Reduction of Lean Wastes by Using Value Stream Mapping: A Case Study of Textile Company in Pakistan
DOI:
https://doi.org/10.47604/ijscm.2399Keywords:
Lean Manufacturing, Lean Wastes, Value Stream Mapping, Textile Industry, Stitching Department, Time StudyAbstract
Purpose: Lean manufacturing, originating from the Toyota Production System (TPS), aims to reduce waste and optimize resources. Developed countries must adopt Lean practices for performance improvements while developing countries often use just-in-case approaches. Value Stream Mapping (VSM) is a crucial tool for diagnosing, implementing, and maintaining Lean Manufacturing, helping identify improvement opportunities and eliminating waste. The research at the company aims to eliminate Lean wastes and line unbalancing issues to improve lead time and the value-added ratio (VAR), enhancing production efficiency. The research aligns with Sustainable Development Goal 12 (Responsible Production & Consumption) by focusing on waste reduction.
Methodology: The research uses time study, Edaw max, and Visio software to analyze tasks, create VSMs of current and future states, and control charts to examine data variations over time. Data collection involves cycle time, batch size, packet size, and the number of workers required for each activity.
Findings: The research objectives include studying the existing scenario of production units via VSM, identifying, and eliminating Lean wastes, and comparing proposed and existing scenarios for improvement opportunities. The literature review highlights the importance of Lean manufacturing in eliminating unnecessary processes, reducing lead time, and fostering positive stakeholder relationships.
Unique Contribution to Theory, Practice and Policy: This study suggests the better way to reduce the lean wastages and balance the line by using VSM technique. The future state VSM is created to conceptualize potential improvements and gather feedback, focusing on reducing non-value-adding tasks, work-in-process inventory, workforce, and overall process time.
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Copyright (c) 2024 Atam Kumar Jessani, Ramesh Kumar, Ali Gul
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