Spare parts are one of the important pillars in the after-sales service of automotive business.

Customers will satisfied and comfortable if the availability of spare parts is guaranteed.

Spare Part Center is one of function to support unit sales and as well as profit-oriented,

so the accuracy and speed of spare part acceptance by the customer is an important key

to winning the competition. Order Picking is one of the supply chain processes that play

a role in warehouse operations to meet customer needs. Order Picking is the most expensive

activity in warehousing and can reach 55% of the total cost of warehousing operations, so it

is considered a top priority in increasing productivity, even reaching 65% of total warehouse

operating costs. The purpose of this research is to increase productivity in the process

of picking order through reduction of processing time. Increased productivity is done by

improving the working method of the picking process. From the result the comparing, the

method by zone requires less total picking time (193.712 seconds) than by routing (249.559

seconds) decreased 55.85 second time, in other words, an increase of 22.38%. With the Visual

Stream Mapping (VSM) in this research can reduce to travel time, it means that the total

distance traveled is small than the current method. The impact from VSM approach will

eliminate time for preparation of 1.960 seconds, and take empty trolley of 200 seconds. In

this case some of traveling non-value

This study demonstrates application of Lean techniques to improve working process in

a sewing machine factory, focusing on the raw material picking process. The value stream

mapping and flow process chart techniques were utilized to identify the value added activities,

non-value activities and necessary but non-value added activities in the current

process. The ECRS (Eliminate, Combine, Rearrange and Simplify) in waste reduction was

subsequently applied to improve the working process by (i) adjusting the raw material picking

procedures and pre-packing raw material as per demand, (ii) adding symbols onto the

containers to reduce time spent in picking material based on visual control principle, and

(iii) developing and zoning storage area, identifying level location for each row and also

applying algorithms generated from a solver program and linear programming to appropriately

define the location of raw material storage. Improvement in the raw material picking

process was realized, cutting down six out of 11 procedures in material picking or by 55%,

reducing material picking time from 24 to 4 min or by 83%. The distance to handle material

in the warehouse can be shortened by 120 m per time or 2,400 m per day, equal to 86%

reduction. Lean techniques

The relatively limited application of lean in the food process industries has been attributed to

the unique characteristics of the food sector i.e. short shelf-life, heterogeneous raw materials,

and seasonality. Moreover, barriers such as large and inflexible machinery, long setup time,

and resource complexity, has limited the implementation and impact of lean practices in

process industries in general. Contrary to the expectations in the literature, we bring in this

paper a successful experience of lean implementation in a company of the food-processing

sector. By focusing on two lean tools (VSM and SMED), the company reduced changeover

time by 34%, and increased the production capacity of the main production line by 11%.

This improvement enabled the company to avoid the use of temporary workers by extending

the worktime of its workforce during peak months. Moreover, the reduction of setup time

avoided the use of large lot size in production, which, in turn, reduced the total cycle time

of production and the incidence of quality problems.

Digitization in the production area represents the integrated planning and management of production and logistics systems and networks based on digital models, methods, and tools, which are built on a common flexible information and communication platform. Currently known and used Lean tools need to be dynamized and oriented to the creation of digital business, where digital models can be heterogeneous, respectively usable in several projects. One of these possibilities is the use of the Lean production method – Value Stream Mapping, the potential of which in the context of the above mentioned is great. The aim of the presented article is based on Gemba analysis of the production process to process the value stream in the environment of the software tool TX Plant Simulation for the needs of flexible reflection on changes in various parameters within the value stream. The case study carried out under this article aims, among other things, to highlight the importance of combining simple Lean Production tools with software in finding, testing, and designing alternative solutions. The potential of using the processed model was also processed for the needs of digitization of business processes in the future.

The aim of this paper is to identify lean management instruments used to implement strategic

objectives related to the creation and retention of value in the area of value networks while

redefining the business model of service enterprises on the example of hotels. In relation

to the objective, a survey was conducted using the questionnaire method with the use

of Computer Assisted Web Interview technique, using a self-developed questionnaire. The

survey was carried out between February and May 2020 among 421 representatives of hotel

service companies operating in the three, four and five-star standard. In order to verify

the assumptions between the surveyed features, statistical inferences were used using the

Statistica programme. The research results may provide inspiration for the implementation

of lean management concept in the area of redefining business models conducive to value

creation. The issues presented in the paper are an attempt to fill the gap indicating practical

experience related to the use of lean management instruments in the hotel services sector

and their effectiveness in the process of redefining business models and value creation.

The implementation of milk-run in Indonesia has been started since 2005. As a developing

country, there is a challenge to operate milk-run smoothly especially in urban area due to

severe traffic congestion and unfavourable road condition in some areas. This research aimed

to analyze the practice of milk-run operation in one of the biggest Japanese automotive

companies in Indonesia. Transportation Value Stream Mapping (TVSM) is applied in order

to perform just-in-time delivery in the supply chain before operating milk-run. It is discussed

that this company still need to continue in improving milk-run operation. The operation

system needs control and integration from manufacturer, supplier and logistics partner.

The advantage of milk-run operation is cost reduction and also support green logistics in

decreasing emission of carbondioxide (CO2) by reducing the number of trucks used.

Value Stream Mapping has been a key Lean tool since its publication in 1988, offering a strategic view on the reconfiguration of an organization’s processes to reduce overall lead time. It has since been used in many different domains beyond (car) manufacturing. However, the potential offered by its concise representation of both material flow and its controlling information flow seems to have been largely underused. Most literature reports on VSM in the context of waste detection and local improvements. VSM also supports redesigning the material flow (even on a supply chain level) towards (pure) pull systems. However, it fails to adequately give guidance on how to gradually evolve towards this ultimate ideal state. This paper wants to offer a significant contribution to practitioners on how to use VSM to bridge this gap. Another key challenge that remains largely unpublished is how to adapt the planning systems accordingly at each reconfiguration of the material flow. This paper presents extensions to the basic VSM tool to meet these challenges. It includes a more comprehensive 5-level hierarchy that allows to position most lean flow-related techniques. It also extends the basic “door-to-door” VSM with new symbols to accommodate these techniques into the map. Finally, it introduces a new set of 13 questions to support redesigning not only the material flow, but also the information flow. The resulting richer future state maps better support the gradual evolution towards a leaner future shop floor, as illustrated with an example.

Value stream mapping (VSM) is a well-known lean analytical tool in identifying wastes, value, value stream, and flow of materials and information. However, process variability is a waste that traditional VSM cannot define or measure since it is considered as a static tool. For that, a new model named Variable Value Stream Mapping (V-VSM) was developed in this study to integrate VSM with risk management (RM) using Monte Carlo simulation. This model is capable of generating performance statistics to define, analyze, and show the impact of variability within VSM. The platform of this integration is under Deming’s Plan-Do-Check-Act (PDCA) cycle to systematically implement and conduct V-VSM model. The model has been developed and designed through literature investigation and reports that lead in defining the main four concepts named as; Continuous Improvement, Data Variability, Decision-Making, and Data Estimation. These concepts can be considered as connecting points between VSM, RM and PDCA.