International Journal of Scientific & Engineering Research, Volume 4, Issue 12, December-2013 305

ISSN 2229-5518

Improvement of Manufacturing Processes

Utilizing Value Stream Mapping Technique:
Cement Sacks Factory as an Industrial Case
Study
Mahmoud A. El-Sharief

Abstract— Lean manufacturing is a production system, which was first developed by Toyota Production Systems (TPSs) to reduce wastes
while improving the operational and environmental performance of manufacturing and industrial businesses. While the global industrial
market suffers from gnarled competition, lean manufacturing philosophy is providing an effective methodology to reduce cost and maximize
profit. In addition, the market no longer accepts waste caused by out of control production or inefficient processes. A commitment to quality
and lean operations will result in quality improvement, waste elimination and reduction in time and costs.

Value stream mappings (VSMs), a lean manufacturing tool, which originated from the Toyota Production Systems (TPSs), is known as
“material and information flow mapping.” This mapping tool uses the techniques of lean manufacturing to analyze and evaluate certain
work processes in a manufacturing operation. This tool is used primarily to identify, demonstrate and decrease waste, as well as create
flow in the manufacturing process. VSM can be created merely using paper and pencil; however, more advanced maps are created using
Microsoft Visio as well as Microsoft Excel.

This paper describes practical implementation strategies for using lean manufacturing and an industrial case study (Cement Sacks
Factory) is included. After lean manufacturing methodology has been applied to the case, results are produced as Cement Sacks Factory
process efficiency is raised by 4.31% and the TAKT time is reduced about 56%.

T
1. INTRODUCTION
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Index Terms— Lean Manufacturing; Value Stream Mapping; Waste elimination; Facility layout; inventory; transportation; Case study.

—————————— ◆ ——————————

HE critical starting point for lean thinking is value. As stated

Womack et al. [1] value can only be defined by the ultimate
customer. Moreover, it is only meaningful when expressed in terms
of a specific product (a good or a service, and often both at once)
which meets the customer's needs at a specific price at a specific
that aim to reduce unnecessary and unproductive tasks, activi- ties
and behaviors in the work environment. In other word, lean
manufacturing is implemented in order to reduce waste and
improve the organization production and morale.
There are many tools and techniques in lean manufacturing that can
time. Value is created by the pro- ducer. From the customer's be implemented but the selection of effective lean tool, and
standpoint, this is why producers technique in lean manufacturing is hard to choose. Wrong decision
exist. will affect the waste and time. Lean thinking is a highly involved
With going on years , world has achieved great steps in in- dustrial method of managing an organization to improve the productivity,
life to people, thus made countries to compete with them in grossing efficiency, and quality of products and services.
their industrial fleet. Therefore, industrial as- sociations expanded to
include many sectors in the same associ- ation. With competition 1.2 Lean Manufacturing Benefits
between power centers in world and war between them, industrial T. MELTON [2] stated the benefits of lean manufacturing are:
association has begun to find sys- tems to manage its big factories. • Help to produce business outputs as fast as possible.
Hence, many systems ap- peared, such as “lean”, “six sigma " and " • Convert a business enquiry to a finished output; then it can
lean six sigma “. hold less row material and finished stock inventory.
• Hold lower inventory levels means need less cash to
1.1 Lean Manufacturing System run the business.
Lean Manufacturing is the systematic elimination of waste from all • Able to produce work faster.
aspects of an organization’s operations, where waste is viewed as any • Can do more with the same resources (machinery, peo- ple).
use or loss of resources that does not lead direct- ly to creating the • Can complete work faster than competitors.
product or service a customer wants when they want it. In many • Reduce the cash required for your business attractive.
industrial processes, such non-value add- ed activity could comprise
1.3 More Common Practices of Lean Manufacturing
more than 90 percent of a factory’s total activity [1].
Lean manufacturing is the processes, techniques, strategies and
initiatives being implemented by companies around the world

