International Journal of Production Research

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Applying Value Stream Mapping to eliminate

waste: a case study of an original equipment
manufacturer for the automotive industry

António Pedro Lacerda, Ana Raquel Xambre & Helena Maria Alvelos

To cite this article: António Pedro Lacerda, Ana Raquel Xambre & Helena Maria Alvelos (2016)
Applying Value Stream Mapping to eliminate waste: a case study of an original equipment
manufacturer for the automotive industry, International Journal of Production Research, 54:6,
1708-1720, DOI: 10.1080/00207543.2015.1055349

To link to this article: http://dx.doi.org/10.1080/00207543.2015.1055349

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International Journal of Production Research, 2016
Vol. 54, No. 6, 1708–1720, http://dx.doi.org/10.1080/00207543.2015.1055349

Applying Value Stream Mapping to eliminate waste: a case study of an original equipment
manufacturer for the automotive industry
António Pedro Lacerdaa, Ana Raquel Xambrea,b* and Helena Maria Alvelosa,b
a
Department of Economics, Management and Industrial Engineering, University of Aveiro, Aveiro, Portugal; bCIDMA – Center for
Research and Development in Mathematics and Applications, University of Aveiro, Aveiro, Portugal
(Received 15 September 2014; accepted 19 April 2015)

Since its beginning, lean manufacturing has built a worldwide reputation based on results related to production
improvement and cost reduction in several companies. This management philosophy focuses on customer value creation
through the elimination of production wastes. Lean methods and techniques have spread their scope from the automotive
industry to a wide range of industries and services. This article presents a case study that describes the use of the lean
tool value stream mapping in the production process of automotive parts for a major automotive company. At the
beginning of the project, relevant data from the process were collected and analysed. Subsequently, the initial process
was mapped, the related wastes were identified, and then future processes were mapped and financial results were
estimated. The proposals were presented on kaizen meetings, the action plan was discussed and the decision regarding
which option to choose was taken. Consequently, the Cycle Time and the level of the workforce were reduced, the
process was improved and savings were obtained.
Keywords: lean manufacturing; continuous improvement; value-stream mapping; automotive industry; plastic injection

1. Introduction
The economic crisis that Europe currently faces has had a huge impact on companies’ revenue. In order to strive
through this period, many were forced to implement cost-saving management philosophies; one among them is lean
manufacturing. Lean manufacturing is based on the principles of the Toyota Production System (TPS). In essence,
lean manufacturing philosophy focuses on customer value maximisation through the elimination of production wastes
(Womack and Jones 2003; Belekoukias, Garza-Reyes, and Kumar 2014). Contrary to product standardisation and
assembly lines, lean thinking promotes small production lots and quick changeovers thus reducing production time
and focusing on product quality and diversity at a competitive price (Womack, Jones, and Roos 1990; Rahani and
al-Ashraf 2012). This article describes the work that was carried out in a Portuguese original equipment manufactur-
ing company, operating in the injection moulding industry, that supplies major automotive companies. A mid- to
long-term strategic decision led the company to invest on a production project of plastic parts for a luxury car of a
current customer. The work was carried out during a period of 8 months, and its main objective was to improve
the performance of the production process, through the reduction of wastes and thus increasing its quality and effi-
ciency.
In order to achieve the proposed objectives, firstly lean manufacturing and continuous improvement methods, mainly
value stream mapping (VSM), were analysed and considered. Afterwards, production data related to the project, both
from documentation and on-site, were collected and analysed. Subsequently, the following steps were followed: (i) the
mapping of the current production process and the identification of critical points, (ii) the mapping of the desired pro-
duction process together with the development of the action plan required to implement the proposed changes and (iii)
the analysis of the financial impact of those changes.
This article is organised as follows: the current section makes an introduction to the project, its objectives and the
methodology followed; the second section consists of a brief description of lean manufacturing and continuous
improvement tools and metrics used in the project; the third section reports the analysis and implementation made
during the project to achieve the proposed objectives; and finally, the fourth section describes the main conclusions
of the work.

