, cycle time, uptime and the material and information flows for both products of the assembly line on the same map. The integrated VSM reduced cycle time, non-value-added activities, work in process inventory and improved line efficiency and production per labour hour for both the products, simultaneously.Research limitations/implicationsThe limitation of the study is that the study focussed only on the application of VSM for one complex assembly only. Future research may be conducted using the developed integrated VSM approach in other complex production environments.Practical implicationsManagers can identify and reduce system waste by incorporating the concept of integrated VSM in a complex production or assembly environment where two or more products are being manufactured/assembled with low similarity.Originality/valueThe application of VSM for assembly lines is highly challenging because of merging flows, a large number of child parts in the lines and assembly of more than one product on the same line.

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“…Furthermore, it is worth mentioning that sustainable HRC practices are not only beneficial from environmental and financial viewpoints, but can also have a significant social impact on rural areas through safer and more secure constructions (Fatourehchi and Zarghami, 2020). Likewise, value management-based practices can provide satisfactory economic returns, accountability and excellence in social and ecological performance (Pitt et al, 2009;Sangwa and Sangwan, 2022b). Therefore, we expect a positive impact of sustainable construction dimensions (i.e.…”

“…Furthermore, it is worth mentioning that sustainable HRC practices are not only beneficial from environmental and financial viewpoints, but can also have a significant social impact on rural areas through safer and more secure constructions (Fatourehchi and Zarghami, 2020). Likewise, value management-based practices can provide satisfactory economic returns, accountability, and excellence in social and ecological performance (Pitt et al, 2009;Sangwa and Sangwan, 2022b). Therefore, we expect a positive impact of sustainable construction dimensions (i.e., sustainable construction material, sustainable construction design, modern construction methods) on sustainable performance, defined as both environmental and social performance (Dalal-Clayton, 1994): In keeping with the findings of Dalal-Clayton (1994), sustainability also has an economic dimension, meaning that sustainable construction should also be "economically viable by paying for itself with costs not exceeding income" (Shokouhyar et al, 2021).…”

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“…However, these are often adapted in terms of formulation and terminology to the given context in which they are applied (Douglas et al, 2015;Santhiapillai and Ratnayake, 2023). There are three types of activities in any operational process: (1) value-adding activities (VA) that add value to the final product or service, (2) non-value-adding activities (NVA) and (3) necessary NVA (NNVA) which does not add value but is unavoidable (Sangwa and Sangwan, 2022). To identify and eliminate waste and NVA, process mapping plays a crucial role when transitioning from a sub-optimal to an improved state.…”

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“…Canonico et al (2022) highlighted the role of knowledge visualisation in effective decision-making in lean product development. Sangwa and Sangwan (2022b) introduced integrated value stream mapping for a complex assembly line to enhance lean performance. However, there is still a lack of literature that combines lean product development and lean production shop floor, as well as both types of quality parametersprocess quality and product qualityin a single measurement model.…”