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International Journal of Scientific & Engineering Research, Volume 4, Issue 12, December-2013 306
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A few of the more common practices of the lean manufac- turing ping (VSM) is a collection of all actions value added as well as non-
are: value added that are required to bring a product or a group of
• Just In Time: Producing only what is need, when it is products that use the same resources through the main flows, from
need, and in only the needed quantities; reducing work-in- raw material to the customers. These actions are those in the overall
process inventory. supply chain including both information and opera- tion flow which are
• Kanban: A card that signals production of a set quantity the core of any successful lean operation. Value stream mapping is a
of goods once that number of goods has been used by a special type of flow chart that uses numbers and symbols known as
customer process. “the language of lean” to im- prove the flow of material and
• Production leveling (or heijunka): Spreading procuction information.
evenly over time; reducing batch sizes to one. 2.1 Value Stream Mapping Benefits
• Setup time reduction: Reducing the time to changeover Ulf K. Teichgraeber et al [4] stated that there is a need to un-
between producing different products; required level- ing derstand the entire manufacturing system in order to create VSM
production. and gain maximum benefits, which are:
• Standardized work: Documented, detailed work proce- • In order to visually display where waste occurs in the
dures religiously followed by everyone doing the job such process and to distinction between values add and non-
that the work is performed the same way every time. value add activities (waste), a value stream map (VSM) is
• Multi-skilled workers: Workers trained in multiple job drawn because the main principle of lean manufac- turing is
tasks so work can be assigned flexibly to balance the line to reduce waste in an operation, such as long lead times,
dynamically. defects and material waste.
1.4 Identification and Elimination of Waste • Shows the linkage between material and information
flow of a product
The philosophy of identification and elimination of the waste is: • Identifies all types of waste in the value stream and take
• The central theme of a lean manufacturing production steps to try eliminating them.
system.
• Once the current state VSM is created, it becomes the

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• A dynamic and constantly improving process depend- ent baseline for improvement and for the creation of a fu- ture
upon understanding and involvement by all em- ployees. state value stream mapping FSVSM. The FSVSM can then be
• Successful implementation that requires all employees used as a world class manufacturing im- plementation road
must be trained to identify and eliminate waste from their map.
work.
• Waste exists in all work and at all levels in the organi- 2.2 VSM Creation
zation. The procedure of the VSM creation is:
1. The Current State Value Stream Map
1.5 Types of Waste
There are seven types of wastes [1]: • Select the product family that will be mapped
• Over-production, producing more than needed, and/or • Decide what the goal for improvement will be
producing faster than needed.
• Wait time, idle time that is produced when two de- • Form a team to collect data and map the select- ed
pendent variables are not fully synchronized. value stream
• Transportation, any material movement that does not • Walk the flow and collect data on the value
directly support a Lean Manufacturing System. stream
• Processing, effort that adds no value to a product or
service. • Value Stream Map terminology
• Inventory, any supply in excess of process require- ments • Value stream map standard symbols
necessary to produce goods or services Just in Time.
• Motion, any movement of people that does not contrib- • Draw a map of the value stream
ute added value to the product or service. 2. Analysis the Current conditions
• Reworks or Corrections, repair of a product or service to • Identify value added and waste
fulfill customer requirements
• Choosing appropriate waste reduction meth- ods
2. VALUE STREAM MAPPING and reconfigure process to eliminate waste and
Jim Womack et al. [3] presented that a Value Stream Map- maximize value
3. Take actions and create the Future State Value Stream
————————————————
Map.
• Mahmoud A. El-Sharief is currently Assistant professor in mechanical
Engineering Department, Faculty of Engineering, Assiut University, 71516 2.2.1 The Current State Value Stream Map
Assiut, EGYPT. E-mail: [email protected])
2.2.1.1 Select the Product Family That will be
Mapped
Value stream maps are created for a single product, or a fami- ly of
products. A family isa group of products with similar
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International Journal of Scientific & Engineering Research, Volume 4, Issue 12, December-2013 307
ISSN 2229-5518
routings, similar process times, and customers with similar needs • Time line: After the completion of the map, a timeline is
and demand rates. ‘Similar’ means that while there may be some drawn below the process boxes to indicate the production
variation, it is recognizable that all members of the group have the lead-time and value added time.
same set of core operations. Products may vary by color, size, or • Production lead-time: The time that a particular product
one or two steps in the production pro- cess. H.J. Warneckeet al. [5] spends on the shop floor from its arrival until its completion.
presented the reason for concen- trating on a family of products is
• Value added time: This time represents the sum of the pro-
that lean improvements such as cells and kanban systems only work
cessing times for each process.
well if all products in the stream are similar in process times and
routings. • Process cycle efficiency = Value added time/ total cycle time
• Value Stream Map and Selected Standard Icons: VSM
2.2.1.2 Decide on the Goal for Improvement symbols is not standardized and there are many variations.
There are different opinions about what the goal should be. First
opinion for Advocates of the TPS style of lean manufac- turing will 2.2.1.6 VSM Process Symbols
claim that production at takt time is the only ac- ceptable goal of Value stream map uses special symbols to represent where there is
the improvement process. Second opinion is that takt time is an waste in manufacturing processes and to help find ways to eliminate
outcome, not a design parameter. Whether the goal is to reduce that waste.
cost by eliminating waste, or to produce in time with customer
demand, value stream mapping is an essential tool, and it is 2.2.1.7 Draw the current state map
independent of anyoneproduction phi- losophy. The current state map is simply a set of connected operations and
queues starting with a supplier and ending with a customer. After the
2.2.1.3 Form the Value Stream Mapping Team
data collection is complete, all of the data can be collected in a single
Value stream mapping is the best done by a team in a work- shop spreadsheet or transferred directly to the value stream map from each
format. This is because few people really understand the entire
team member’s notes as follows:
value stream, or have the knowledge to anticipate the
• Draw customer, supplier and production control icons.
impacts of specific changes to it. A team with a variety of members • Enter customer requirement.

