Value stream mapping VSM is one of the several Lean practices, which has recently attracted interest in the software engineering community. In other contexts such as military, health and production, VSM has achieved considerable improvements in processes and products. The goal is to capitalize on these benefits in the software intensive product development context. The primary contribution is that we are extending the definition of waste to fit in the software intensive product development context. As traditionally in VSM everything that is not considered valuable is waste, we do this practically by looking at value beyond the customer perspective and using the software value map. An evaluation has been conducted through an industrial case study. First, the instantiation and motivations for selecting certain strategies have been provided. Second, the outcome of the VSM is described in detail. The instantiation of VSM via workshops was considered good as workshops allowed active interaction and discussion stakeholders' groups that are distant from each other in the regular work. With respect to waste and improvement identification, the participants were able to identify similar improvement suggestions. In a retrospective, the value stream approach was perceived positively by the practitioners with respect to process and outcome. Copyright © 2014 John Wiley & Sons, Ltd.

/pdf/extending-value-stream-mapping-through-waste-definition-1tcucbcuxb.pdf

Extending value stream mapping through waste definition beyond customer perspective

Turnaround maintenance (TAM) in oil and gas industry concerns significant endeavours that deal with inspections, scheduled cleaning, adjustments, repairs and replacements of part of a plant to ensure operational reliability. It involves labour and material-intensive activities, thus is of the essence to minimize the financial impact. However, relevant research revealed that current process improvement strategies for TAM are random, isolated and scattered, improving individual activities in schedules without a systemic consideration of the entire process. Value Stream Mapping (VSM), a process of mapping the material and information flows in a value stream through systematic data capture and analysis, has showed its benefits in identifying and eliminating waste under various circumstances. This paper uses a case-based approach to measure efficiency improvement in TAM activities through VSM. The TAM project for a selected Liquefied Natural Gas (LNG) refinery plant is selected and analysed as a case study. This paper develops a current state map and a future state map to explore the wastes and root causes. The case study reveals that although some challenges and limitations, VSM is feasible in TAM project to improve the efficiency by identifying wastes in process and guiding value improvement.

/pdf/an-application-of-value-stream-mapping-for-turnaround-56lg56tbk0.pdf

An application of value stream mapping for turnaround maintenance in oil and gas industry: case study and lessions learned

Lean manufacturing can be considered as a business strategy and it has been proved to be an effective management philosophy for improving businesses in a competitive market by eliminating non-value added waste and improving in process operations. Value stream mapping (VSM) can be an extremely powerful tool, combining material processing steps with information flow as well as other important related data. This paper illustrates the review of VSM techniques and its benefits in machining industry. The purpose of this paper is to highlight the effective utilization of the VSM tools for process and productivity improvements by different authors.

http://www.ijirst.org/articles/IJIRSTV1I8017.pdf

Benefits of Value Stream Mapping as A Lean Tool Implementation Manufacturing Industries : A Review

Why do only a few food processing SMEs take advantage of lean manufacturing? Is there anything inherent to food processing SMEs with respect to plant, product, process and organizational behavior influencing the applicability and effectiveness of lean manufacturing? In other words: What are the determining factors that contribute to the variations in operational performance in food processing SMEs and most importantly, how? This doctoral research provides some interesting insights into this topic. Firstly, food processing SMEs are mainly focusing on quality assurance (food safety) and less on quality improvement. Secondly, lean manufacturing implementation improves the operational performance, especially in relation to productivity and quality. Thirdly, variations in the use of lean manufacturing practices are substantial and some practices are yet to be fully used in the food sector. Fourthly, the size of the company is positively correlated with the degree of use of lean practices. Fifthly, the commitment of the top management, training, change agent, product and process characteristics of the food sector are critical for the success of lean manufacturing implementation. Food processing SMEs that manage these determining factors effectively have a higher probability of implementation success. Finally, a framework - house of lean for food SMEs - that takes into consideration the needs and characteristics of food processing SMEs has been proposed in order to assist managers in lean practices implementation.

https://biblio.ugent.be/publication/4230355/file/4230411.pdf

Lean manufacturing in small and medium-sized food processing enterprises : practice, performance and its determining factors

/pdf/investigation-of-alternatives-for-up-fitting-lead-time-2gn3yk8mx1.pdf

Investigation of Alternatives for Up-fitting Lead Time Reduction for Vehicle Assembly

Lean manufacturing has been proved to be an effective management philosophy for improving businesses in a competitive market by eliminating non-value added waste and improving in process operations. Value stream mapping is an important tool used to identify the opportunities for various lean techniques. The present research mainly focuses on the description of a model that is developed to contrast the “before” and “after” scenarios in detail in order to obtain the various benefits such as reduced production lead time, lower work in process inventory [1] and proper utilisation of the workforce. The current manufacturing system has been compared with the proposed pull (Kanban) system which shows the benefits of the proposed lean manufacturing system over the existing traditional manufacturing system. The present research work has been carried out at typical tractor industry which shows 50.5% reduction in total lead time in the future state value mapping of the crank case and the number of operators involved in processing of crank case has also been reduced from 22 to 18.

Application of Lean Tool (Value Stream Mapping) in Minimisation of the Non-Value Added Waste (A Case Study of Tractor Industry)

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Application of Lean Tool (Value Stream Mapping) in Minimisation of the Non-Value Added Waste (A Case Study of Tractor Industry)