Int J Adv Manuf Technol (2016) 85:547–555
DOI 10.1007/s00170-015-7972-7
ORIGINAL ARTICLE
Value stream mapping and lean simulation: a case study
in automotive company
P. F. Andrade 1 & V. G. Pereira 1 & E. G. Del Conte 1
Received: 11 July 2015 / Accepted: 12 October 2015 / Published online: 19 October 2015
# Springer-Verlag London 2015
Abstract This work aims at applying the concepts of value
stream mapping (VSM) in an auto-parts company in the ABC
region of Sao Paulo. By mapping the current state of art, it was
possible to identify the waste present in an assembly line of
clutch discs. The future state was suggested with improve-
ments for elimination of waste and reduction of lead time,
which went from 60.5 to 4.14 days. Simulations were made
using current and future states to support the suggested im-
provements, and reduction of 7 % in total production time was
verified, as well as 10 % increase in the use of work positions.
The results showed that VSM combined with simulation is a
good alternative in the decision-making for change in produc-
tion process.
Keywords Value stream mapping . Lean production . Waste .
Simulation
1 Introduction
Due to economic, political, and social changes over the years
in the global economic market, organizations are forced to
become more competitive due to the increased level of cus-
tomers’ demand. Within such scenario, companies experience
the need for improvement in its production processes, in order
to provide high-quality products at affordable prices and on
* E. G. Del Conte
erik.conte@ufabc.edu.br
1
Centro de Engenharia, Modelagem e Ciências Sociais Aplicadas
(CECS), Universidade Federal do ABC, Santo André, Brazil
time. To this end, managers’ concerns in reducing waste are
growing.
One way to achieve reduction of waste is by using the value
stream mapping (VSM) tool, which is defined by Liker [1] as
a map that captures the material and information flow, which
helps identify losses in the system.
As per Rother and Shook [2], VSM is an easy understand-
ing tool which allows simultaneous representation of the in-
formation and material flow. VSM seeks to identify and elim-
inate waste in a factory or production line in order to serve
customers with higher quality and promptness.
So, the main purpose of this tool is to reduce time between
placement of order by customer and the time of delivery of the
product [3].
To achieve this goal, VSM analyzes factors such as infor-
mation flow, delivery time, personnel, inventory, and material
flow, as these impact each other during the production pro-
cess. The impact that these factors generate is difficult to de-
fine without analysis throughout the value stream.
The construction of VSM consists of drawing the current
state value stream mapping (VSM). This is the state that re-
flects the reality of the process under review. Based on the
current state VSM, the future VSM is designed, which intro-
duces the new production flow reducing waste through the
application of lean tools [4].
For the analysis of a VSM, it is necessary to think statically
in terms of time, which is a limitation of the VSM since it is a
static image of value stream, and just the most obvious chang-
es are suggested. An alternative that may assist in the analysis
of a VSM is the simulation of the resources actually used in
the process [5].
For Anand and Kodali [6], simulate is to perform experi-
ments with models of a real system. Simulation is performed
by entering the information obtained in VSM in simulation
software. The integration of VSM with the simulation is
548
advantageous because it adds time dynamics to VSM and
assists in making decisions regarding changes in a production
process.
The objectives of this paper are to apply concepts of VSM
to an auto-parts company and simulate the current and future
state of a clutch disc assembly cell.
For this, there was an initial review of literature regarding
lean manufacturing and waste concepts, in addition to the
types of losses that occur in a production process. Concepts
about the value chain and steps for conducting a VSM were
also raised.
Later, a case study was performed in an assembly line of a
multinational company in the auto-parts sector. That case
study sought to identify and examine production flows
existing in the assembly line and apply tools and techniques
of lean production in order to reduce waste.
To identify sources of waste, the current state of the assem-
bly line value stream was mapped and analyzed. From such
analysis, improvements using lean manufacturing tools have
been suggested and used for mapping the future value stream
state.
Seeking to prove and quantify the benefits gained from
such improvements, a simulation model for each VSM state
was suggested and their results were compared.
The next section comprises a literature review, which de-
fines concepts and tools used. The development and presen-
tation of the case study are described in the third section,
followed by the analysis of results. Finally, the last section
provides conclusions regarding this work.
2 Literature review
According to Womack and Jones [7], waste is any human
activity which absorbs resources without creating value. For
organizations to aim at preventing and eliminating waste in
the production process, it is necessary for them to identify the
value chain of their products.
2.1 Value chain
The definition of Shank and Govindarajan [8] says that
the value chain for any company, in any business, is the
interconnected set of all activities that create value,
from a basic source of raw materials, through compo-
nent suppliers, until handing over the final product to
consumers.
The identification of this chain for each family of products
is one of the main steps of lean production as it greatly con-
tributes to expose large and amazing amounts of waste. The
analysis of the value chain often shows that there are three
types of action along its length [7]:
Int J Adv Manuf Technol (2016) 85:547–555
1. Many steps certainly add value.
2. Many other steps do not add value but are inevitable.
3. Many additional steps do not create value and should be
promptly avoided.
Figure 1 illustrates these activities, proportionately show-
ing where each activity fits in. For example, unnecessary ac-
tivities represent approximately one fourth of the activities
involved in the production process and are seen as a loss,