*Corresponding author. Email: [email protected]

© 2015 Taylor & Francis

 International Journal of Production Research 1709

2. Lean manufacturing and continuous improvement

By the end of the World War II, TPS was developed in the automotive industry by Toyota’s executive Taiichi Ohno.
Unlike Henry Ford’s mass production, this system focused primarily on the quality and diversity of the products.
Techniques such as just-in-time production, small lot sizes and quick changeover were used to reduce production costs.
TPS became the basis of a management philosophy called lean manufacturing, whose primary objective is the max-
imisation of value for the customer through the elimination of production wastes (Krafcik 1988; Womack and Jones
2003). Value can be described as the ability to provide products or services at the right time and at the appropriate price
in order to satisfy customer’s needs. Therefore, it can only be defined by the customer and it should be the starting point
of lean thinking (Womack, Jones, and Roos 1990; Womack and Jones 2005).
The specification of value is therefore considered the first of five lean principles. The second one is the identification
of the value stream, which consists of all the specific actions required to develop and manufacture a product or deliver
a service. The third principle is flow: once the value is defined, the value stream for a certain product mapped and
wastes eliminated, products should flow between the remaining value-added steps. The next principle is pull, which
means letting customers pull the product according to their needs rather than pushing unwanted products onto the cus-
tomers. Finally, the fifth principle is perfection that tells us that there is no end to the process of reducing wastes while
improving the product offered to the customer (Womack and Jones 2003; Hines, Holwe, and Rich 2004; Bhasin and
Burcher 2006).
Muda, the Japanese word for waste, is related to every activity that does not add value to a product. It is both time
and resource consuming, and so it makes the product more expensive (Chen, Ye, and Shady 2010). In an industrial
environment, there are three kinds of activities: the one that adds value to the final product that naturally should be
maintained, the non-value adding but unavoidable (type one muda) that should be analysed and, whenever possible,
reduced and the non-value adding and avoidable (type two muda) that should be eliminated (Womack and Jones 2003).
As Ohno (1988) refers, the timeline between the costumer’s order and the product’s delivery should be studied and
the related wastes should be eliminated in order to reduce its duration. The original seven common wastes in an indus-
trial environment that were originally identified by Ohno (1988) are briefly described below.
• Defects – Quality problems that can often result in complaints from customers or be previously detected by
inspection or maintenance teams. These problems are typically related to the lack of standard procedures and qual-
ity control systems, or to human failure, and have a negative impact on both production costs and productivity.
• Inventory – The surplus of inventory usually derives from the existence of production bottlenecks, slow change-
overs or unbalanced processes. As a consequence, larger inventory holding areas and more handling operations
are needed.
• Motion – Workers movement that does not add value to the product. This is often related to the placing of tools
and components within the station or to ergonomic aspects that demand bigger efforts from the workers than it
should.
• Over processing – Any operation or process that does not add value to the company can be considered a produc-
tion waste and it can potentially increase the incidence of defects in the products.
• Overproduction – Production of more items than required by the customer. As a consequence, resources are used
without financial return, stock and necessary warehouse space increase and production planning becomes less
flexible.
• Transportation – Moving products and materials within a factory requires transportation systems that might be
expensive, need maintenance, increase the Lead Time and sometimes damage parts.
• Waiting periods – Time wasted waiting for people, materials or equipment. It can happen due to flow obstructions,
problems in stations’ layout, delays in the delivery of components or lack of balanced production processes.
An additional waste has more recently been pointed out as important (Liker and Meier 2006) and, should therefore,
be considered in the list.
• Talent – The waste of human potential can lead to missed improvement opportunities, considering that lean phi-
losophy advocates that every individual is a thinker and can contribute with positive outcomes.
The large amount of success cases regarding the implementation of lean management methods in the automotive
industry originated the adoption and adaptation of the philosophy and its use in organisations, from different industries
and sectors, such as hotels, information technology companies, healthcare organisations, laboratories, forest products
industries, public services, military organisations; also with positive results (Halwachs-Baumann 2010; Schiele and
McCue 2011; Staats, Brunner, and Upton 2011; Simon and Canacari 2012; Teichgräber and de Bucourt 2012; Vlachos
and Bogdanovic 2013; Bateman, Hines, and Davidson 2014; Lyon, Quesada-Pineda, and Crawford 2014).
1710 A.P. Lacerda et al.

