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1 – 10 of over 3000Jose Dinis-Carvalho, Levi Guimaraes, Rui M. Sousa and Celina Pinto Leao
The purpose of this paper is to compare the well-known value stream mapping (VSM) with a recent tool named waste identification diagram (WID), regarding the capacity of…
Abstract
Purpose
The purpose of this paper is to compare the well-known value stream mapping (VSM) with a recent tool named waste identification diagram (WID), regarding the capacity of information representation and easiness of interpretation.
Design/methodology/approach
The work begins with a brief literature review comparing the main tools for representation of production units, with special emphasis on VSM and WID, in terms of ability to identify several types of waste. Then, the authors developed the VSM and the WID of a specific production unit and after that several groups composed by students of Industrial Engineering (IE) and/or professionals from industry were asked to analyse/interpret only one of these diagrams. Finally, a questionnaire with closed and open questions was applied to the groups to evaluate the analysed tool.
Findings
In general, the results revealed that WID is more effective than VSM and participants recognized that most of the WID elements are relevant. Specifically, a measure coined overall effectiveness was applied (based on the response time and percentage of correct interpretations), indicating a clear advantage of WID (22 per cent of correct interpretations per minute) compared to VSM (9 per cent of correct interpretations per minute). The main drawback pointed to the WID is the lack of representation of the information flow.
Originality/value
This work contributes to the IE field by revealing WID as a new promising graphical tool for representation of production units, especially in terms of identification/quantification of wastes. The tool was quantitative and qualitatively evaluated by persons both from academia and industry.
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Mahesh Babu Purushothaman, Jeff Seadon and Dave Moore
This study aims to highlight the system-wide potential relationships between forms of human bias, selected Lean tools and types of waste in a manufacturing process.
Abstract
Purpose
This study aims to highlight the system-wide potential relationships between forms of human bias, selected Lean tools and types of waste in a manufacturing process.
Design/methodology/approach
A longitudinal single-site ethnographic case study using digital processing to make a material receiving process Lean was adopted. An inherent knowledge process with internal stakeholders in a stimulated situation alongside process requirements was performed to achieve quality data collection. The results of the narrative analysis and process observation, combined with a literature review identified widely used Lean tools, wastes and biases that produced a model for the relationships.
Findings
The study established the relationships between bias, Lean tools and wastes which enabled 97.6% error reduction, improved on-time accounting and eliminated three working hours per day. These savings resulted in seven employees being redeployed to new areas with delivery time for products reduced by seven days.
Research limitations/implications
The single site case study with a supporting literature survey underpinning the model would benefit from testing the model in application to different industries and locations.
Practical implications
Application of the model can identify potential relationships between a group of human biases, 25 Lean tools and 10 types of wastes in Lean manufacturing processes that support decision makers and line managers in productivity improvement. The model can be used to identify potential relationships between forms of human biases, Lean tools and types of wastes in Lean manufacturing processes and take suitable remedial actions. The influence of biases and the model could be used as a basis to counter implementation barriers and reduce system-wide wastes.
Originality/value
To the best of the authors’ knowledge, this is the first study that connects the cognitive perspectives of Lean business processes with waste production and human biases. As part of the process, a relationship model is derived.
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Manuel Francisco Morales-Contreras, Manuel F. Suárez-Barraza and Marcelo Leporati
Identification and elimination of Muda (any activity adding cost but not value from the customers’ perspective) is one of the main objectives of Lean service. Whilst there is…
Abstract
Purpose
Identification and elimination of Muda (any activity adding cost but not value from the customers’ perspective) is one of the main objectives of Lean service. Whilst there is significant research on implementing lean in manufacturing and some service industries, there is little information related to its application to the fast food service industry. The purpose of this paper is to try to fill in this gap by answering the research question: What type of Muda could be identified from the customers’ perspective within the service production processes in the fast food restaurant industry in Spain?
Design/methodology/approach
An exploratory case study has been conducted. Three multinational companies were selected and several sites observed in Madrid, Spain. Three methods were used to gather data: document analysis; direct and participative observation and semi-structured interviews.
