Evaluation of Value Stream Mapping Application in Pasta Manufacturing: A Case Study of Golden Pasta Company, Lagos

Mauton Gbededo; Peter Farayibi; Tiamiyu Mohammed

doi:doi:10.11648/j.ajetm.20180301.11

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Evaluation of Value Stream Mapping Application in Pasta Manufacturing: A Case Study of Golden Pasta Company, Lagos

Mauton Gbededo, Peter Farayibi, Tiamiyu Mohammed

Published in American Journal of Engineering and Technology Management (Volume 3, Issue 1)

Received: 28 November 2017 Accepted: 8 December 2017 Published: 24 February 2018

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Abstract

Over the years manufacturing industries faced persistent increase in global competition to the extent that most industries find it difficult to make profits. This unfavorable trend in global competition coupled with high costs of production were responsible for the new trend in business. In order to survive in today’s fiercely competitive market, and remain profitable while producing at a lower cost, many manufacturing outfits started thinking on the best way to eliminates wastes through the lean methodology. This work evaluated the application of lean approach of wastes elimination through the application of Value Stream Mapping (VSM) techniques. The manufacturing operations of Fava Long Goods 3 (FLG3) production line of Golden Pasta Company (GPC) was carefully understudied. Data collected from the company’s Enterprise Resource Planning system (ERP) and shop floor including feedback from the customers were analysed and evaluated. The results of the evaluation of these data were used to derive the Value Stream Mapping parameters for the developing the current state map and exposure of pasta manufacturing activities that accumulated to wastes generation. A Kaizen Blitz, a lean improvement workshop was held at the workplace where improvement suggestions were made towards the elimination of the wastes. The improvement suggestions were approved and implemented using a series of Value Stream Mapping techniques such as 5S, Kanban pull system, Supermarket pull system, Single Minute Exchange of Die (SMED), Kaizen idea sheet, Lean implementation tracking sheet and root-cause analysis to remove all the identified wastes. The results of the lean implementation showed that Production Lead Time (PLT) was massively reduced from 34.4 hours to 5.04 hours with a 85.3% waste reduction. A practical approach of implementing the value stream mapping, using Microsoft Visio 2016 software was suggested. An actual cost savings of N158, 515,200 was realised after third quarter (nine months) of lean implementation between September 2016 and June 2017. This was revealed in the Financial Statements of Accounts approved by the General Manager/Director of the Golden Pasta Company.

Published in	American Journal of Engineering and Technology Management (Volume 3, Issue 1)
DOI	10.11648/j.ajetm.20180301.11
Page(s)	1-22
Creative Commons	This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited.
Copyright	Copyright © The Author(s), 2018. Published by Science Publishing Group

Keywords

Value Stream Mapping, Lean Methodology, Production Lead Time, Enterprise Resource Planning

References

[1]	Princess E and Justin O: “Price war”, How pasta manufacturers divide the market, Vanguard News on Finance, page 31, Feb., 2014, pp. 23-25.
[2]	Womack J. and Jones D (2003).: Lean Thinking: Banishing Waste and Create Wealth in Your Corporation, Free Press, New York, 2003.
[3]	Rother M and Shook J., (1998): Learning to see, a lean tool kit and workbook version. 1.2, June 1998. The Lean Enterprise Institute Library, Brookline, Massachusetts, U.S.A.
[4]	David J. H, (2016): Wastes in manufacturing; Melton University library pocket dictionary, pp. 15-16 Third Edition August, 2016 KG3EGK, Plano Texas, U.S.A.
[5]	Adeoti P. P (2015): A lean method of Banishing wastes in Manufacturing Companies, Journal of Industrial Engineering and Production Management 3, pp. 201-224.
[6]	Hall, R. (2004). Lean and the Toyota production system. Target, 20 (3), 22-27.
[7]	Yiannis K., (2012): Golden Pasta Company Enterprise Resource Planning ERP, data records, License 3 (2) 210-350.
[8]	Fava. S. p. A, (2016). Golden Pasta Company Production-line I-touch stimulation system. 2 (2), 3-10.
[9]	Yiannis K., (2017): Golden Pasta Company Cost Loss Matrix FLG3 Financial Statements of Accounts, pp. 18.
[10]	Ahlstrom, P. (1998): Sequences in the implementation of lean production. European Management Journal, 16 (3), 327-334.
[11]	Baker, P. (2002). Why is lean so far off. Works Management, 55 (10), 265-402. Institute of Social and Economic Research (NISER), Ibadan.

