Value stream mapping with lean thinking model for effective non-value added identification, evaluation and solution processes

Ahmad, Rosmaini; Amin, Rabiatul Fakhira Mohd; Mustafa, Shaliza Azreen

doi:10.1007/s12063-022-00265-9

Cited by 11 publications

(3 citation statements)

References 26 publications

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“…In the literature on lean thinking, authors have discussed various tools and techniques, including value stream mapping (VSM), process flowchart, swimlane diagram and spaghetti diagram, to analyze and improve performance and other measures (Ahmad et al, 2022). In general, VSM is widely accepted in the research community (Hussain and Figueiredo, 2023).…”

Section: Introductionmentioning

confidence: 99%

“…In general, VSM is widely accepted in the research community (Hussain and Figueiredo, 2023). VSM assumes a relatively stable and predictable process flow (Ahmad et al, 2022). However, complex processes are often characterized by significant variations, exceptions, multiple decision points and uncertainties that may impact the flow (Aissaoui et al, 2022;Soliman et al, 2022).…”

Section: Introductionmentioning

confidence: 99%

“…In general, VSM is widely accepted in the research community (Hussain and Figueiredo, 2023). VSM assumes a relatively stable and predictable process flow (Ahmad et al. , 2022).…”

Section: Introductionmentioning

confidence: 99%

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BPMN-VSM-based knowledge-work process analysis and improvement in police services: a case study

Santhiapillai,

Ratnayake

2023

IJPPM

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PurposeThe purpose of this study is to investigate the integrated application of business process modeling and notation (BPMN) and value stream mapping (VSM) to improve knowledge work performance and productivity in police services. In order to explore the application of the hybrid BPMN-VSM approach in police services, this study uses the department of digital crime investigation (DCI) in one Norwegian police district as a case study.Design/methodology/approachService process identification was the next step after selecting an appropriate organizational unit for the case study. BPMN-VSM-based current state mapping, including time and waste analyses, was used to determine cycle and lead time and identify value-adding and nonvalue-adding activities. Subsequently, improvement opportunities were identified, and the current state process was re-designed and constructed through future state mapping.FindingsThe study results indicate a 44.4% and 83.0% reduction in process cycle and lead time, respectively. This promising result suggests that the hybrid BPMN-VSM approach can support the visualization of bottlenecks and possible causes of increased lead times, followed by the systematic identification and proposals of avenues for future improvement and innovation to remedy the discovered inefficiencies in a complex knowledge-work environment.Research limitations/implicationsThis study focused on one department in a Norwegian police district. However, the experience gained can support researchers and practitioners in understanding lean implementation through an integrated BPMN and VSM model, offering a unique insight into the ability to investigate complex systems.Originality/valueComplex knowledge work processes generally characterize police services due to a high number of activities, resources and stakeholder involvement. Implementing lean thinking in this context is significantly challenging, and the literature on this topic is limited. This study addresses the applicability of the hybrid BPMN-VSM approach in police services with an original public sector case study in Norway.

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Section: Introductionmentioning

confidence: 99%