The implementation of lean manufacturing calls for constant development and refinement of its practices (Marodin
and Saurin 2013). This led to the development of continuous improvement, a culture that simultaneously emerged in
Japan, concerning the elimination of wastes and cost reduction (Imai 1997). Kaizen, as it is known, is a systematic
approach that focuses on client needs. It is process orientated and encourages the participation and proactivity of every
individual (Glover et al. 2011).
Implementing lean manufacturing is a complex process that encompasses all the hierarchy levels of an organisation
and several aspects of the way the company works. Some authors have suggested ways to delineate the required steps
for implementing lean (Black 2007; Serrano Lasa, Castro, and Laburu 2009; Vienazindiene and Ciarniene 2013) but
there is still, according to Marodin and Saurin (2013), the need for further research so as to define coherent methods for
implementing lean systems.
After a general description of the lean philosophy, the specific tools used in the case study are presented in the
following subsections.

2.1 Value Stream Mapping

VSM is a powerful tool that enables the visualisation and understanding of the flow of material and information through
the value chain. It is used to provide a global vision of the activities involved in the production process, and so, it
enables the identification of wastes’ sources. Lower production costs, faster response time to the customer and higher
quality of products are therefore outputs that can be expected when applying VSM to a production process (Jones and
Womack 2002; Pavnaskar, Gershenson, and Jambekar 2003; Rother and Shook 2003).
The participation of elements from key departments is required to obtain essential information about the production
processes. After the mapping of the ‘current state’ using VSM symbols and identifying the process’ wastes, the mapping
of the desired ‘future state’ can be prepared along with the definition of an action plan to achieve it. There is a focus on
the value represented by each activity, on process times and on financial aspects, all of which are determinant for the
decision process (Jones and Womack 2002; Pavnaskar, Gershenson, and Jambekar 2003; Chen, Ye, and Shady 2010).
The lean metrics used in VSM will be presented in Section 2.3 of this article.

2.2 Flow diagrams

A flow diagram is a tool that is commonly used to study the movement of people and materials inside a factory.
According to Meyers and Stewart (2002), it is usually drawn on plant layouts and it helps in identifying the following
problems:
• Cross traffic – Points of intersection between paths that cause congestion and delays.
• Backtracking – Material moving backward, and not from the receiving to the shipping point of the plant.
• Distance travelled – Distance that materials and people have to travel in the plant. It should be kept as small as
possible in order to save time, so machines and departments should be arranged accordingly.
• Procedure – If the layout is not suitable for the sequence of operations, it can originate backtracking and cross
traffic. When the sequence cannot be changed, rearranging the location of the equipment should be considered.
The purpose of the use of flow diagrams was to find solutions for a more efficient work station, by shortening the
distances travelled by people and materials.

2.3 Lean metrics (KPI’s)

According to Rother and Shook (2003), lean metrics are very important when analysing the value stream and making
decisions regarding a production system. The use of these metrics in VSM is essential to identify and eliminate non-
value added activities.
Recent studies and relevant literature suggests the use of lean metrics like Lead Time, Value Added Time, Cycle
Time and Takt Time when applying the VSM tool (Rother and Shook 2003; Seth and Gupta 2005; Abdulmalek and
Rajgopal 2007; Duggan 2013; Surekha, Praveena Gowda, and Kulkarni 2013). Although in those works more
sophisticated metrics are presented, the ones that are described and used, based on Rother and Shook (2003), were
chosen because they are easy to understand and implement, and are consistent with the objectives and procedures of the
company.
Lead Time is the time a product takes to flow through the value stream or the process, from start to finish (Rother
and Shook 2003).
 International Journal of Production Research 1711