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Mauton Gbededo, Peter Farayibi, Tiamiyu Mohammed. (2018). Evaluation of Value Stream Mapping Application in Pasta Manufacturing: A Case Study of Golden Pasta Company, Lagos. American Journal of Engineering and Technology Management, 3(1), 1-22. https://doi.org/10.11648/j.ajetm.20180301.11

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ACS Style

Mauton Gbededo; Peter Farayibi; Tiamiyu Mohammed. Evaluation of Value Stream Mapping Application in Pasta Manufacturing: A Case Study of Golden Pasta Company, Lagos. Am. J. Eng. Technol. Manag. 2018, 3(1), 1-22. doi: 10.11648/j.ajetm.20180301.11

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AMA Style

Mauton Gbededo, Peter Farayibi, Tiamiyu Mohammed. Evaluation of Value Stream Mapping Application in Pasta Manufacturing: A Case Study of Golden Pasta Company, Lagos. Am J Eng Technol Manag. 2018;3(1):1-22. doi: 10.11648/j.ajetm.20180301.11

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@article{10.11648/j.ajetm.20180301.11,
  author = {Mauton Gbededo and Peter Farayibi and Tiamiyu Mohammed},
  title = {Evaluation of Value Stream Mapping Application in Pasta Manufacturing: A Case Study of Golden Pasta Company, Lagos},
  journal = {American Journal of Engineering and Technology Management},
  volume = {3},
  number = {1},
  pages = {1-22},
  doi = {10.11648/j.ajetm.20180301.11},
  url = {https://doi.org/10.11648/j.ajetm.20180301.11},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.ajetm.20180301.11},
  abstract = {Over the years manufacturing industries faced persistent increase in global competition to the extent that most industries find it difficult to make profits. This unfavorable trend in global competition coupled with high costs of production were responsible for the new trend in business. In order to survive in today’s fiercely competitive market, and remain profitable while producing at a lower cost, many manufacturing outfits started thinking on the best way to eliminates wastes through the lean methodology. This work evaluated the application of lean approach of wastes elimination through the application of Value Stream Mapping (VSM) techniques. The manufacturing operations of Fava Long Goods 3 (FLG3) production line of Golden Pasta Company (GPC) was carefully understudied. Data collected from the company’s Enterprise Resource Planning system (ERP) and shop floor including feedback from the customers were analysed and evaluated. The results of the evaluation of these data were used to derive the Value Stream Mapping parameters for the developing the current state map and exposure of pasta manufacturing activities that accumulated to wastes generation. A Kaizen Blitz, a lean improvement workshop was held at the workplace where improvement suggestions were made towards the elimination of the wastes. The improvement suggestions were approved and implemented using a series of Value Stream Mapping techniques such as 5S, Kanban pull system, Supermarket pull system, Single Minute Exchange of Die (SMED), Kaizen idea sheet, Lean implementation tracking sheet and root-cause analysis to remove all the identified wastes. The results of the lean implementation showed that Production Lead Time (PLT) was massively reduced from 34.4 hours to 5.04 hours with a 85.3% waste reduction. A practical approach of implementing the value stream mapping, using Microsoft Visio 2016 software was suggested. An actual cost savings of N158, 515,200 was realised after third quarter (nine months) of lean implementation between September 2016 and June 2017. This was revealed in the Financial Statements of Accounts approved by the General Manager/Director of the Golden Pasta Company.},
 year = {2018}
}

