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Article
Publication date: 22 January 2021

The viable system model’s support to social responsibility

Tjaša Štrukelj, Dejana Zlatanović, Jelena Nikolić and Simona Sternad Zabukovšek

The consequences of human social irresponsibility urge socially responsible reactions. The authors expose the consequences of socially irresponsible behaviour and state…

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Abstract

Purpose

The consequences of human social irresponsibility urge socially responsible reactions. The authors expose the consequences of socially irresponsible behaviour and state possible requisitely holistic tools to eliminate organisations’ dangerous and socially irresponsible behaviour. This paper aims to examine how the viable system model (the VSM) used as a diagnostic tool can help organisations support socially responsible behaviour.

Design/methodology/approach

Given the variety of systems methodologies, the authors selected the VSM as a key methodological tool of Organizational Cybernetics. A case-study approach is used to demonstrate the power of the VSM as a diagnostic tool.

Findings

Humans need to replace recklessness and selfishness by faster re-orientation towards a socially responsible society. By following the cybernetic circle of the preparation and implementation of the management process and practising social responsibility via the VSM, organisations can conduct socially responsible business operations for a socially responsible society. Respecting the pluralist nature of social responsibility and a limited framework of the VSM, the VSM analysis needs to be supported by interpretive systems approaches, such as Strategic Assumptions Surfacing and Testing (SAST).

Research limitations/implications

The presented study’s limitation is the case study of a selected organisation from Europe. The discussion could be relevant to each organisation, which is observed as a viable system. The insights gained with this case study can be broadened by empirical research involving diverse organisations from various countries.

Practical implications

Research results indicate socially irresponsible behaviours of the researched organisation and possible ways of overcoming them. The cybernetic circle of the preparation and implementation of socially responsible management processes through the VSM offers a possible path towards more social responsibility in organisations. Moreover, the VSM should be used in combination with interpretive systems approaches, such as SAST.

Social implications

The generality of the VSM indicates that decision-makers could use the VSM for diagnosing socially irresponsible behaviour in organisations and for redesigning organisations to help develop a more socially responsible society.

Originality/value

The paper contributes to a cybernetic framework and methodological support to social responsibility. This study could serve as an essential starting point for organisations wishing to take further steps towards social responsibility.

Details

Kybernetes, vol. ahead-of-print no. ahead-of-print
Type: Research Article
DOI: https://doi.org/10.1108/K-12-2019-0860
ISSN: 0368-492X

Keywords

  • Viable System Model
  • Business policy
  • Holistic approach to social responsibility
  • Organisational diagnosis
  • Organisational redesign
  • Social responsibility
  • Social irresponsibility

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Article
Publication date: 7 December 2020

Enhancement of value stream mapping application process through using fuzzy DEMATEL and fuzzy QFD approaches: a case study considering economic and environmental perspectives

Hichem Aouag, Mohyiddine Soltani and Mohamed Djamel Mouss

This paper aims to investigate an integrated approach that aims at enhancing the application process of value stream mapping (VSM) method. It also proposes an extended VSM…

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Abstract

Purpose

This paper aims to investigate an integrated approach that aims at enhancing the application process of value stream mapping (VSM) method. It also proposes an extended VSM called Economic and Environmental VSM(E-EVSM). The proposed approach highlights the improvement of economic and environmental performances.

Design/methodology/approach

The proposed approach has studied the integration of VSM, fuzzy decision-making trial and evaluation laboratory (DEMATEL) and fuzzy quality function deployment (QFD) to improve the economic and environmental performances of manufacturing processes. The VSM method is used for data collection and manufacturing process assessment, whereas fuzzy DEMATEL is used to analyse the current state map. Finally, fuzzy QFD is used to organize the improvement phase of VSM method.

Findings

The clear findings of this research prove the effectiveness of VSM method on the environmental and economic performances of manufacturing processes. In addition, the proposed approach will show the advantages of fuzzy DEMATEL and fuzzy QFD approaches in improving the application of the VSM method.

Research limitations/implications

The limitation of this study includes the lack of consideration of other dimensions such as social, technological and managerial. In addition, the proposed approach studied an average set of environmental and economic indicators.

Originality/value

The novelty of the proposed approach is proved by the development of an extended VSM method (E-EVSM). Also, the proposed approach contributes by a new methodology for analysing and improving the current state map of manufacturing processes.