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is therefore required. • Calculate takt time.
2.2.1.4 Walk the Flow • Draw outbound shipping icon and truck with delivery fre-
The team members should have a form for gathering data on each quency.
• Draw in bound shipping icon and truck with delivery fre-
step (including work centers, queues, raw materials arri- val,
quency.
shipping to the customer, and operators).
• Add process box, in sequence, left to right.
2.2.1.5 VSM Terminologies • Add collected data box below.
• Value-added activities: An activity that transforms or shapes • Add communication and information flow arrows.
material or information, the customer wants it and it is done • Obtain process attributes. Add to data box.
right the first time. • Add operator symbols.
• Non value added – needed activities: Activities which caus- • Add inventory locations and level in days of demand and
ing no value to be created but which cannot be eliminated graph at bottom.
based on current state of technology or thinking required • Add push and pull icons.
(regulatory, customer mandate, legal). • Add other information.
• Non value-added activities: Activities that consumes re- • Add working hours.
sources but create no value in the eyes of the customer. • Add value and non-values add time.
• Cycle time:Cycle time is the time required to execute activi- • Calculate total value and non-value add times.
ties in a process (including value-added and non-value added
time) 2.2.2 Analysis the Current conditions
• Takt time:Measure of customer demand - how much is re- 2.2.2.1 Identify Value Added and Waste
quired in the time available Value stream mapping is a process designed to reduce lead-time to
Takt Time = available time / time customer demand rate for make product flow and to eliminate waste (non-value added opera-
available time tions or activities). All for purpose of meeting customer demand at
• The information flow: Indicates how each process will know the lowest cost and with the highest quality [6]. Lean thinking relies
what to make. The information flow is drawn on the upper on recognizing the “seven wastes” over-production, over-processing,
portion of the map. The information flow is drawn from right inventory, motion, scrap, waiting and transportation. With simula-
to left on the map and is connected to the material flow pre- tion, it is easy to avoid the traditional problem of eliminating waste
viously drawn. at an operation where there is no net gain [7]. That is because the

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International Journal of Scientific & Engineering Research, Volume 4, Issue 12, December-2013 308
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revised system’s performance can be compared to the current state to • Encourage proper maintenance activities
see the impact of the proposed change.
• Provide a visual control of operations or activities
2.2.2.2 Choosing appropriate waste reduction • Provide flexibility to adapt to changing conditions
methods and reconfigure process to elim-
inate waste and maximize value 2.4 Lean Factory Design
Matthias Holweg et al. [8] stated that there are many waste elimina- A lean plant/shop floor layout have significant impact on the organi-
tion methods that can be applied in a given situation, but selecting zation's performance. Material and information flow is organized and
the appropriate method is not easy. Consideration must be made of streamlined. A lean plant layout is an effective way to improve prof-
cost disruption to other product families and parts of the production itability and throughput while increasing safety [9]. The elimination
system, operator skills, maintenance, reliability, space and so forth. of wasted movement and implementing line balancing can signifi-
cantly reduce costs and reduce cycle time to provide speed of deliv-
2.2.3 Take actions and create the Future State ery and improved throughput.
Value Stream Map
2.5 Process Flow Analysis
The future state map is nothing more than an implementation plan Figure 1 shows an example for process flow analysis, which allows
that highlights what kind of lean tools are needed to eliminate the visualization of the movement of people or materials. This can
waste, and where they are needed in the product value stream. Creat- quickly lead to an understanding of where inefficiencies exist and
ing a future state map is done through answering a set of questions how to eliminate them. It is critical to layout work in the order it will
concerning issues related to building of the future state map and occur to the greatest extent possible, in order to eliminate the waste
technical implementation related to the use of lean tools. Based on of movement.
the answers to these questions one should mark the future state ideas Fig. 1. Processes flow
directly on the future state map. After creating the future state map,
the last step is to carry it out by trying to implement the different Receiving, Inspection and Row Material
Shipping
ideas generated by the future state map on the actual value stream.

