Advertisement

Springer Nature is making SARS-CoV-2 and COVID-19 research free. View research | View latest news | Sign up for updates

Integrating value stream mapping and discrete events simulation as decision making tools in operation management

Abstract

Focusing on competitiveness, many companies seek methodologies in order to increase the productive performance. Process optimization focused on quality, productivity improvement, and cost reduction tools has excelled in industrial environments based on the results achieved by many companies. However, the lack of a production simulation system to evaluate advanced scenarios does not effectively address numerous solutions. As a result, this paper aimed to apply the value stream mapping (VSM) and discrete events simulation as decision-making tools to direct the management invest in the best option among the available scenarios generated by simulation system. The analysis was realized in a manufacturing cell part of a Brazil’s metal industry that needs to increase the production capacity in a context of high fluctuation of demand. The results showed the efficiency of VSM and simulation integration as decision making tools. It was possible to display a table with all data sets for both current and future scenarios. From process data, it was possible to calculate the production, unit cost for each piece produced, investment cost, productivity (total of operators), and layout.

This is a preview of subscription content, log in to check access.

References

  1. 1.

    Tohidi H (2012) Six sigma methodology and its relationship with lean manufacturing system. Adv Environ Biol 6:895–906

  2. 2.

    Webster M, Sudgen D (2003) Implementation of virtual manufacturing by a technology licensing Company. Int J Oper Prod Manag 23:448469

  3. 3.

    Ohno T (1988) Toyota production system: beyond large-scale production. Productivity Press, New York

  4. 4.

    Womack JP, Jones DT, Roos D (1990) The machine that changed the world. Rawson Associates, New York

  5. 5.

    Vinodh S, Aravindraj S (2012) Axiomatic modeling of lean manufacturing system. J Eng Des Technol 10:199216

  6. 6.

    Alvarez R, Calva R, Pena MM, Domingues R (2009) Redesigning and assembly line through lean manufacturing tools. Int J Adv Manuf Technol 43:949–958

  7. 7.

    Gurumurthy A, Kodali R (2011) Design of lean manufacturing systems using value stream mapping with simulation: a case study. J Manuf Technol Manag 22:444473

  8. 8.

    Teichgraber U, Bucourt M (2012) Applying value stream mapping techniques to eliminate non-value-added waste for the procurement of endovascular stents. Eur J Radiol 81:4752

  9. 9.

    Liker J, Morgan M (2006) The toyota way in services: the case of lean product development. Acad Manag Perspect:5–20

  10. 10.

    Law AM, Kelton WD (1991) Simulation modeling and analysis. McGraw-Hill, New York

  11. 11.

    Han SH, Al-Hussein M, Al-Jibouri S, Yu H (2012) Automated post-simulation visualization of modular building production assembly line. Autom Constr 21:229236

  12. 12.

    Melouk SH, Freeman NK, Miller D, Dunning M (2013) Simulation optimization-based decision support tool for steel manufacturing. Int J Prod Econ 141:269276

  13. 13.

    Black JR (2008) Lean production: implementing a world-class system. Industrial Press Inc., New York

  14. 14.

    Yang C-C, Yang K-J (2013) An integrated model of the toyota production system with total quality management and people factors. Hum Factors Ergon Manuf Serv Ind 25(5):450–461

  15. 15.

    Krafcik JF (1988) Triumph of the lean production system. Sloan Manag Rev 30(1):41–52

  16. 16.

    Fuentes JM, Diaz SM (2012) Learning on lean: a review of thinking and research. Int J Oper Prod Manag 32(5):551–582

  17. 17.

    Staatsa BR, Brunnerb DJ, Uptonc DM (2011) Principles, learning, and knowledge work: evidence from a software services provider. J Oper Manag 29:376390

  18. 18.

    Maleyeff J, Arnheiter EA, Venkateswaran V (2012) The continuing evolution of Lean Six Sigma. TQM J 24 (6):542–555

  19. 19.

    Womack JP, Jones DT (1996) Lean Thinking, Simon Schuster, New York

  20. 20.

    Rother M, Shook J (1999) Learning to See: Value Stream Mapping to Add Value and Eliminate Muda, The Lean Enterprise Institute, Brookline

  21. 21.

    Tabanli RM, Ertay T (2013) Value stream mapping and benefit-cost analysis application for value visibility of a pilot project on RFID investment integrated to a manual production control system—a case study. Int J Adv Manuf Technol 66:987–1002

  22. 22.

    Singh B, Garg SK, Sharma SK (2011) Value stream mapping: literature review and implications for indian industry. Int J Adv Manuf Technol 53:799–809

  23. 23.

    Detty RB, Yingling JC (2000) Quantifying benefits of conversion to lean manufacturing with discrete event simulation: a case study. Int J Prod Res 38,(2):429445

  24. 24.

    Baykasoglu A, Durmusoglu ZDU (2012) Flow time analyses of a simulated flexible job shop by considering jockeying. Int J Adv Manuf Technol 58:693–707

  25. 25.

    Greasley A (2004) The case for the organizational use of simulation. J Manuf Technol Manag 15(7):560566

  26. 26.

    Joseph OA, Sridharan R (2011) Evaluation of routing flexibility of a flexible manufacturing system using simulation modeling and analysis. Int J Adv Manuf Technol 56:273–289

  27. 27.

    Marvel JH, Charles R, Standridge CR (2009) A simulation-enhanced lean design process. J Ind Eng Manag 2(1):90–113

  28. 28.

    Renna P, Ambrico M (2011) Evaluation of cellular manufacturing configurations in dynamic conditions using simulation. Int J Adv Manuf Technol 56:1235–1251

  29. 29.

    Renna P (2010) Capacity reconfiguration management in reconfigurable manufacturing systems. Int J Adv Manuf Technol 46:395–404

Download references

Author information

Correspondence to A. L. Helleno.

Rights and permissions

Reprints and Permissions

About this article

Verify currency and authenticity via CrossMark

Cite this article

Helleno, A.L., Pimentel, C.A., Ferro, R. et al. Integrating value stream mapping and discrete events simulation as decision making tools in operation management. Int J Adv Manuf Technol 80, 1059–1066 (2015). https://doi.org/10.1007/s00170-015-7087-1

Download citation

Keywords

  • Simulation
  • Operation management
  • Value stream mapping
  • Decision making