Case study 1: Application of Value Stream mapping using simulation tool in manufacturing

assemble line: A Case study.

Lean manufacturing techniques, such as value stream mapping (VSM), have been found to be
effective in identifying and eliminating non-value-added activities in manufacturing processes,
leading to improved productivity (Ramesh et. al, 2021) [1].

The literature review in this paper highlights the prominent role of Lean manufacturing techniques,
particularly value stream mapping (VSM), in enhancing productivity within manufacturing processes.
The authors have conducted practical evidence of the effectiveness of these techniques. Moreover,
the review shows the importance of incorporating computational tools, such as simulation software,
alongside VSM to address real-time production bottlenecks. This integration is recognized as a
significant strategy to achieve operational quality and improve overall productivity.

Additionally, the paper emphasizes the relevance of knowledge creation and management in lean
practices, particularly in small and medium-sized enterprises (SMEs). For instance, Top
management’s awareness and involvement in these processes are identified as critical factors
influencing performance levels, which highlights the integral role of organizational knowledge in
driving productivity.

Case study 2: A Case Study of VSM and SMED IN THE FOOD PROCESSING INDUSTRY:

Lean practices, such as Value Stream Mapping (VSM) and Single Minute Exchange of Die (SMED),
have demonstrated notable success when applied to the food-processing sector. These techniques
have effectively reduced changeover times and increased production capacity (Maalouf and
Zaduminska, 2019) [2]. In a context where manufacturing environments are characterized by highly
variable demand, large product variety, low volumes, and variable order processing times, the
application of lean tools and practices is often met with challenges [2]. Despite these complexities,
the implementation of SMED within process industries like the food industry proves to be a valuable
solution. It directly addresses issues related to inflexible machinery, time-consuming retooling
processes, unnecessary movements during retooling, and stoppages caused by machinery
adjustments. By doing so, SMED mitigates the inherent challenges faced in such dynamic
manufacturing environments.

In order to understand the logic and rationale behind the successful implementation of SMED, the
CIMO (Context, Input, Mechanism, and Outcome) framework is a valuable tool. This framework can
be employed to systematically analyze the sequence of actions and decisions involved in SMED
implementation [3]. It takes into account the specific problems in the given context of the food
industry, the mechanisms employed to address those issues, and the outcomes achieved as a result.
by using the CIMO framework, researchers and practitioners can gain a comprehensive
understanding of the intricate relationship between lean practices like SMED and the unique
challenges posed by process industries, offering valuable insights into how to achieve improved
operational efficiency and flexibility in these settings.

Furthermore, the investigators' study in the food-processing sector revealed the substantial benefits
of implementing lean practices, specifically Value Stream Mapping (VSM) and Single Minute
Exchange of Die (SMED). These practices led to a 34% reduction in changeover time and an 11%
increase in production capacity, resulting in reduced reliance on temporary workers during peak
periods, shortened production cycle time, and fewer quality issues.
However, the authors also acknowledged the unique challenges faced in implementing lean
practices within process industries. These challenges include dealing with short shelf-life, varying
raw materials, and seasonality, as well as addressing issues related to production system flexibility,
long setup times, and the complexities of small lot production. Despite these challenges, the paper
emphasized the significance of SMED in reducing setup times, which in turn, helps diminish the need
for large lot sizes. This improvement not only enhances operational efficiency but also reduces
storage and handling costs. SMED implementation is particularly valuable in addressing issues such
as inflexible machinery, time-consuming retooling, unnecessary movements during retooling, and
machinery stoppages.

Case Study 3: Potential of Lean Tool of Value Stream Mapping (VSM) in Manufacturing Industries.

[1] Muhammad Khan, Shakeel Shaikh, Tahir Hussain, Lakho Usama, Khursheed Mughal, 2020.

Key findings and their significance in Manufacturing Processes:

Value stream mapping (VSM) has been identified as a significant lean tool in manufacturing
industries, helping to identify and eliminate waste, thereby improving efficiency and productivity
(Khan et. al 2020) [3]. Whereby reviewing this paper, the study was conducted in the textile
manufacturing industry, where the defect was identified as the most significant waste, and VSM was
suggested as a relevant lean practice to reduce this waste (Khan et. al, 2018) [4]. Basically, Lean tools
and techniques, including VSM, were applied in an automobile assembling plant to improve
productivity, with pre- and post-measures showing the effectiveness of lean practices (Rajput et. al,
2020) [5].

Through research and study, Lean manufacturing practices have been found to have potential
benefits and applications in various manufacturing sectors in Pakistan, supporting the growing
awareness and scope of lean manufacturing (Khan et. al, 2020) [3]. For instance, Lean manufacturing
practices, including the identification and elimination of wastes through statistical tools and
techniques, have been applied in a pharmaceutical plant, resulting in improved efficiency (Sahito et.
al, 2020) [6].