Value Added Time refers to the time of the operations that, according to the client, add value to the product and for
which he is willing to pay (Rother and Shook 2003).
Cycle Time is defined by the period of time between repetitions of the same task. It is, therefore, the time taken by
all operations of the slowest station/operator of the process (Rother and Shook 2003).
Takt Time is the frequency in which a product must be produced, to meet the clients demand. This metric is used to
synchronise the production and the sales cadence (Rother and Shook 2003). Takt Time can be determined using the
following formula:

Available work time per shift

Takt Time ¼
Customer demand rate per shift

3. The case study

The company where the case study was developed produces parts for the automotive industry. They produce 15 plastic
parts for a specific client, used on the interior of a luxury car, and the case study focuses on one of those parts. In
general, the main raw material used for producing those parts is ABS/PA (Acrylonitrile-Butadiene-Styrene and
polyamide-based thermoplastic polymer blends), a material of high quality and performance. The manufacturing
technologies used are thermoplastic injection, assembly of components and fabric bonding. The production process is
described in the flowchart presented in Figure 1(a).
The company operates 10 months per year and has three main plant sections:
• Injection area – Consists of car parts moulding through thermoplastic injection and occasional components assem-
bly’ stations. It operates on three shifts of 8 h per day, from Monday to Friday, with injection machines with
capacities varying from 150 to 900 tonnes force.
• Assembly area – Consists of components’ assembly and fabric bonding stations. It normally operates on a single
shift of 8 h, of which 30 min are for lunch and 20 min for breaks, resting and stations’ cleaning. When necessary,
a second shift can be used with the same conditions.
• Stock warehouse – Consists of factory sections for both unfinished and final products deployment.

Figure 1. Production process: (a) general flowchart; (b) operations and components.
1712 A.P. Lacerda et al.

This project was one of the first the company has had involving a luxury car. A production volume of parts for
16,688 cars per year have been defined between the company and the client. The client is responsible for providing data
to the information system for orders’ management, taking into account the semi-annual demand forecast and the weekly
demand for products. The system manages the needs of raw materials and provides the necessary information to the
plant sections. Inside the injection and the assembly area, the production orders are delivered to the stations, which are
responsible for pulling the raw materials and components from the warehouse.

3.1 Characterisation of the selected part

The part analysed hereafter was selected due to the complexity of its production process and its manufacturing cost. Its
production process is shown in Figure 1(b) and consists of thermoplastic injection followed by the activities related with
the assembly of eight components (CP’s).

3.2 Data collection and analysis

It is crucial to have data inputs in order to define the current state of any production process. Therefore, two types of
data collection were performed. In order to understand all the activities of the process, the following documents were
studied: Bill of Process, Packaging Range, Production Range and Pre-Series Assembly Process.
Simultaneously, a time study was performed using data collected by photo and video devices so as to determine the
standard time of each task of the process.
Initial samples, with 15 observations each, were collected for all the tasks in order to estimate the values of the
mean and of the standard deviation of their respective times. Also, the value of 10% was defined for the desired preci-
sion and the level of confidence chosen was of 95%. It was then possible to determine the required sample size for
determining the standard time of each task and, whenever the sample size was greater than 15, additional observations
of the activities had to be collected.
After gathering a valid number of observations, the observed time, the normal time and the standard time were
calculated. The performance rating factor used to determine the normal time was of 80% since the production was in its
initial phase and the operators had little experience on the tasks required. The value given to the allowance factor, used
to define the standard time was 7%, considering the standing position of the worker, the usual fatigue and the moderate
monotony of the tasks under consideration.
The minimum time measuring unit defined by the company for the study was the second. Tables 1 and 2 present the
obtained standard times for the activities, for each operator, through the injection and assembly stations. To facilitate the
understanding of the activities carried out by the operators in the stations, the following code was used in their
discrimination:
• T – Transportation of an object inside a station;
• A – Assembly activities;
• R – Rework operation used to correct defects;
• Q – Quality control operations, such as checking for spots or stains;
• U – Unpacking, unbagging, bagging and packing activities;
• B – Process of bending or cutting aluminium objects, sponges or tapes;
• I – Labelling of parts and packages.