while works that really add value represent a small portion
of the whole. Some of these activities cannot be completely
eliminated but can be improved, thus lowering the percentage
loss.
Such addition of value or not is defined by means of activ-
ities that effectively transform or not the product in a way that
the customer is willing to pay. VSM, by encompassing the
entire value chain, helps identify and understand the flow of
material and information to the extent that the product follows
its flow [2].
2.2 Value stream mapping
For Belokar et al. [9], VSM is used for analyzing and mapping
processes to reduce waste, allowing better flow of production.
The purposes of VSM are to highlight the sources of waste
and eliminate them through the implementation of future state
mapping. The goal is building a production chain in which
individual processes are connected to their customers, by ei-
ther continuous or pulled streaming, and each process pro-
duces only what customers need and when they need.
To determine the percentage of added value, it is necessary
to calculate the processing time, which is the sum of the cycle
times of all operations in a production process, and these are
the operations that really add value to the product. After de-
termining it, just divide it by the lead time to find the percent-
age of added value.
Lead time, according to the VSM theory, is determined by
the sum of processing time with the sum of the times that
intermediate stocks are standing still in the production line.
These times are calculated by multiplying the takt time of
process by the number of items in the intermediate stock [4].
Figure 2 shows an example for calculating the percentage
considering a takt time of 50 s per piece.
By applying lean tools, it is possible to eliminate waste of
the current state and draw a future state with lean processes.
Percentage of added value is the indicator used to compare the
current and future states.
2.3 Simulation
Simulation is a resource that is widely used in various seg-
ments, and particularly engineering, the application of this
Int J Adv Manuf Technol (2016) 85:547–555
Fig. 1 Understanding the
manufacturing function [18]
resource has been growing in recent years. Generically, this
can be defined as a model that mimics real activity [10, 11].
In the opinion of Freitas Filho [12], simulation helps test
hypotheses by evaluating the various possible scenarios with-
out modifications in the real system. This becomes advanta-
geous since changes may involve costs and time.
Decision to use the simulation on certain projects is justi-
fied based on the following factors [12]:
& Gains in productivity from development of projects by
means of simulation.
& Amount of information enough to make it possible to per-
form a simulation analysis of various scenarios.
& Possibility of using animations during the simulation pro-
cess, in order to facilitate visualization of what is being
modeled.
& Simulated model behaves similarly to the real system.
Thus, simulation can help an organization to consider tech-
niques of lean production, acting as a complementary tool for
VSM and thus being able to quantify gains during the initial
planning and evaluation stages, also being able to identify
needs for resources and generate performance statistics, while
remaining flexible to the organization’s details [13].
In some cases, the future state map can be assessed in a
relative ease way, but in others, there may be some difficulty.
In such cases, you can use simulation to further analyze data.
An example where this may be observed is the prediction of
Process 1 Process 2
8640 Items x 50 864 Items x 50
5 days
No value added 12 h
Value added 20 s
Percentage of added value
Processing time
Lead-time
Fig. 2 Example for calculating the percentage of added value
549
Completely unnecessary for
accomplishment of works
Net Examples:
work - Handling time
Loss - Unnecessary transport
- Storage of in-process materials
- Change of material or tools from one
hand to the other
- Transportation of materials to places
No added value, but it other than final destination
must be done because
Work with no Movement of workers
of the current work
added value Works with added value
conditions.
Examples:
- Walk from one place to another in order to get material
- Removal of purchased parts from packages
- Removal of a small amount of parts from a large box
- Equipment activation
inventory levels through the production process, which is not
possible with just a map of the future state, because a static
model does not allow assessing how stock levels will be af-
fected to various production scenarios with different parame-
ters [11, 14].
By using simulation, it is possible to measure improve-
ments in performance, which may be anticipated from the
application of principles of streaming lean manufacturing, set-
up reduction, total preventive maintenance, just-in-time in-
ventory, and leveled production scheduling [15].
Some authors like Rajentirakumar et al. [16] and
Donatelli and Harris [13] use VSM and simulation as
mutual complement. Lian and Landeghem [17] suggest a
method for deploying extended VSM by means of simu-
lation, where the simulated model is fed with information
on the current and future states of VSM, initially to val-
idate modeling in relation to the current state and then to
analyze the impact of improvements suggested before the
implementation of future state.
3 VSM development
The case study was conducted in a branch of a multinational in
the auto-parts industry located in the ABC region of Sao Paulo
and aimed at applying VSM to review its mounting process of
clutch discs, so as to identify waste and have a better control of
productivity.
In the assembly line of clutch discs, about 20,000 discs are
assembled, on a monthly basis. It counts on approximately
3456 Items x 50 150 products, and such products bear from 30 to 40 compo-
2 days
Standstill time: 7.5 days
20 s Processing time: 65 s
nents each in its assembly. This shows that the line used in the
case study requires high flexibility and minimum waste to
65 s
0.0001%
meet demand, which justifies the application of VSM.
7.5 days + 65 s The family of products used in the study was family 13
that, despite showing only 3.8 % of the monthly demand,
550 Int J Adv Manuf Technol (2016) 85:547–555