Moreover, in order to gain a comprehensive understanding of the processes implemented to

Additionally, statistical tools and techniques have been leveraged in pharmaceutical plants to
identify and eliminate waste, resulting in notable efficiency improvements. In an automobile
assembling plant, the adoption of lean manufacturing practices, along with the application of lean
tools and techniques, has played a crucial role in enhancing productivity. Furthermore, this trend is
not limited to a specific sector, as it is also observed in various manufacturing sectors in Pakistan,
signifying a growing awareness of the benefits and potential of lean manufacturing principles. These
approaches collectively underline the adaptability and effectiveness of lean methodologies in driving
improvements across diverse manufacturing environments.
Case study 4: SMEs, Barriers and Opportunities on adopting Industry 4.0: A Review

Hussein Magdy Elhusseiny, Jose Crispim

The adoption of Industry 4.0 technologies in the manufacturing sector can bring significant benefits,
including gains in operations management and improvements in market, sustainability, and supply
chain management [7]. However, there are constraint factors which are Organizational barriers and
technical barriers, these are the main types of barriers studied in both developed and developing
countries (Elhusseiny and Crispim, 2021) [7].

By reviewing this research paper, the authors highlight the importance of addressing barriers and
leveraging opportunities in the adoption of Industry 4.0 in the manufacturing sector. whereas, this
paper study emphasizes the need to overcome organizational and technical barriers, while also
considering the role of project managers and conducting risk analysis for successful implementation.
The benefits of Industry 4.0 adoption in terms of operations management and market, sustainability,
and supply chain management further underscore its significance in the manufacturing sectors.

The adoption of Industry 4.0 technologies can have practical implications for SMEs, including
enhanced manufacturing capabilities and improved operational efficiency (Hussein and Jose, 2022)
[4]. One specific method that can yield significant results is investing in ICT infrastructure, such as
cloud computing and IoT, to overcome technical barriers and enable better data management and
communication. Another practical implication is the need for upskilling employees and managers to
address the lack of skilled workforce, which can be achieved through training programs and
knowledge transfer initiatives. In addition, to overcome organizational barriers, SMEs can focus on
creating a supportive culture that encourages change and innovation, as well as securing financial
resources for implementing Industry 4.0 technologies. Further, horizontal IT integration, such as the
use of big data analytics and IoT can lead to significant results by improving collaboration and
efficiency in supply chain management. In addition, Vertical integration, involving the integration of
different departments within SMEs, can result in better production planning, customization, quality
control, and cost reduction as indicated in this paper.

References:

[1] S. N. Kundgol, P. Petkar, and V. N. Gaitonde, “Implementation of value stream mapping (VSM)
upgrading process and productivity in aerospace manufacturing industry,” Materials Today:
Proceedings, https://www.sciencedirect.com/science/article/pii/S2214785320378937 (accessed Oct.
15, 2023).

[2] M. M. Narke and C. T. Jayadeva, “Value stream mapping: Effective lean tool for smes,” Materials
Today: Proceedings, https://www.sciencedirect.com/science/article/pii/S2214785320330637
(accessed Oct. 14, 2023).

[3] A. R. Rahani and al-A. Muhammad, “Production flow analysis through value stream mapping: A
Lean Manufacturing Process Case Study,” Procedia Engineering,
https://www.sciencedirect.com/science/article/pii/S1877705812027750 (accessed Oct. 15, 2023).

[4] Khan, M. A., Preliminary study on lean manufacturing practices at yarn manufacturing industry: A
case study, Masters of Engineering (Thesis), Department of Industrial Engineering & Management,
Mehran University of Engineering & Technology, Jamshoro, 76062, Sindh, Pakistan, 2018.
[5]Rajput, S., Khan, M. A., Samejo, S., Murtaza, G. & Rao, A. A.,, Productivity Improvement by the
Implementation of Lean Manufacturing Practice (takt time) in an automobile assembling plant,
Proceedings of the International Conference on Industrial Engineering and Operations Management
Dubai, UAE, March 10- 12, 2020.

[6] Sahito. S. A., Khan, M. A., Arain, A. A., Bhutto, S. A., Wadhyo, R., & Memon, S. A., A Study For The
Identification And Elimination Of Lean Manufacturing Wastes At The Pharmaceutical Production
Plant, Proceedings of the International Conference on Industrial Engineering and Operations
Management Dubai, UAE, March 10-12, 2020.

[7] H. M. Elhusseiny and J. Crispim, “SMEs, barriers and opportunities on adopting industry 4.0: A
review.,” Procedia Computer Science,
https://www.sciencedirect.com/science/article/pii/S1877050921023097 (accessed Oct. 14, 2023).