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

Rosmaini Ahmad (), Rabiatul Fakhira Mohd Amin () and Shaliza Azreen Mustafa ()
Additional contact information
Rosmaini Ahmad: Universiti Malaysia Perlis
Rabiatul Fakhira Mohd Amin: Universiti Malaysia Perlis
Shaliza Azreen Mustafa: Universiti Malaysia Perlis

Operations Management Research, 2022, vol. 15, issue 3, No 51, 1490-1509

Abstract: Abstract The effectiveness of the application of value stream mapping (VSM) highly relies on the analysis of current state mapping (CSM) that focuses on identification, evaluation and solution processes of the non-value added (NVA) activities. The conventional application of VSM is performed for these processes using the “effect-based solution” approach. Here, the effects of NVA activities (known as production waste), such as defects, lead time, bottlenecks, etc. are separately identified and evaluated before being related to Lean tools for solution. These tools then recommend ways to eliminate/minimize waste. This conventional approach, however, will lead to unstable solution for long term practice due to its mechanism in targeting the effect as a primary solution rather than the root cause of the effect. In the literature, there are very limited works highlighting these processes in systematic, practical and effective ways. Therefore, this paper introduces a methodology called the VSM-Lean Thinking (VSM-LT) model to improve the analysis of CSM. Then, guides a feasible solution identification before it can be visualized in future state mapping (FSM). The key idea behind this VSM-LT model is to identify and evaluate the root cause of the waste as revealed by CSM. The waste is then treated by solving the identified root cause(s) as a primary solution target. The model provides a chain-effect relationship mapping platform to identify and evaluate the root cause (s). It can be carried out based on four steps; NVA effect identification, LT-based operation features deficiency matching, possible root cause(s) mapping and solution identification & mechanism description. The model is then validated using a case study in a small medium enterprise (SME) of the food-based manufacturing industry. Validation results showed that multiple NVA activities visualized through CSM, come from one similar root cause. Therefore, feasible solution strategies and mechanisms are then recommended. Based on identified root causes, the FSM is then presented to visualize the improvement. Related measures of expected improvement are then compared. In overall, the proposed model is significantly beneficial for VSM practitioners to improve the analysis and evaluation of CSM towards identifying more sustainable solutions for their industry-based operational problems.

Keywords: Lean thinking; Value stream mapping; VSM-LT model; Improvement strategy & solutions; Case study; Food industry (search for similar items in EconPapers)
Date: 2022
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (1)

Downloads: (external link)
http://link.springer.com/10.1007/s12063-022-00265-9 Abstract (text/html)
Access to the full text of the articles in this series is restricted.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:spr:opmare:v:15:y:2022:i:3:d:10.1007_s12063-022-00265-9

Ordering information: This journal article can be ordered from
http://www.springer.com/journal/12063

DOI: 10.1007/s12063-022-00265-9

Access Statistics for this article

Operations Management Research is currently edited by Jan Olhager and Scott Shafer

More articles in Operations Management Research from Springer
Bibliographic data for series maintained by Sonal Shukla () and Springer Nature Abstracting and Indexing ().