was chosen because it has a complex flow of production, with Spring Washer, with 5313 items of that component in the line
a lot of processes accomplished and a large number of com- and only 427 being necessary to carry out the production. This
ponents used for assembly. scenario shows that there is no effective control on the supply
Within family 13, clutch disc alfa was the model cho- of components and that demand would not be met since it was
sen for data collection on the shop floor. This choice is not possible to produce a single disc alfa.
due to the fact that this model is one of the major de- In the current state information flow, multiplier is the one
mands of remanufactured discs. which informs what will be produced to employees after re-
The production flow for manufacturing disc alfa was col- ceiving the daily production control and planning (PCP); i.e.,
lected, as well as cycle times of each operation, the number of it says what will be produced and the amounts to be produced.
employees in each position, and inventories of components From data collected, takt time and takt time of process were
required to assemble the model. Thus, generating the VSM calculated, resulting in 61 and 44 s per piece, respectively. The
of current state is shown in Fig. 3. cycle time of each operation is shown in Table 2, with takt
The first point of improvement observed was the num- time and takt time of process. From this table, it was possible
ber of components required for mounting disc alfa. To to draw the chart in Fig. 4, in which we are able to observe that
assemble 427 discs of the monthly demand for model alfa, operations regarding manual positioning of rivets (operation
components presented in Table 1 are required. It shows A) and final assembly and pressing (operation E) are above
the amount of each component to mount a single disc the takt time of process and may be considered as processes to
and to meet demand, in addition to quantities available be improved in the line.
in stock for each component. In operation trim + reinforcement disc, a manual riveter is
It was observed that there were no amounts enough of used. Below the current state mapping is the time line, which
components such as the Trim Spring, Tubular Rivet, Torsion bears the processing time of each operation and the number of
Disc, Solid Rivet, Hub Flange, Friction Ring, and Hub to meet days for each intermediate stock. Total processing time is
the demand of 427 discs model alfa. Other components were 308 s, and lead time of 60.5 days, so the percentage of added
in amounts much higher than those required, for example, value of the assembly line in current state is 0.006 %.