2.3 The Lean Facility Layout

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Layout is an integral part of a Lean manufacturing strategy. Mean-
ingful restructuring requires corresponding physical changes in the
layout. Flow is one of the main five concepts of lean manufacturing,
but in order to achieve smooth flow important decisions must be
taken and that is to plan and design a layout that is integrated to other
concepts of lean along with the flow.
Facility layout decision is based on criteria aimed at creating an ef-
fective and efficient workflow and high standard production. Con-
3. CEMENT SACKS FACTORY
Heat
Treatment

3.1 Cement Sacks Factory Information

versely, a layout re-design can be the catalyst for re-structuring. A • Name: Cement sacks factory
layout project properly done can demonstrate the need for change to • Area: 6250 m2
an organization reluctant to tear itself apart and rebuild. Therefore,
requirements for effective layout are:
• No of products: 2X (for itself & other factories)
• Layout: Figure 3 represents the cement sacks factory
• Minimize material handling costs
layout
• Utilize space efficiently
• Utilize labor efficiently 3.2 Sequence of Production Processes
Figures 2 to 11 show the sequence of production processes in the
• Eliminate bottlenecks
Cement Sacks factory case study.
• Facilitate communication and interaction between workers,
between workers and their supervisors, or between workers
and customers.
• Reduce manufacturing cycle time and customer service time
• Eliminate wasted or redundant movement
• Facilitate the entry, exit, and placement of material, products,
and people
• Incorporate safety and security measures; Promote product
Fig. 2. Transport the craft paper roller with the forklift
and service quality

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International Journal of Scientific & Engineering Research, Volume 4, Issue 12, December-2013 309
ISSN 2229-5518

Fig. 8. Guides to improve the overlapping process and movements

Fig. 3. Set the craft paper roller in the beginning of the production
line

Fig. 4. Get ink from ink tank (printing) Fig. 9. Sacks stick (tubing)

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Fig. 5. Select the suitable Crile

Fig. 10. Preparing for the final sacks (separation)

Fig. 6. Installation of the Crile

Fig. 11. Final product ready to store

Fig. 7. First steps in sacks forming (overlapping)

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International Journal of Scientific & Engineering Research, Volume 4, Issue 12, December-2013 310
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3.3 Requirements of the production line processes the main flows essential to every product. Figure 12 presents the
Table 1. Processes requirements current layout of the Cement Sacks factory.

Process No. of Distance

Task Wait 3.4.1 Current VSM
Step time time Figure 13 presents the current VSM of the Cement Sacks factory.
Description Worker (m) (min)
(min) VSM Data Set:
Remove
1
cover
1 12.5 2:00 0 • Product flow unit of 10,000-cement packs.
1 same • Handling using two forklifts with speed = 47 m/min
2 Printing 12.5 00:05 02:00 each.
worker
1 same • Coding time for one 5,000 sacks pallet = 1 min.
3 Overlapping 12.5 00:05 0
worker Product:
1 same Cement packs consist of:
4 Guides 12.5 00:05 0
worker
• Craft paper
1 same
5 Glutinous
worker
12.5 00:05 0 • Glue
1 same • Ink
6 Tubing 12.5 00:05 0 Fig. 12 Current Layout of the Cement Sacks Factory
worker
1 same Customer Requirements:
7 Separation 12.5 00:05 0
worker • Pallet=5000 packs.
Working Time:
3.4 VSM of the Cement Sacks Factory
As reported before, VSM is the tool of lean manufacturing, "Simple • Shift time = 6.75 hr.
Follow product's production path from customer to supplier and • Break time = 1.25 hr.
carefully draw a visual representation of every process in the materi- Manufacturing Process:
al an d information flow". VSM is all the actions (both value added Manufacturing processes for a sample consists of 10000 packs are
and non-value added currently required to bring a product through shown in table 2