Table 1. Process data of the injection station.

Initial status – injection process

Activity Object Average (s) Std. deviation (s) Calculated work Sample Real work Sample Normal Time Standard Time

Q P 6 0.74 6.7 15 4 5
I P 3 0.56 11.8 15 3 3
U P 9 1.26 7.9 15 7 8
U P (2) 7 1.47 17.7 18 5 6
I P (2) 1 15 1 1
Total 25 20 22
 International Journal of Production Research 1713

Table 2. Process data of the assembly station.

Initial status – assembly process

Operator
Average Std. Deviation Calculated Work Real Work Normal Standard
Activity Object 1 2 3 (s) (s) Sample Sample Time Time

T P X 2 0.35 13.7 15 1 2
U P X 4 0.97 23.8 24 3 3
Q P X 8 2.09 24.6 25 7 7
A 4 X 31 5.94 13.8 15 25 27
A 5 X 15 2.64 12.6 15 12 12
A 6 X 16 2.16 7.3 15 13 13
R 7 X 9 1.85 15.5 17 7 8
A 7 X 2 0.46 15.7 16 2 2
A 3 X 81 7.83 3.6 15 65 69
A 3 (2) X 23 4.38 14.5 16 18 19
R P X 2 0.49 16.8 17 2 2
T 1 X 2 0.41 13.6 15 2 2
U 1 X 6 1.38 23.9 24 4 5
Q 1 X 23 5.15 19.6 20 18 20
A 2 X 122 7.99 1.7 15 97 104
A 2 (2) X 22 6.04 27.9 28 18 19
R 1 X 16 2.17 7.1 15 13 14
R 1 (2) X 22 5.58 24.0 26 18 19
A 1 XX 44 8.92 15.6 16 35 38
R 1 (3) X 49 9.38 14.2 15 39 42
B 1 X 110 14.75 6.9 15 88 95
R 1 (4) X 43 6.32 8.3 15 34 37
R 1 (5) X 100 12.74 6.2 15 80 86
R 8 X 15 1.11 2.2 15 12 13
A 8 X 24 3.07 6.2 15 19 21
I F X 12 2.03 10.3 15 10 11
R F X 17 3.59 17.7 18 13 14
U F X 8 1.72 18.7 19 6 7
U F (2) X 6 0.65 4.6 15 5 5
I F X 1 15 1 1
Total 165 220 368 836 669 716

As for the objects, the designations P and F refer to the plastic part that is injected and to the final product,
respectively. The rest of the objects are the components used to assemble the final product. Component 1 is particularly
important as it is a very sensitive aluminium part.
Concerning the activities identified by I.P(2) and by I.F, the methodology used to determine the standard time was
different. Their duration was assumed to be 1 s due to the fact that, in both cases, the packages take 12 parts and it
required less than 12 s to pack them all.

3.3 Initial process state

After collecting and analysing the data, the production process of the final part was analysed starting with the part
moulding in the injection station, up to the packaging of the product in the final assembly station, going through the
stock warehouse of unfinished products. In Figure 2, all the operations performed by each operator of the process are
discriminated, as well as their duration and the lean metrics’ values observed associated with the VSM. The code used
to identify the operations in the VSM contains two characters: the first one refers to the type activity, and the second
one refers to the object/component (as explained in Section 3.2).
Once again, it is important to point out that the analysis is only applied to the production process and not to all the
flow of information and material of the value stream. The rectangle in Figure 2, surrounding the production stations,
defines therefore the boundaries of the study.
The lean metrics (KPI’s) used in the analysis of the process were chosen or adapted from the available literature
(Duggan 2013; Surekha, Praveena Gowda, and Kulkarni 2013) and, when needed, defined within the company. Those
KPI’s are presented in Table 3 and are briefly described below.
1714 A.P. Lacerda et al.