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TY  - JOUR
T1  - Evaluation of Value Stream Mapping Application in Pasta Manufacturing: A Case Study of Golden Pasta Company, Lagos
AU  - Mauton Gbededo
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AU  - Tiamiyu Mohammed
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JF  - American Journal of Engineering and Technology Management
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AB  - Over the years manufacturing industries faced persistent increase in global competition to the extent that most industries find it difficult to make profits. This unfavorable trend in global competition coupled with high costs of production were responsible for the new trend in business. In order to survive in today’s fiercely competitive market, and remain profitable while producing at a lower cost, many manufacturing outfits started thinking on the best way to eliminates wastes through the lean methodology. This work evaluated the application of lean approach of wastes elimination through the application of Value Stream Mapping (VSM) techniques. The manufacturing operations of Fava Long Goods 3 (FLG3) production line of Golden Pasta Company (GPC) was carefully understudied. Data collected from the company’s Enterprise Resource Planning system (ERP) and shop floor including feedback from the customers were analysed and evaluated. The results of the evaluation of these data were used to derive the Value Stream Mapping parameters for the developing the current state map and exposure of pasta manufacturing activities that accumulated to wastes generation. A Kaizen Blitz, a lean improvement workshop was held at the workplace where improvement suggestions were made towards the elimination of the wastes. The improvement suggestions were approved and implemented using a series of Value Stream Mapping techniques such as 5S, Kanban pull system, Supermarket pull system, Single Minute Exchange of Die (SMED), Kaizen idea sheet, Lean implementation tracking sheet and root-cause analysis to remove all the identified wastes. The results of the lean implementation showed that Production Lead Time (PLT) was massively reduced from 34.4 hours to 5.04 hours with a 85.3% waste reduction. A practical approach of implementing the value stream mapping, using Microsoft Visio 2016 software was suggested. An actual cost savings of N158, 515,200 was realised after third quarter (nine months) of lean implementation between September 2016 and June 2017. This was revealed in the Financial Statements of Accounts approved by the General Manager/Director of the Golden Pasta Company.
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Author Information

Mauton Gbededo

Department of Mechatronics Engineering, Bells University of Technology, Ota, Nigeria
Peter Farayibi

Department of Mechanical Engineering, Federal University of Technology, Akure, Nigeria
Tiamiyu Mohammed

Department of Mechanical Engineering, Federal University of Technology, Akure, Nigeria

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APA Style

Mauton Gbededo, Peter Farayibi, Tiamiyu Mohammed. (2018). Evaluation of Value Stream Mapping Application in Pasta Manufacturing: A Case Study of Golden Pasta Company, Lagos. American Journal of Engineering and Technology Management, 3(1), 1-22. https://doi.org/10.11648/j.ajetm.20180301.11

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ACS Style

Mauton Gbededo; Peter Farayibi; Tiamiyu Mohammed. Evaluation of Value Stream Mapping Application in Pasta Manufacturing: A Case Study of Golden Pasta Company, Lagos. Am. J. Eng. Technol. Manag. 2018, 3(1), 1-22. doi: 10.11648/j.ajetm.20180301.11

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AMA Style

Mauton Gbededo, Peter Farayibi, Tiamiyu Mohammed. Evaluation of Value Stream Mapping Application in Pasta Manufacturing: A Case Study of Golden Pasta Company, Lagos. Am J Eng Technol Manag. 2018;3(1):1-22. doi: 10.11648/j.ajetm.20180301.11