Current State of Stream 13

External Supplier Sales – Monthly

(Buy) Auto-parts and
Planning
Automobile Manufacturer
Markets
Internal Supplier
(Do) PCP
Daily Planning

Multiplier

Stock
Shipment

pieces
Manual positioning Trim + Trim Join 2 parts and Final Assembly Riveting Buckling and
Packing
of Rivets spring clinch and Pressing Axial Runout
457 pieces
pieces pieces pieces pieces pieces pieces

F 7514 pieces

G 332 pieces

B 79920 pieces
pieces pieces
pieces pieces
pieces

Trim + pieces
Reinforcement pieces
pieces disc
pieces
pieces
pieces

D 1473 pieces

pieces
pieces

Production Lead
days days day days days days days days Time = 60.5 days

seconds seconds seconds seconds seconds seconds seconds

Fig. 3 Current status of stream 13

Int J Adv Manuf Technol (2016) 85:547–555 551

Table 1 List of components

required Component Amount per unit Amount for demand Available

A Trim 2 854 914

B Trim rivet 72 30,744 79,920
C Trim spring 9 3843 999
D Reinforcement disc 1 427 1473
E Tubular rivet 18 7686 1998
F Torsion spring 8 3415 7514
G Torsion disc 2 854 332
H Solid rivet 8 3416 888
I Locking ring 2 854 4125
J Hub flange 1 427 0
K Spring washer 1 427 5313
L Snap ring 1 427 3396
M Friction collar 2 854 147
N Hub 1 427 0
O Spacer 4 1708 4379
P Washer 1 427 845
Q Smaller spring washer 1 427 5509

To improve percentage of added value in production line, a
future state has been suggested (see Fig. 5), where we may
find some improvements made to the assembly line.
To remove the manual riveter from assembly line, it has
been suggested that the press used for trim + trim spring op-
eration must also perform the trim + reinforcement disc oper-
ation in future state. As both operations supply the operation
for joining two parts and clinching, it is necessary to create
two buffers, one for each operation, in order to provide enough
pieces to the joining operation. By means of testing performed
in line, it is possible to define that buffers would have a max-
imum of six components and a minimum of three, in addition
to compliance with first-in, first-out (FIFO).
As per Fig. 4, the cycle times of operations A and E are
above the takt time of process. Operation E has two operators
to offset its high cycle time. Thus, to reduce operation A cycle
time, it has been suggested that, in future state, the operator
that used manual riveter in the trim + reinforcement disc op-
eration would also carry out operation A, which would also
count with two operators.
In the future state (see Fig. 5), it is also possible to observe
that information flow has also changed because there is the
availability of Heijunka board in the line, so as to take the
multiplier responsibility to inform which item and which
amounts must be produced. So, operators are independent to
begin production of the planned item.
Supermarkets are also present in future state, one for inter-
nal and external suppliers of the line and another at the end of
the line, so that shipment pulls the discs being required. With
kanbans, it is possible to inform the previous process that the
customer has pulled an item.
With the supermarket in suppliers, it is ensured that
the line will only have the necessary components and
quantities required for production, as can be seen in fu-
ture state.
To work with supermarket at the end of the line, the pro-
duction lot for disc alfa has been set at 60 parts. With this
amount, the line is going to carry out seven times the produc-
tion of that batch during the month. In the supermarket, two
batches of 60 pieces will be available to be used for shipment.

Table 2 Cycle times of stream 13 in seconds (s)

Manual positioning Trim + trim Trim + reinforcement Join two Final assembly Riveting Buckling and Packing
of rivets spring disc parts and clinch and pressing axial runout

Stream 13 A B C D E F G H
Total cycle 45.00 42.00 44.00 38.00 57.00 37.00 25.00 20.00
Takt time 61 61 61 61 61 61 61 61
Takt time of 44 44 44 44 44 44 44 44
process
552 Int J Adv Manuf Technol (2016) 85:547–555