Figure 2. Map of the initial process state.

Table 3. Data from the initial state of the production process.

Lean metrics – initial state Injection station Assembly station

Number of Operators 1 3
Cycle Time 65 s 370 s
Operation Time 23 s 717 s
Value Added Time 15 s 480 s
Monthly Occupation 1.24 days/month 23.66 shifts/month
Monthly Workforce Necessity 0.17 workers/month 3.23 workers/month

The Monthly Occupation sets the need of production days per month, working at a specific Cycle Time, to meet the
demand, and can be computed using the following formula:

Daily parts necessity  Cycle Time  Days per month

Monthly Occupation ¼
Daily seconds of work
Regarding the Monthly Workforce Necessity, it is used to determine the workforce cost associated with a specific
process and to ensure the best allocation of resources.

Number of Operators  Number of Shifts  Monthly Occupation

Monthly Workforce Necessity ¼
Days per month
Table 3 presents the data collected and the metrics just described regarding the initial state of the process.
There is a particularity with operation A.1. Due to the sensibility of component 1, the given operation must be
performed by operators 1 and 2 simultaneously. For this reason, although the operation time was considered for both
operators, when determining the total operation time and the Value Added Time it was only added once.
The layout of the stations in the initial state is presented in the flow diagram of Figure 3.
 International Journal of Production Research 1715

Figure 3. Stations’ layout of the initial state of the production process.

The critical points represent either wastes of the production process or operations with improvement potential and
are presented in Figure 2. Twelve operations, represented in bold black font, were identified as waste. Additionally, there
are other five sources of waste, also highlighted in bold black font, that represent metrics that are considered critical,
namely an inventory time of 13 days, and the differences between Value Added Time, operation time and available time
for all of the four operators (machine operator, assembly operator 1, 2 and 3).
As for the reworks integrated in the production process in response to quality demands of the client are represented
by the use of a bold grey font and account for nine critical points. These rework tasks are temporary until the necessary
corrections (either to the part or to the production process) are made and consequently eliminate the need for those
tasks.
A total of 26 critical points were identified, concerning two major groups.
The first group refers to the problems related to the process flow. For instance, the time consumed by the manual
bending of aluminium engaging clips (operation B.1) represented one of the process major bottlenecks. Other critical
points with potential for improvement are as follows: (i) the operator’s traffic intersection (between operators 1 and 2),
visible in Figure 3; (ii) the difference between the operation time, the available time and the Value Added Time for each
operator and (iii) the inventory level.
The second group of critical points is related to quality issues. Spots in injected parts or stains and cracks in alu-
minium parts (component 1) were often identified when performing quality control operations and were considered,
therefore, a major concern. Another problem was detected by the client, when some products were shipped without
component 8.

3.4 Future process state

After analysing the initial process state and considering the identified critical points, some solutions were presented in
order to reduce waste and increase the quality and efficiency of the production process.
Although different solutions were studied, the selection of the final one was based on the best trade-off between the
production performance and the ease of implementation.
The need of parts per day, the operating time of a shift in the assembly station and the minimum equipment effi-
ciency defined by the company were essential to determine the Takt Time and the Planned Cycle Time. On the other
hand, these metrics led to a Monthly Workforce Necessity of less than one operator in the assembly station, assuming a
future total operation time of 261 s (as shown in Figure 4).
The Planned Cycle Time is a Takt Time considering a specific operational performance. It enforces a faster produc-
tion rhythm to face unexpected problems and breaks that can endanger the service (Duggan 2013; Surekha, Praveena
Gowda, and Kulkarni 2013). Therefore, the formula of the metric is as follows:
1716 A.P. Lacerda et al.

