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Presents for the first time how value‐stream maps can be used to determine leadership beliefs, behaviors, and competencies. Current‐state value‐stream maps represent “conventional” management thinking and practices – what most business schools teach – while future‐state maps represent progressive “lean” management thinking and practices rooted in the Toyota management system. Current‐ and future‐state value‐stream maps for manufacturing and service business processes are used to illustrate the progression from belief to behavior to competency. The beliefs, behaviors, and competencies of leaders skilled in these two modes of management thinking and practice are shown to be remarkably different, and constitute an alternative and simpler route for identifying leadership problems and improving leadership effectiveness.

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.

Value stream mapping (VSM) is a lean manufacturing (LM) tool used for analyzing material and information flow on a specific product family. The purpose of this article is to address the importance of VSM in LM environment in an Indian auto components industry.

The case study approach has been used to show the applicability and importance of VSM in an Indian auto components company, in which the current state of manufacturing is mapped with the help of VSM symbols. According to the current state mapping, the study conducted analysis and identifies the area of improvement needed in terms of work in process, lead time and cycle time. The study further implemented kaizen on the current state map and developed future state map while including these kaizens.

The study clearly shows that the VSM brings out the positive impact on process ratio, TAKT time, process inventory level, line speed, total lead and process time and reduced man power. It is helping the company in satisfying their customers with respect to quality, cost and delivery.

The main limitation of the study is the confined focus on a single industry. The case should be extended to other industries in order to support the findings and for the purpose of the wider generalization.

The results obtained from the study will help other industries and sectors to implement VSM in LM environment.

The article deals with a real case study, which shows application of VSM for implementing lean principles.

The purpose of this paper is to discuss the lean implementation process and its quantified benefits for the production industry with the help of value stream mapping (VSM). Both current and future state maps of the organization's shop floor scenarios are discussed using VSM techniques in order to highlight improvement areas and to bridge the gap between the existing state and the proposed state of shop floor of the selected industry.

VSM process symbols are used to discuss lean implementation process in the production industry. The existing status of the selected manufacturing industry is prepared with the help of VSM symbols and improvement areas are identified. Some modifications in current state map are suggested and with these modifications a future state map is prepared.

After comparison of the current and future state of shop floor of the selected industry it is found that reduction in lead time was 83.14 percent, reduction in processing time was 12.62 percent, reduction in work‐in‐process inventory was 89.47 percent, and reduction in manpower requirement was 30 percent. The rise in productivity per operator was 42.86 percent.

The findings are limited due to the focused nature of the case study and further cost‐benefit analysis can be carried out.

This paper will be very useful for the researchers and practitioners for understanding lean implementations and its derived benefits.

The paper is a real case study showing lean implementation and its benefits for the production industry.

This paper aims to address the application of lean manufacturing using value stream mapping (VSM) concepts in an auto‐parts manufacturing organization. Using value stream concepts, both current and future states maps of the organization's shop floor scenarios have been discussed to identify sources of waste between the existing state and the proposed state of the selected organization for improving its competitiveness.

VSM process symbols were used to discuss lean implementation stages in the auto‐parts manufacturing unit. Current states of the selected manufacturing unit were prepared with the help of VSM symbols and improvement areas were identified. A few modifications in current state were made and, with these modifications, a future state map is suggested.

After comparison of the current and future states of the selected manufacturing unit, it has been found that there was 69.41 percent reduction in cycle time, 18.26 percent reduction in work in‐process inventory and 24.56 percent reduction in production lead times for the replacement ball product. While for Weldon ball end product 51.87 percent reduction in cycle time, 21.51 percent reduction in work in‐process inventory, 25.88 percent reduction in lead time was noted.

The findings of this case study are valid due to limited selection of products only.

This paper depicts a true picture of the implementation of lean manufacturing tools in an organization.

Lean construction is a technique that aims at reducing waste in construction and maximizing productivity. The purpose of this paper is to discuss the effectiveness of Lean technique in managing construction projects.

A case study of structural steel erection project was chosen where the value stream mapping lean tool is applied and the possible improvement in productivity was observed. The current state of the activities in the erection process was mapped first which was followed by preparing the Future State Map of the activities after eliminating the non-value adding tasks.

The modifications from Future State Map were carried out at the project and the results exhibited a substantial increase in productivity by reducing the project duration by 13 days which is about 30 per cent savings from the expected completion time after the implementation of Lean technique.

Traditionally lean concept has been widely used in process-oriented manufacturing industry whereas it is relatively new to the project-oriented construction industry. This current research has focused on applying lean tool to a real time construction project at the site level and measuring its outcome practically. The results of this study are real and affirm the effectiveness of applying lean concept to construction projects. It will be major paradigm shift in terms of managing construction projects.

The purpose of this paper is to explain how value stream mapping (VSM) is helpful in lean implementation and to develop the road map to tackle improvement areas to bridge the gap between the existing state and the proposed state of a manufacturing firm.

Through this case study, the existing stage of manufacturing is mapped with the help of VSM process symbols and the biggest improvement areas like excessive WIP, lead time, cycle time, are identified. Some modifications in current state map are suggested and with these modifications future state map is prepared. Further TAKT time is calculated to set the pace of production processes.

Current state and future state of manufacturing of a firm are compared and witnessed: 92.58 percent reduction in lead time, 2.17 percent reduction in processing time, 97.1 percent reduction in WIP and 26.08 percent reduction in manpower requirement.

The findings are limited due to the focused nature of the case study. VSM can also be applied to the process industry as well as to the service sector.

This case study shows that VSM is a powerful tool for lean implementation and allows every industry to understand and continuously improve its understanding towards lean manufacturing.

This paper is a real case study showing VSM applications for lean implementation.

The 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.

Service 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.

The 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.

This 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.

Complex 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.

This paper aims to apply lean manufacturing using value stream mapping (VSM) in the manufacturing organization (automotive suspension and fastening components section). To validate the VSM approach, simulation has been done.

VSM approach has been used to implement lean stages in the U-bolt section. Current state map was prepared and future state map has been implemented. Further, simulation has been done to compare current state and future state maps.

It has been found that there is 87.59% reduction in cycle time (C/T), 76.47% reduction in work-in-process (WIP) inventory, 95.41% reduction in production lead time, 66.08% increase in value added (VA) ratio, 95.78% reduction in non-value added (NVA) time, 57.14% reduction in the number of operators and 70.67% reduction in change over (C/O) time for the U-bolt section. Simulated and VSM of current and future state has observed error of 5 s.

This study is based on automotive manufacturing industry situated in northern part of India. The outcome of this study is applicable only to the selected product of the manufacturing company.

This paper deals with case study part which reflects the true picture of implementation of Lean manufacturing (LM) tools in the organization.

The purpose of this paper is to present a methodology for using simulation models together with value stream mapping (VSM) for designing lean service systems and illustrate it with a case study.

The authors propose a methodology combining simulation and VSM. Simulation models for both current and future states are developed to validate the results of the corresponding maps of current and future states, respectively.

The results illustrate the advantages of the suggested design represented by the future state map. Additionally, using simulation models together with VSM for validating current and future states also allows decision makers to perform comprehensive analyses on the system and draw statistical conclusions.

Although some lean applications in educational services exist in previous studies, according to the best of the authors’ knowledge, this study is the first one combining VSM and simulation for the implementation of the lean concepts in the construction and technical services of a public university.