Findings
The paper identifies the seven types of Muda: defects, movements, process, inventory, overproduction, transport and delay. The results are discussed for Cases A, B and C, showing that A and B present higher potential for Muda, compared C.
Practical implications
Threefold value for practitioners and managers: waste identification is an opportunity for non-efficient processes improvement; observation/analysis from the customers’ perspective reveals that customers perceive these inefficiencies; a guideline/audit tool for future assessments.
Originality/value
The paper contributes to the limited existing literature on lean service in fast food industry and disseminates this information to provide impetus, guidance and support toward increasing the productivity, efficiency, consistency and quality of service.
Lisa M. Walters, Mark A. Nickerson and Linda A. Hall
The purpose of this paper is to investigate a subject accounting firm’s existing workflow processes for preparing individual tax returns with an emphasis on identifying…
Abstract
Purpose
The purpose of this paper is to investigate a subject accounting firm’s existing workflow processes for preparing individual tax returns with an emphasis on identifying predominant areas of waste.
Design/methodology/approach
Specific Quality and Lean tools were applied to qualitative data secured from on-site visits to the firm. Quantitative data analysis of productivity measures was performed to identify additional sources of muda (waste) as well as validate the findings from the qualitative analysis. Corrective actions were recommended as applicable.
Findings
This case study of the subject firm identifies predominant wastes in the individual tax return process as defects and waiting. The authors propose that these categories of waste (waiting and defect) may indeed be the predominant forms of waste in service organizations and require further research.
Research limitations/implications
At least two limitations exist. The first was the inability to capture exact cycle times for each of the process steps. A second limitation was that the data on staff performance were gathered via interview rather than through direct observation.
Practical implications
Individual income tax return preparation (Form 1040) provides a significant revenue stream for many accounting firms. Managing the processes involved in an effective and timely fashion is critical to profitability. Additionally, other service industries, including financial and accounting firms of similar size or function, may find these areas of waste relevant and adopt similar strategies for eliminating or reducing them in service-processes.
Originality/value
Negligible literature exists concerning wastes in accounting firms. However, accounting firms in the USA earn an average of more than 50 percent of their total fees from tax services, including income tax return preparation.
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Margaret P. Bates and Paul S. Phillips
In moving towards sustainable wastes management, the UK Government has adopted a wastes hierarchy. This hierarchy sets out clearly the priorities for sustainable resource use and…
Abstract
In moving towards sustainable wastes management, the UK Government has adopted a wastes hierarchy. This hierarchy sets out clearly the priorities for sustainable resource use and wastes management: it ought to be the guiding principle of private and public policy, with the emphasis placed strongly on reducing the amount of raw material used. The House of Commons Environment, Transport & Regional Affairs Committee has noted a pressing need to promote wastes minimisation within industrial and commercial sectors and has recommended the introduction of penalties and incentives to encourage industrial wastes minimisation. Despite this, in the food and retailing sector only around 25 per cent of companies were found to operate wastes minimisation programmes. This paper aims to demonstrate the benefits of wastes minimisation, in both financial and environmental terms, for the food and drink sector. Large multiprocess food and drink companies have found they can make annual savings of greater than one per cent of turnover by implementing wastes minimisation strategies.
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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…
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.
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Narpat Ram Sangwa and Kuldip Singh Sangwan
This paper proposes an integrated value stream mapping (VSM) for a complex assembly line to improve the leanness of a complex automotive component manufacturing organization.
Abstract
Purpose
This 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/approach
This 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.
Findings
The 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/implications
The 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 implications
Managers 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/value
The 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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Aatish Kumar Mishra, Ayush Sharma, Moraldeepsingh Sachdeo and Jayakrishna K.
The main purpose of this paper is to analyze the current state of a bonnet-manufacturing industry and to optimize the process by designing a future state map using simulation…
Abstract
Purpose
The main purpose of this paper is to analyze the current state of a bonnet-manufacturing industry and to optimize the process by designing a future state map using simulation approach.