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Transport the final product to the final
inventory with fork
lift

24 m 45 m 15.909 m 100 m 72 m

Transforme
r
12.5 m

Bot 1 Tuber 1 Gate Fork left path

1 depends on
Electrical Compress working
production
or line
Panel Bot 2 12.5 m

Line Gate 2
El evato
Bot 3 2
Tuber Fork left
2 path on
depends
r working
production line
Bot 4
Glue
statio
n
62.5 m

Line Gate 3
Bot 5 3
Tuber Fork left path

m
62.5
3 depends on
working
cafeteri
a Bot 6 production line

Final
product
84 m

El evato
inventory r
capacity Gate
Fork left path
(5 million Up Up
depends on
bag) working
production
line

Change
clothes Waste
Raw material
room material inventory
Transport the bags with Bags Temporary storage
(craft paper) –
Toilet
forklift area 112.36 m^2
from the active line to Inventory capacity 4000
s the temporary storage ton
area

SCALE: 1:500
Column

Ramp

Inventory

Fork lift

truc
k

toilet

Fig. 12. Current Layout of the Cement Sacks Factory

Fig. 13. Current VSM of the Cement Sacks Factory

Table 2. Value and non-value added times of the manufacturing processes for the cement sacks factory case study
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Step Description Time

From raw material inventory
Non value added time =
- Handling of raw material to the production line by
48 sec
using forklift.
It includes the following
processes:
• Printing
- First stage of production: • Cutting Value added time =
- Manufacturing primary
• Glowing 2727.27 sec
product (size = 2 ballet)
• Tubing
• Separation
• Collecting
By using two forklifts to
handle the two ballets in the
same time.
This activity time includes:
- Handling primary prod-
• The time for set the last Non value added time =
uct to the final production
220 packs on the pallet. 36 sec
steps
• Forklift down time.
• Forklifts time to handle
pallets between the two
production stages.
It includes the following
processes:
- Second stage of produc- • Feeding

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• Opening Value added time =
tion:
• Valve installation 2727.27 sec
- Final manufacturing steps
• Gluing
• Closing
• Collection
The time for this process
includes:
• The time for set the last
220 packs on the pallet.
- Handling final product to Non value added time =
• Forklifts caring and
the temporary inventory 147.809 sec
down time.
• Forklifts time to trans-
fer the pallets.
• Coding time.
This step is taken for sacks
Value added time =
- Temporary inventory
to drying glue 9613.33 sec
- Handling pallets to the This uses two forklifts to
Non value added time =
final product inventory handle the two pallets
180 sec
Out of process descrip-
- Final product inventory Final sacks storage tion
3.4.2 Current process efficiency ing on the efficiency of the production lines for the Cement Sacks
• Break down and repairing time for one cycle = 8 /45 Factory as shown in table 3. Figures 14 and 15 show the modified
= 0.178 min. layout and VSM respectively of the Cement Sacks Factory.
• Total value add time =15067.87 sec.
• Total non-value added time = non-value add time +
break down time + losses time.
- = 411.809 + 480 + 300. Table 3. Impact of the lean thinking on the Cement Sacks Factory
- = 1191.809 sec. Modification Reasons Result
• Process time = 15067.87 +1191.809 = 16259.679 sec.
• Process efficiency = 15067.87/16259.679 = 92.67%.
3.4.3 Modified value Stream Mapping
These value stream maps show the effect of applying lean think-
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International Journal of Scientific & Engineering Research, Volume 4, Issue 12, December-2013 312
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1- Handling • The forklift cost =
• Reduce the han-
• The net profit for one bag = 0.2 L.E
between 100 (L.E / day) and
dling time to be • The daily bag production 90000 bags
tuber and these is huge cost
bottomers add to the cost of
=18.75 sec in- • The daily net profit = 90000*0.2= 18000 L.E
stead of 36 sec. Cach flow statement
using roller the product.
• Reduce the han-
conveyor • The cost of the After reviewing budget and income statement, the total cost =
rather than dling cost add to
conveyor will be 205600L.E and capital recovery rate= 205600/18000 = 12 days
the production
using fork illustrated in a
cost. Modification results
lifts budget study later.
The non-value added time will be reduced to =315.409 sec in-
• Reduce the fork-
lift way from the stead of 1191.809 sec. Therefore the efficiency of the production
temporary inven- line cycle will be increased to = 94.98 % instead of 92.67 %.
tory to the final
2- Change product invento- 4. CONCLUSIONS
factory ry and reach the
door posi- maximum bene- Value stream mapping has proven to be an effective way to ana-
tion and The forklift way is very fit of the forklift. lyze a company’s current production state and point out problem
this is long • Reduce time areas. The visual nature of value stream mapping, by combining
shown in required for han- information and material flow on one map, depicts how the two
the modi- dling between
fied layout.
relate to the lead-time. By applying lean thinking and VSM tech-
temporary and
final product in- nique in the Cement Sacks Factory case study, there are many
ventory to be = benefits can be obtained as:
100.85 sec in- • Reduction in the handling cost which add to the pro-
stead of 180 sec.
duction cost.
3- Fill two
pallets with The bottomer lines stop • Reduction in the forklift way from the temporary in-
10000 working for 45 min at ventory to the final product inventory.
The two stages of
packs the start of the shift • Reaching the maximum benefit of the forklift.

