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The value stream mapping (VSM) is a tool created by the lean production movement for redesigning the productive systems. Since, it was theoretically developed, some cases have been published where the mentioned tool has been used; however, there is a need to see how it is put into practice, that is to analyze the level in which theory is able to adapt to real practice, the strengths, weaknesses and the key aspects to be taken into account by the applicant teams to obtain the highest performance of the VSM. This paper aims to discuss all of these aspects.

The methodology used is a case study of a company in which the process of application of the VSM has been thoroughly analyzed. A team created to improve the productive system of a manufacture for plastic casings for mobile phones has carried out this application.

The research shows that the VSM is a valuable tool for redesigning the productive systems according to the lean system. Nevertheless, there are some key points for the establishing teams that have to take into account, as follows: the time and training resources spent, the use of suitable information systems and a suitable management of the application phases.

The conclusions of this research can be reinforced by the monitoring of the application process in more company cases.

The conclusions of this research are useful for future practitioners, so that they may bear in mind the different aspects of planning projects for redesigning productive systems by using VSM. On the other hand, these conclusions can also be useful for the academic field in order to enhance the theory of VSM.

The paper is a contribution based on practical references according to a thoroughly monitoring of a successful case in establishing VSM.

To determine whether: QuickView, that is a primary assessment and business planning tool that was designed in the USA in the 1990s, could be usable out of USA; and manufacturing SMEs outside of the US could be evaluated against the 3,400 US SMEs on the QuickView database.

The project consists of a survey of a sample of SMEs in different overseas regions, Northern Spain being one of them: revise and translate questionnaire to local language; train local agents; conduct a survey of a sample of 50 SMEs using the local agents; and review the results and draw conclusions as to the applicability of the model.

We think that we have demonstrated that QuickView is a valid tool to use on non‐US SMEs to help build local databases containing local companies. What is not so evident is how to establish direct comparisons between the two databases. To make this, the USA database should be partitioned by year of survey or by industry sector. We can draw some initial conclusions about the Spanish sample.

The USA database should be partitioned by year of survey or by industry sector, to make direct comparisons. A further continuation of this project is, obviously, an in‐depth analysis of the Spanish sample. Another issue is whether an open structure can be developed for QuickView that would allow it to be modified into specialized questionnaires for service companies, for example, or a questionnaire dedicated to the SMEs in a particular country.

To create a database of spanish companies based on QuickView methodology to serve as a reference of management practices.

There are currently several projects trying to develop standard European benchmarking tools and databases. Our project presents an adaptation of another different tool already in use in the USA and proves its validity in an European context. This tool should be useful either for companies trying to evaluate themselves and compare with a local, though still small, database or for external agents trying to compare one particular company against the database.

The purpose of this paper is to cover the significance of lean thinking using value stream mapping and six sigma methodology in managing industrial operations.

Lean manufacturing is an efficient approach for identifying and eliminating waste through a continuous improvement via flow of the product/service at the pull of customer in chase of exactness. This study has been carried out in a manufacturing unit of Northern India that was suffering from high production lead time and work in progress (WIP) inventory.

The current state and future state maps for the critical product have been prepared. On comparison of both current and future state maps, it was observed that lead time has been reduced by 14.88 percent, processing time by 14.71 percent and wastage of material movement by 37.97 percent. As proposed in model, the WIP inventories have been reduced by 17.76 percent and workforce by 17.64 percent. Further it would lead to the profit of Rs161,800 per annum. Six sigma projects have been carried out to reduce rejections of the critical product P-19 under study. The total length of the product was undersize of the critical product. Root cause analysis technique has been used through strategic DMAIC implementation. Results of investigation demonstrated net savings of rupees 145,560 annually.

The paper demonstrates the practical application of lean thinking, showing how it can bring real breakthroughs in saving cost in the manufacturing industry.