Design/methodology/approach
The case study approach has been proposed to highlight the applicability of value stream mapping (VSM) in an Indian bonnet manufacturing organization. The methodology used relies on formulation of VSM being the main tool used to identify the opportunities for classifying and eliminating bottlenecks with the help of various lean techniques. A contrast of present and past scenarios is highlighted to underscore the importance of using VSM with ARENA simulation.
Findings
Application of the proposed simulation approach has helped the organization reduce the cycle time significantly by 30 per cent over the entire production time. The average number of work-in-progress pieces has also decreased by about ten. In addition, enhancements have been seen with respect to ecological parameters, e.g. carbon footprint has been reduced to 83.7 percent across the process.
Research limitations/implications
The proposed approach of using a simulation-based VSM helps in reducing the time involved in traditional VSM method. This approach is also easy to implement at any organizational level.
Practical implications
It is believed that this paper will aid not just industrialists but also academic professionals to appreciate the role of simulation using ARENA in helping them understand how to attack the various problems faced by industries. The results of the study indicate that by applying this methodology, there will be a reduction not only in cost but also in environmental impacts.
Originality/value
The paper incorporates a real case study, which shows application of VSM for implementing lean principles in a bonnet-manufacturing industry. Break-even analysis presented fills the gap which previous literatures have been missing.
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Zakaria Dakhli, Zoubeir Lafhaj and Marc Bernard
While many procurement systems govern the construction sector, Design/Bid/Build is still prominent among the French building actors. The research applies Lean thinking (via a…
Abstract
Purpose
While many procurement systems govern the construction sector, Design/Bid/Build is still prominent among the French building actors. The research applies Lean thinking (via a kaizen event) to the bidding phase of a building construction company to improve its bidding outputs.
Design/methodology/approach
The method used in this study is “Action-Research”. A two-month preparation phase was needed to prepare for the kaizen event. The results were based on an assessment conducted after 6 months of the kaizen event. Performance was measured following selected indicators related to ‘Time’, “Economical Impact”, “Quality” and “Sustainability”.
Findings
The Lean implementation had positive side-effects on the company’s organization and strategy as well.
Practical implications
The findings of this action-research project can be used to help researchers and practitioners assess the potential application of Lean in the bidding phase. It also provides insights into the importance of the cultural and existing practices for a successful Lean implementation.
Originality/value
A few research projects investigated the application of Lean thinking in bidding as it is considered as a wasteful process. However, waste can also be organized. The research proves that bidding can benefit from Lean thinking.
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Leonardo de Aragão Guimarães, Eduardo Galvão Moura Jardim and Lino Guimarães Marujo
This study aims to improve the buying experience for both customers and providers by presenting a conceptual basis which seeks to expand the usual understanding, representation…
Abstract
Purpose
This study aims to improve the buying experience for both customers and providers by presenting a conceptual basis which seeks to expand the usual understanding, representation, mapping and measurements of the different value and non-value stages of a customer purchase journey (CPJ).
Design/methodology/approach
Inspired by the precepts of lean thinking, with emphasis on the value stream mapping method, the approach is based on an in-depth analysis of a real and typical e-commerce acquisition of an electronic customised product (a mobile phone) during the COVID-19 pandemic.
Findings
This study demonstrates different types of consumer stages, values and wastes for the CPJ. This allowed the development of a mathematical formulation – named customer journey engineering (CJE) – from which improvements of the different categories can be identified. Exemplifying with those whose implementations require no further efforts or costs, the following results could be readily obtained in the case studied: a reduction of 96 h of non-value activities, an improvement of approximately 15% of the established index for customer satisfaction and avoidance of loss worth US$50 for the analysed customer.
Research limitations/implications
The consistency and applicability of the qualitative and quantitative findings presented here should be examined further in other customer purchase scenarios, allowing enhancements of the CJE approach.
Originality/value
Regardless of the context in question, this investigation attempts to identify and precisely define any common universal elements, often overlooked, which constitute the structure of any CPJ and are crucial for its understanding and improvement.
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