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until the tuber working production work to-
ready to • Reduction in the time required for handling between
gether.
use in the for 45 min to produce
next work the two pallets. temporary and final product inventory to 100.85 sec
day instead of 180 sec. This means that the reduction per-
centage is 56.
Conveyor specifications and designation There are many factors contributing to the lead-time, that is, order
• Conveyor length = 12 meter handling, planning, procurement, delivery, inspection, manufac-
• Conveyor width = 4 meter turing, handling, picking, packing and delivery. This paper focus-
• Conveyor velocity under zero load = 120 m/min es on analysis of manufacturing data for reducing lead-time and
• Conveyor velocity under max. load = 40 m/min addresses within Make and Plan. Future work can be carried out
• Conveyor max load = 15 ton on design, order handling, delivery or reassembly since those are
Cost review for roller conveyor also important factors affecting production and lead-time in the
company’s operations.
Table 4 shows budget statement (this budget will show the cost of
three motorized conveyors)
Table 4. Cost review for roller conveyor
Components Number Cost per three units
Roller conveyor 3 15000 L.E
Chain belt 3 600 L.E
15 hp. Driver motor 3 190000 L.E
Total cost= 205600 L.E

Income statement
• After applying this modification, the handling time
between tubers and bottomers, will be reduced by
17.25 sec.
• The production time for one cement bag = 0.655 sec.
• This will show that in the 17.2 sec. will produce 27
bag

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International Journal of Scientific & Engineering Research, Volume 4, Issue 12, December-2013 313
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24 m 45 m 15.909 100 m 72 m
m

Transformer

12.5
Tu ber Gate 1 Fork left path
Bot 1

m
1 depends on
Electrical working
production line
Panel Bot 2 12.5 m

ne Gate 2
Bot 3 Tu ber Fork left path
Elevator 2 depends on
working
production line
Bot 4
Glue
station
in Gate 3

62.5
Bot 5 Tu ber Fork left path

m
62.5
m
3 depends on
cafeteri working
Bot 6 production line
a
Final
product
Elevator
84
m

inventor
y Gate 4
capacity
Up Up
(5 million
bag) Transport the bags with
forklift
Change clothes from the active line to
the temporary Waste materi
Raw material inventory
storage area al (craft paper) –
room Bags Temporary storage
Compress Inventory capacity 4000
Toilet area or
112.36 ton
s m^2
Transport the bags with forklift from
the the temporary storage area to
the final product inventory

SCALE:
1:500
First modification: Column
Handling between tuber
and bottomers using Ramp
roller conveyor to Third modification :
transport tow ballets filling Fill tow ballets with 10000 Inventory
Seconde modification with 10000 packs packs ready to use in next
Conveyor specification: work day Fork lift
Change factory door position Conveyor velocity with
zero load = 120 m/min truck
Conveyor velocity with
Change final product
max. load = 40 m/min toilet
inventory door position Max. load = 15 ton
Power = 15 hors Roller
power conveyor

Fig. 14. Modified Layout of the Cement Sacks Factory

5. REFERENCES
IJSER Fig. 15. Future VSM of the Cement Sacks Factory
[8] Matthias Holweg, “The genealogy of lean production”, Journal of
Operations Management, Vol. 25, 2007, pp. 420–437.
[1] James P. Womack & Daniel T. Jones, “Lean Thinking”, Free Press, New [9] Rachna Shah and Peter T. Ward, “Defining and developing measures of
York, USA, 2003. lean production”, Journal of Operations Manage- ment, Vol. 25, 2007,
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