Fig. 4 Chart of stream 13 cycle

times

Time (s)
Cycle

Takt Time of Process

Operations

When a batch is removed from the line, the production of a For better analysis of data, only the amounts of raw mate-
new batch may be used for replenishment. rials required for the production of 427 clutch discs were used.
With all the improvements made in future state, the assem- According to the company, the production of 427
bly line of discs will have a processing time of 264 s and lead clutch discs was made in about 5 h and 40 min. And,
time of 4.14 days. Thus, the percentage of added value will according to the obtained data, calculations were made
increase to 0.074 %. using processing times of each position. The bottleneck
Simulation was done in a simplified manner, because of the process, as previously mentioned, is the operations
of the complexity of the production line under study, for manual positioning of rivets (operation A) and final
especially considering processing times at each position. assembly and pressing (operation E), which are above
Thus, the study focused on the decreased time of pro- the takt time of process, but operation E has two perma-
duction, in order to use the available manpower in the nent workers in place, which reduces by half the process-
best possible way. ing time of this position. So, the bottleneck is only in the

Future State of Stream 13

Sales – Monthly
Planning Auto-parts and
Automobile Manufacturer
Markets

External Supplier
(Buy)
PCP
Daily Planning

Shipment

Trim + Trim spring

Internal Supplier Manual positioning Max. Amount Join 2 parts and Final Assembly Buckling and Axial
+ Reinforcement Riveting Packing
(Do) of Rivets clinch (press) and Pressing Runout
disc
A 120 pieces
Min. Amount
Max. Amount

Min. Amount
B 4320pieces pieces pieces
pieces pieces
pieces
pieces
pieces pieces
pieces pieces

42s for trim + trim spring

30s for trim + Reinforcement disc pieces
pieces

pieces
pieces

Production Lead
day day day day days Time = 4.14 days
days
Processing Time =
seconds seconds seconds seconds seconds seconds seconds 264 seconds

Fig. 5 Future state of stream 13

Int J Adv Manuf Technol (2016) 85:547–555
Fig. 6 Simulation of current state
first position, with 45 s. From this number, it is possible
to calculate the total production time, as shown in Eq. 1.
Since operation C, junction of trim and reinforcement disc
is independent from operation B, they can be made at the
same time, and only the longest processing time between
two operations should be counted. Thus, calculation is
made considering the time of operation A—positioning
rivets—to 427 pieces and then adding the processing time
for the last piece to reach to operation H—packaging:
ð427pieces
45sÞ þ 44s þ 38s þ 57s=2þ
ð1Þ
25s þ 20s ¼ 19:370; 5s ¼ 5h and 23min
Simulation showed production time much closer to
that calculated—5 h and 21 min—and only 5 % lower
than the time communicated by the company for the
production under study, validating the simulation model.
Figure 6 illustrates the simulation environment of cur-
rent state.
% Utilization in the Current State
A - Manual positioning of Rivets
B - Trim and Trim spring
D - Join 2 parts and clinch
C - Trim and Reinforcement Disc
E - Final Assembly and Pressing
F - Riveting
G - Buckling and Axial Runout
H - Packing
Fig. 7 Chart depicting utilization of positions in the current state
553
4 Results and discussion
According to statistics generated by the simulation program, it
was possible to draw charts for visualization of results about
the current VSM. Figure 7 shows the percentage of use of
work positions, where one can see that stations A, C, and H
are never filled, because such stations have infinite capacity,
being able to store both endless raw materials and products
already processed, stations A and C, as they are places where
raw materials come in and station H where products come out.
The most used position is the final assembly and pressing
station, with 96.16 % of use because of the largest processing
time among stations.
Figure 8 shows the use of available resources, the eight
workers who work in the line. In the current state, the most
used worker is worker 1, responsible for manual positioning
of rivets, current bottleneck of production, with 9.07 % utili-
zation. Worker 7 responsible for trim and reinforcement disc is
the one with the lowest percentage of use.
% Utilization in the Current State
Operator 1
Operator 2
Operator 3
Operator 4
Operator 5
Operator 6
Operator 7
Operator 8
Fig. 8 Chart depicting utilization of resources in the current state
554 Int J Adv Manuf Technol (2016) 85:547–555