Details

Journal of Modelling in Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
DOI: https://doi.org/10.1108/JM2-01-2020-0007
ISSN: 1746-5664

Keywords

  • Decision-making
  • Operations management
  • Supply chain management
  • Decision analysis
  • Value stream mapping (VSM)
  • Quality function deployment (QFD)
  • Decision-making trial and evaluation laboratory (DEMATEL)
  • Fuzzy logic
  • Economic and environmental indicators

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Article
Publication date: 17 May 2020

A lean proposal: development of value stream mapping for L'Oreal's artwork process

Sid Ghosh and Kaitlin Lever

This research develops value stream mapping (VSM) for L'Oreal's artwork process, to eliminate waste, reduce lead time and identify stages that can be automated, which…

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Abstract

Purpose

This research develops value stream mapping (VSM) for L'Oreal's artwork process, to eliminate waste, reduce lead time and identify stages that can be automated, which makes the process less prone to human error and more responsive to fulfilling business-to-business customer requirements. In addition, amendments frequently occur slowing down the artwork process. In this context, VSM is applied to L'Oreal's artwork process to reduce lead time, human error and missed deadlines.

Design/methodology/approach

This study uses data from L'Oreal's artwork tracker from 2018–2019, which is manually tracked by the launch team. The service level agreement and task time data have been collected from 12 employees representing the launch, factory and marketing teams working on the artwork process. Qualitative feedback was also obtained from nine employees to validate the VSM for L'Oreal's artwork process.

Findings

VSM identified stages that can be streamlined and automated in L'Oreal's artwork process, which makes the process more efficient and responsive to changing scope of the artworks. 50% of the stages have been eliminated from the manual artwork process, resulting in a reduced lead time of 10.5 days and a reduction of 28% spent on the process. This allows the artwork process to be more agile to the requirements of business-to-business customers. The proposed VSM shows a 73% increase in value-added time for a renovation and a 75% increase in value-added time for new product developments.

Originality/value

VSM has been specifically designed, developed and analyzed for L'Oreal's artwork process, in order to make the process more efficient and responsive to business-to-business customer’s requirements.

Details

Business Process Management Journal, vol. 26 no. 7
Type: Research Article
DOI: https://doi.org/10.1108/BPMJ-02-2020-0075
ISSN: 1463-7154

Keywords

  • Automation
  • VSM
  • Lean tools
  • Artwork-process
  • L’Oreal

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Article
Publication date: 9 January 2020

Application of lean manufacturing in automotive manufacturing unit

Jagmeet Singh and Harwinder Singh

This paper aims to apply lean manufacturing using value stream mapping (VSM) in the manufacturing organization (automotive suspension and fastening components section). To…

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Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Research limitations/implications

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.

Originality/value

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

Details

International Journal of Lean Six Sigma, vol. 11 no. 1
Type: Research Article
DOI: https://doi.org/10.1108/IJLSS-06-2018-0060
ISSN: 2040-4166

Keywords

  • Simulation
  • Lean production
  • VSM
  • Value stream mapping
  • Lean manufacturing
  • Cycle time
  • Production lead time
  • Lead times
  • Distribution and inventory management
  • Automotive suspension and fastening components manufacturing industry

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Article
Publication date: 1 October 2019

An application of value stream mapping in auto-ancillary industry: a case study

Naga Vamsi Krishna Jasti, Srinivas Kota and Kuldip Singh Sangwan

Lean manufacturing (LM) plays a major role in eliminating wastes (activities/resources) in a manufacturing organization. Value stream mapping (VSM) is one of the critical…

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Abstract

Purpose

Lean manufacturing (LM) plays a major role in eliminating wastes (activities/resources) in a manufacturing organization. Value stream mapping (VSM) is one of the critical tools in LM which will help in identifying wastes in materials and information flow in a specific product family. The purpose of this paper is to illustrate the significance of VSM in the auto-ancillary industry in enhancing the productivity and the quality.

Design/methodology/approach

A case study approach is followed to demonstrate the significance of VSM in identifying various wastes in the auto-ancillary industry. The study has been performed by implementing seven critical steps. A product family is identified based on the customer demand and a cross functional team with specialized experts was formed. The overall processes with sequence are mapped using process flowchart. A cross functional team has been formed to develop the current state of VSM and perform a critical analysis to identify shortcomings. An investigation was performed to overcome the existing shortcomings by identifying opportunities. The relevant kaizens to improve the current state have been proposed. The cross functional team of experts have performed a feasibility study on implementation of proposed kaizens. Finally, a future state of VSM after implementation of feasible kaizens has been reported.

