Hybrid Integrations of Value Stream Mapping, Theory of Constraints and Simulation: Application to Wooden Furniture Industry

This paper studies manufacturing processes in a wooden furniture manufacturing company. The company suffers from long manufacturing lead times and an unbalanced production line. To identify sources of waste and delay value stream mapping (VSM) and a discrete event simulation model is implemented. VS...

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Bibliographic Details
Published in:Processes 2019-11, Vol.7 (11), p.816
Main Authors: Alzubi, Emad, Atieh, Anas M., Abu Shgair, Khaleel, Damiani, John, Sunna, Sima, Madi, Abdallah
Format: Article
Language:English
Subjects:
Computer simulation
Constraint modelling
Discrete event systems
Lead time
Lean manufacturing
Mapping
Production lines
Simulation
Software
Theory of constraints
Utilization
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Summary:This paper studies manufacturing processes in a wooden furniture manufacturing company. The company suffers from long manufacturing lead times and an unbalanced production line. To identify sources of waste and delay value stream mapping (VSM) and a discrete event simulation model is implemented. VSM is used to visualize and analyze the major processes of the company and provide quantifiable KPIs; the manufacturing lead-time and then Overall Equipment Effectiveness (OEE) settings. A discrete event simulation model is then built to analyze the company on a wider scale and provide the data required to identify bottlenecks. Building on the data gathered from the production lines and the simulation model, two-bottleneck detection methods are used, the utilization method, and the waiting time method. Then based on the comparison of the two methods a third bottleneck detection is utilized; the scenario-based method, to identify the primary and secondary bottlenecks. After the bottlenecks are identified, changes are then evaluated using the simulation model and radar charts were built based on the improved simulation model, which evaluates the effect of changes in the utilization and OEE results. This work managed to neutralize the effect of one of the main bottlenecks and minimize the effect of the other. The manufacturing utilization was increased by 15.8% for the main bottleneck resources followed by 2.4% for the second one. However, it is hard to convince the traditional administration of this small size manufacturing plant to adopt a completely revolutionizing, costly, and risky (at such level) lean manufacturing approach. This paper studies and provides a much lower in cost and verified scheme of enhancement.
ISSN:2227-9717
2227-9717
DOI:10.3390/pr7110816