Figure 4. Map of the future process state.

Planned Cycle Time ¼ Takt Time  Operational Performance ð% Þ

In this case, the Monthly Workforce Necessity is determined by the following expression:

OperationTime
Monthly Workforce Necessity ¼
Planned Cycle Time
The results of the metrics used for the future state of the production process were the following:

25; 800
Takt Time ¼ ¼ 344 s
75

Planned Cycle Time ¼ 344  0:9 ¼ 310 s

Table 4. Future state estimated data for the production process.

Lean metrics – future state Injection station Assembly station

Number of Operators 1 2
Cycle Time 69 s 132 s
Operation Time 68 s 231 s
Value Added Time 68 s 231 s
Monthly Occupation 1.32 days/month 8.44 shifts/month
Monthly Workforce Necessity 0.18 workers/month 0.77 workers/month
 International Journal of Production Research 1717

Figure 5. Stations’ layout for the future state of the production process.

261
Monthly Workforce Necessity ¼ ¼ 0:84 workers=month
310
Despite the obtained value, the involvement of two operators is essential to perform the assembly of component 1 in
the plastic part without putting at risk the quality of the product, as refereed in Section 3.3. Therefore, a mapping of a
future state with two operators in the assembly station was developed, which enabled a decrease in the Monthly
Occupation of that station.
In Figure 4, it is possible to observe the future process state balanced and without the critical points identified
previously.
The estimated values for the lean metrics used in the study are presented in Table 4.
In Figure 5, the proposed layout for both stations, in the future state of the process, is presented.
To achieve the proposed future state of the process, an action plan was defined, containing 14 actions that gathered
consensus among the main interveners in the project during kaizen events.
The critical points of the process were, therefore, solved through multiple approaches, depending on the type of
problem.
Concerning the previously identified process flow problems, the bending of engaging clips (operation B.1) was
improved through the acquisition of a bending machine, a solution financially supported by the client. This solution
eliminated one of the major bottlenecks, turning a 95 s operation into a 1 s operation (operation T.F (3) – transport of
the final part to the bending machine).
The traffic intersection between operators 1 and 2 was solved with the reformulation of the layout (Figure 5) and
with the use of the 5S methodology in the assembly station.
Mapping a balanced process (Figure 4) was the solution for the differences between the available time, the operation
time and the Value Added Time.
In order to decrease the inventory level and achieve a more flexible process, the methodology Single Minute
Exchange of Die (SMED) was applied to the exchange of the injection mould. As for the previously identified quality
problems, changes in the injection parameters, in the structure of the plastic part and in the packages configuration, as
well as the purchase of support structures, helped to eliminate spots, stains and cracks that occasionally occurred in the
product.
To address the problem of shipping incomplete products, a Poka Yoke system was created with the use of optic
sensors, alerting the operators whenever task A.8 had been skipped.
At that time, 11 of the 14 proposed actions were implemented and the Cycle Time of the assembly station was
reduced by 62% (from 370 to 140 s). The Cycle Time of 132 s, estimated for the future state (see Table 4), corresponds
to the expected value after the implantation of the final actions.
1718 A.P. Lacerda et al.

Table 5. Savings and costs of the proposed solution.

Initial state Future state

Savings
Monthly Workforce Necessity 3.4 workers/month 0.95 workers/month
Monthly Occupation – Assembly Stations 23.66 shifts/month
2
8.44 shifts/month
2
Unfinished Stock Warehouse Area 24.33 m 17.84 m
Workforce savings = Δworkforce × 211.5 (€/h) × 8 (h) × 22 (days) × 10 (months) 49,588 €/year
Area savings = Δarea × 0.15 (€/m ) × 24 (h) × 22 (days) × 10 (months) 5,140.1 €/year

Costs
Monthly Occupation – Injection Station 1.24 days/month 1.32 days/month
Injection Machine Occupation Cost = Δoccupation × 48 (€) × 0 (months) 921.6 €/year
Necessary Investment – Action Plan 3,500 €

Other important results were the reduction of the required number of operators, from four to three, and the reduction
in 25% of the inventory level of the unfinished product, consequence of the referred SMED action. Decreasing the chan-
geover time made it possible to have a smaller economic lot size, while maintaining the injection machine operational
performance’ level at 90%.
The implementation of the solutions of the action plan was thus essential to reach the desired state of the process.