Findings

The results show that future state of VSM brings out the positive impact with respect to process ratio, TAKT time, process inventory level, total lead time and bottleneck time. The proposed improvement also helped to achieve higher customer satisfaction in terms of increased quality, reduced cost and on time delivery.

Research limitations/implications

Present study is focussed on a single product family cell in one of the auto-component organization.

Originality/value

Helps practitioners in the auto-component industry to implement the VSM effectively in their organization.

Details

The TQM Journal, vol. 32 no. 1
Type: Research Article
DOI: https://doi.org/10.1108/TQM-11-2018-0165
ISSN: 1754-2731

Keywords

  • Lean production
  • Value stream mapping
  • Kaizen

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Article
Publication date: 25 November 2014

Application of the viable system model in a complex sugarcane supply chain

Sandra Hildbrand and Shamim Bodhanya

The purpose of this paper is to introduce the viable system model (VSM) as a valuable tool to the food industry. A sugarcane supply chain was used to evaluate VSM's…

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Abstract

Purpose

The purpose of this paper is to introduce the viable system model (VSM) as a valuable tool to the food industry. A sugarcane supply chain was used to evaluate VSM's applicability to the food industry by exploring how VSM can help to understand its complexity.

Design/methodology/approach

VSM and qualitative research methods were combined in an interactive manner to produce a VSM diagnosis.

Findings

The VSM diagnosis highlighted that while continuity of the system is not at risk, many improvement opportunities exist. For example, the local mill management lacks autonomy, essential operational measurement cannot be realised, coordination is deficient and a vision or identity for the mill area and a joint effort to engage in strategic considerations is missing. Miller-grower fragmentation surfaced as one cause of these shortcomings.

Research limitations/implications

Although VSM revealed shortcomings, it was unable to facilitate interventions for improvement. VSM's capacity in dealing with shortcomings should be strengthened and the merit of VSM in other food-related supply systems should be investigated.

Practical implications

Millers and growers need to become genuine partners and work jointly on the issues that challenge the system to realise the full potential that is embedded in the system.

Originality/value

VSM has not been applied in the sugar industry context and the amount of researches that explore sugarcane supply chains holistically is limited.

Details

British Food Journal, vol. 116 no. 12
Type: Research Article
DOI: https://doi.org/10.1108/BFJ-06-2013-0158
ISSN: 0007-070X

Keywords

  • Sugar industry
  • Viable system model
  • Systemic approach

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Article
Publication date: 4 March 2019

The viable system model and its applications in higher education: an overview

Sahar Saeed Rezk and Shahinaz Gamal

Viable system model (VSM) is a powerful tool mainly used to describe, solve and control systems’ complex problems autonomously. It enables systems to be flexible so that…

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Abstract

Purpose

Viable system model (VSM) is a powerful tool mainly used to describe, solve and control systems’ complex problems autonomously. It enables systems to be flexible so that they can survive by rapidly responding and adapting their behaviors to any expected or even unexpected changes in the surrounding environment. This study aims to provide a literature review of the VSM as a conceptual framework for designing viable systems, and its applications in the field of higher education (HE).

Design/methodology/approach

The review is based on explaining “What is organizational cybernetics?”, clarifying the principles of the VSM as a rational model for designing viable organizations, discussing its drawbacks and the extended VSM, and then presenting a literature review of VSM applications in HE based on papers mainly published from 1993 to 2017.

Findings

Although there are many contributions provided by applying the VSM in HE, the previous developed models used Beer’s framework with its drawbacks without referring to some important factors neglected within it which are discussed in this review.

Originality/value

The study presents a summary of previous research on this topic and clarifies the essential issues needed to be addressed to design viable systems. Based on the gaps identified in the literature, some issues have been emphasized to be addressed in future research.

Details

Kybernetes, vol. 48 no. 3
Type: Research Article
DOI: https://doi.org/10.1108/K-04-2018-0185
ISSN: 0368-492X

Keywords

  • Cybernetics
  • Viable system model
  • Organizational cybernetics
  • Extended viable system model

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Article
Publication date: 25 February 2014

Lean manufacturing implementation using value stream mapping as a tool: A case study from auto components industry

Naga Vamsi Krishna Jasti and Aditya Sharma

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…

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Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Research limitations/implications

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.