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@article{10.11648/j.ajetm.20180301.11,
  author = {Mauton Gbededo and Peter Farayibi and Tiamiyu Mohammed},
  title = {Evaluation of Value Stream Mapping Application in Pasta Manufacturing: A Case Study of Golden Pasta Company, Lagos},
  journal = {American Journal of Engineering and Technology Management},
  volume = {3},
  number = {1},
  pages = {1-22},
  doi = {10.11648/j.ajetm.20180301.11},
  url = {https://doi.org/10.11648/j.ajetm.20180301.11},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.ajetm.20180301.11},
  abstract = {Over the years manufacturing industries faced persistent increase in global competition to the extent that most industries find it difficult to make profits. This unfavorable trend in global competition coupled with high costs of production were responsible for the new trend in business. In order to survive in today’s fiercely competitive market, and remain profitable while producing at a lower cost, many manufacturing outfits started thinking on the best way to eliminates wastes through the lean methodology. This work evaluated the application of lean approach of wastes elimination through the application of Value Stream Mapping (VSM) techniques. The manufacturing operations of Fava Long Goods 3 (FLG3) production line of Golden Pasta Company (GPC) was carefully understudied. Data collected from the company’s Enterprise Resource Planning system (ERP) and shop floor including feedback from the customers were analysed and evaluated. The results of the evaluation of these data were used to derive the Value Stream Mapping parameters for the developing the current state map and exposure of pasta manufacturing activities that accumulated to wastes generation. A Kaizen Blitz, a lean improvement workshop was held at the workplace where improvement suggestions were made towards the elimination of the wastes. The improvement suggestions were approved and implemented using a series of Value Stream Mapping techniques such as 5S, Kanban pull system, Supermarket pull system, Single Minute Exchange of Die (SMED), Kaizen idea sheet, Lean implementation tracking sheet and root-cause analysis to remove all the identified wastes. The results of the lean implementation showed that Production Lead Time (PLT) was massively reduced from 34.4 hours to 5.04 hours with a 85.3% waste reduction. A practical approach of implementing the value stream mapping, using Microsoft Visio 2016 software was suggested. An actual cost savings of N158, 515,200 was realised after third quarter (nine months) of lean implementation between September 2016 and June 2017. This was revealed in the Financial Statements of Accounts approved by the General Manager/Director of the Golden Pasta Company.},
 year = {2018}
}

Copy | Download

TY  - JOUR
T1  - Evaluation of Value Stream Mapping Application in Pasta Manufacturing: A Case Study of Golden Pasta Company, Lagos
AU  - Mauton Gbededo
AU  - Peter Farayibi
AU  - Tiamiyu Mohammed
Y1  - 2018/02/24
PY  - 2018
N1  - https://doi.org/10.11648/j.ajetm.20180301.11
DO  - 10.11648/j.ajetm.20180301.11
T2  - American Journal of Engineering and Technology Management
JF  - American Journal of Engineering and Technology Management
JO  - American Journal of Engineering and Technology Management
SP  - 1
EP  - 22
PB  - Science Publishing Group
SN  - 2575-1441
UR  - https://doi.org/10.11648/j.ajetm.20180301.11
AB  - Over the years manufacturing industries faced persistent increase in global competition to the extent that most industries find it difficult to make profits. This unfavorable trend in global competition coupled with high costs of production were responsible for the new trend in business. In order to survive in today’s fiercely competitive market, and remain profitable while producing at a lower cost, many manufacturing outfits started thinking on the best way to eliminates wastes through the lean methodology. This work evaluated the application of lean approach of wastes elimination through the application of Value Stream Mapping (VSM) techniques. The manufacturing operations of Fava Long Goods 3 (FLG3) production line of Golden Pasta Company (GPC) was carefully understudied. Data collected from the company’s Enterprise Resource Planning system (ERP) and shop floor including feedback from the customers were analysed and evaluated. The results of the evaluation of these data were used to derive the Value Stream Mapping parameters for the developing the current state map and exposure of pasta manufacturing activities that accumulated to wastes generation. A Kaizen Blitz, a lean improvement workshop was held at the workplace where improvement suggestions were made towards the elimination of the wastes. The improvement suggestions were approved and implemented using a series of Value Stream Mapping techniques such as 5S, Kanban pull system, Supermarket pull system, Single Minute Exchange of Die (SMED), Kaizen idea sheet, Lean implementation tracking sheet and root-cause analysis to remove all the identified wastes. The results of the lean implementation showed that Production Lead Time (PLT) was massively reduced from 34.4 hours to 5.04 hours with a 85.3% waste reduction. A practical approach of implementing the value stream mapping, using Microsoft Visio 2016 software was suggested. An actual cost savings of N158, 515,200 was realised after third quarter (nine months) of lean implementation between September 2016 and June 2017. This was revealed in the Financial Statements of Accounts approved by the General Manager/Director of the Golden Pasta Company.
VL  - 3
IS  - 1
ER  -

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