3.5 Financial analysis

A financial analysis was drawn measuring the costs and savings of the proposal presented in the previous section.
Due to privacy issues, the cost of workforce per hour, the price per square metre of the factory, the cost per hour of
an injection machine operating and the action plan investment presented in the study are fictitious values. Nevertheless,
they are proportional to the original values, so ratio calculations can be interpreted as real values (Table 5).
Finally, the difference between savings and costs was estimated in order to achieve the expected profit per year. It is
important to point out that the cost of the investment is only used to estimate the profit for the first year so, in the first
year, the costs only represent 8.1% of the savings, while, in the following years that proportion drops to 1.7%.
Although the presented values did not correspond to the real values, it is important to emphasise that the profit
obtained in the real situation was above what the company’s responsible personnel anticipated.

4. Conclusions
Lean manufacturing methodologies have been implemented by the companies who intend to achieve competitive advan-
tage and business sustainability (Pavnaskar, Gershenson, and Jambekar 2003).
The implementation of the lean tool VSM in the company studied aimed at reducing waste and thus increasing both
the quality and efficiency of a production process. The production process of the part considered in this case study was
firstly studied through data collection and analysis. The resulting information led to the definition of the initial state as
well as to the identification of the critical points. Afterwards, a future state was mapped representing a balanced produc-
tion process with a considerable waste reduction. A financial analysis was also performed, pointing out the expected
profit of the proposed changes.
Lean wastes have been identified and fourteen solutions were proposed to eliminate them, of which eleven were
implemented. As a result, the Cycle Time on the assembly sub-process was reduced from 370 to 140 s, the number of
operators was reduced from four to three, and the inventory level of the unfinished product has also decreased by 25%,
and one of the major bottlenecks was eliminated by changing a 95 s operation into a 1 s one. The financial analysis was
essential for the decision-making process and provided better results than expected by the decision-makers. Ultimately,
by implementing the action plan, the resulting production system became more functional and effective.
Apart from the improvements mentioned above, a change of mindset was also noticed within the operators involved
in the production of the analysed part. By being frequently heard on-site and participating in kaizen events, they felt as
an active part of the solution and so they became more committed in their work. The involvement of the workers and
the change in terms of mentality were essential to implement new ways of working but also to keep the continuous
improvement process on track (Hines, Holwe, and Rich 2004; Mann 2010; Vienazindiene and Ciarniene 2013).
 International Journal of Production Research 1719

The results achieved in the case study suggest that the remaining solutions from the action plan could lead the
production process to the proposed state and should therefore be implemented. The referred lean metrics should also
continue to be closely monitored and the VSM tool should be applied to the complete value chain as well as to other
processes in the company.
The implementation of the VSM described in this article was crucial for the reduction of waste and the increase of
productivity of the process studied, thus providing evidence of the potential of this lean tool.
This article can be valuable both for researchers on the impact of lean thinking in manufacturing, as for companies’
decision-makers or staff that want to implement lean tools, particularly VSM.

Disclosure statement
The authors state that they have no interests, financial or otherwise, which might be perceived as posing a conflict or bias.

Funding
This work was supported by Portuguese funds through the CIDMA – Center for Research and Development in Mathematics and
Applications, and the Portuguese Foundation for Science and Technology (‘FCT–Fundação para a Ciência e a Tecnologia’), within
project UID/MAT/04106/2013.

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