Practical implications

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

Originality/value

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

Details

International Journal of Lean Six Sigma, vol. 5 no. 1
Type: Research Article
DOI: https://doi.org/10.1108/IJLSS-04-2012-0002
ISSN: 2040-4166

Keywords

  • Lean manufacturing
  • Case study
  • Kaizen
  • Auto components
  • Value stream mapping

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Article
Publication date: 8 May 2017

Cross-enterprise value stream assessment

Christof Oberhausen and Peter Plapper

In most cases, the conventional assessment of value streams is based on key performance indicators (KPIs) like the share of added value, the degree of flow or a…

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Abstract

Purpose

In most cases, the conventional assessment of value streams is based on key performance indicators (KPIs) like the share of added value, the degree of flow or a comprehensive lead time analysis. To evaluate cross-enterprise value streams of manufacturing, business or service processes in detail, a holistic methodology is needed. The paper aims to discuss this issue.

Design/methodology/approach

In this research paper, the assessment of value streams within complex cross-company networks is described. After a presentation of relevant KPIs in the fields of value stream management (VSM) and supply chain management (SCM), an approach for a cross-enterprise evaluation of value streams on different levels of detail is shown. In addition, the use of an absolute VSM evaluation, in contrast to a relative VSM assessment, is examined.

Findings

Based on a uniform and well-balanced set of KPIs and other VSM and SCM parameters, a performance assessment on different levels of value stream detail is enabled. Further investigations reveal the advantages of a relative compared with an absolute VSM assessment.

Research limitations/implications

In addition to a comprehensive overview of existing KPIs for a value stream assessment beyond company borders, a holistic and multi-level VSM approach is presented in this paper. In contrast to existing VSM approaches, the described method allows an evaluation and subsequent improvement of value streams within supply chain networks. Up to now, the presented approach for the assessment of cross-enterprise value streams has only been tested in specific industrial environments. In future, the proposed methodology shall also be validated for other process types like business, service or further manufacturing processes.

Practical implications

The described cross-company performance measurement approach shows a high practical relevance for organizations operating in supply chain networks. Due to the integrated use of different VSM parameters, the evaluation of highly interconnected value streams across corporate boundaries is facilitated. By means of a case study, the proposed methodology is validated under real industry conditions and proves its practical applicability.

Originality/value

One of the novel features of this research is the extension of the traditional VSM method with respect to a relative evaluation of value streams based on a set of significant KPIs. In addition, the allocation of these KPIs to different value stream layers and categories leads to an innovative approach for a multi-level assessment according to the needs of the specific VSM application, e.g. a more standardized use of VSM in complex supply chain networks.

Details

Journal of Advances in Management Research, vol. 14 no. 2
Type: Research Article
DOI: https://doi.org/10.1108/JAMR-05-2016-0038
ISSN: 0972-7981

Keywords

  • Performance measurement
  • Lean manufacturing
  • Industrial engineering
  • Production planning
  • Key performance indicators
  • Value stream mapping

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Article
Publication date: 1 January 2013

The applicability of the Viable Systems Model as a diagnostic for small to medium sized enterprises

Nicola Burgess and Nicholas Wake

This paper presents research into the use of the Viable Systems Model (VSM) in small to medium sized enterprises (SMEs). Research on the VSM has been focussed on large…

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Abstract

Purpose

This paper presents research into the use of the Viable Systems Model (VSM) in small to medium sized enterprises (SMEs). Research on the VSM has been focussed on large organisations. The purpose of this paper is to explore the usefulness of the VSM in diagnosing issues of viability in SMEs.

Design/methodology/approach

Case study research was undertaken in which semi structured diagnostic interviews took place with SMEs using the VSM as a diagnostic tool. The aim was to investigate whether the VSM would assist in diagnosing problems with viability and whether it could then prescribe and facilitate improvements in operations. Qualitative case study evidence is presented that shows the results of these interventions.

Findings

The paper reports some examples of operational problems that were exposed through the intervention process and shows some general conclusions to support the use of VSM for analysing operations and supporting small business viability. A number of “threats to viability” themes were apparent and these are discussed.

Practical implications

The semi‐structured interview protocol created for the research could be used to diagnose viability issues in other SMEs and thus is of practical relevance to other organisations.

Originality/value

The VSM originates from the theory of cybernetics which can be broadly defined as “the science of effective organisation”. Previous use of the model has focused upon the viability of large organisations; the applicability of the VSM in a small business operational context has received little attention. The paper demonstrates the benefits of the using the VSM to pinpoint problems that threaten SME viability.

Details

International Journal of Productivity and Performance Management, vol. 62 no. 1
Type: Research Article
DOI: https://doi.org/10.1108/17410401311285282
ISSN: 1741-0401

Keywords

  • Business performance
  • Business analysis
  • Business improvement
  • Performance management
  • Small to medium‐sized enterprises

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