Fig. 9 Simulation of future state

With the simulation results, the suggested future state now position—operation B—with 42 s. By calculating just as
has arguments to be applied. The way found to reduce pro- the current state, we have Eq. 2:
duction time would be decreasing processing time of some
45s=2 þ ð427 pieces
42 sÞ þ 38s þ 57s=2 þ 25s þ 20s ¼
operations, using the available resources. Due to the similarity
18:068s ¼ 5h and 2min
of operation B, junction of trim and trim spring with operation
C, and junction of trim with reinforcement disc, the connec- ð2Þ
tion of both operations has been suggested, due to the high
The screen capture of future state is shown in Fig. 9, with
percentage of time with the C position only partially occupied,
its simulated processing time. As in the current VSM, the time
as observed in the simulation. With only one position respon-
given by the software is close to the calculated value, with 4 h
sible for these two operations, the production of these two
and 59 min of production, thereby decreasing the total pro-
products would be switched, and the available capacity of
duction time by approximately 7 %.
such position would be used in a better way.
From the charts generated with the new outputs of
Operator 7, responsible for the extinguished position,
ProModel®, it is possible to see an improvement in the per-
would work to reinforce position A, where there was the big-
centage of utilization of positions. Figure 10 shows the best
gest bottleneck of the process, thus, reducing the processing
use of position B. The new work position now uses approxi-
time of that position and, consequently, reducing the produc-
mately 99 % of its capacity, reducing loss by idleness.
tion time of 427 clutch discs.
In addition, as in current state, a chart to analyze the use of
With the changes, it is possible to estimate the new
resources has been generated (see Fig. 11). As mentioned
production time, which considers half of the operation A
above, operator 7 started working in the first position, now
processing time due to the extra operator in the new sce-
being called operator 1.2, sharing the work with operator 1.1,
nario. Thus, the bottleneck time turns to the second

% Utilization of Resources in the Future State

% Utilization in the Future State

Manual positioning of Rivets

Trim and Trim spring

Join 2 parts and clinch

Final Assembly and Pressing

Riveting

Buckling and Axial Runout

Operator 1

Operator 2

Operator 3

Operator 4

Operator 5

Operator 6

Operator 7

Operator 8

Packing

Fig. 10 Chart depicting utilization of work positions in the future state Fig. 11 Chart depicting utilization of resources in the future state
Int J Adv Manuf Technol (2016) 85:547–555
and reducing the use of operator 1.1, but decreasing the pro-
cessing time of that position. Operator 2 now works harder,
alternating between two operations that are now made at po-
sition B.
With the suggested changes, there was a 10 % increase in
the use of work positions and reduction of 7 % in total pro-
duction time of 427 clutch discs—from 5 h and 21 min to 4 h
and 59 min.
For purposes of comparison, we used the same amount of
pieces for production; however, the proposal is to use the pull
demand and produce clutch discs in batches of 60 pieces, in
order to avoid costs of inventory and costs of idle parts,
waiting for use.
5 Conclusions
The present study showed the use of VSM in applying con-
cepts of lean production, combined with simulation as a com-
plementary tool.
Using the simulation, it was possible to predict the produc-
tion line under study according to the VSM. From the data
generated by the software, the current state of production line
was analyzed and weaknesses in the production process were
identified. According to that, a plan of action was suggested.
The main problems in the production line were exaggerated
stocks and the bottleneck in a production process. The com-
pany has no effective control over raw materials necessary for
production, thus maintaining surpluses of some parts and no
inventory for others, which increases the cost of production,
whether due to increased production time or cost of unneces-
sary stocks.
As a solution, we suggest joining two work positions
that had similar operations, applying the concept of FIFO
and a single operator alternating operations, due to the
maximum production quantities of each intermediate
product. The operator of the extinguished station turns
into a reinforcement in the workplace, responsible for
the bottleneck of production, therefore reducing the total
time of line processing.
Simulation allowed changing the virtual production line in
a simple way, thus making it possible to analyze the impact of
changes before actually implementing them, avoiding unnec-
essary costs, and saving time. Thus, the improvements sug-
gested have been simulated, in order to check for feasibility of
such changes.
The future state suggested decreased by 7 % of the
total production time of 427 pieces in the simulation,
only with the relocation of an operator and joint of two
work positions.
The action plan suggested is advantageous according to the
application of lean tools, kanban, supermarket and especially
the VSM along with the simulation of the developed model.
555
We suggested the use of pull production with strict control
over the raw material inventory with kanban; the production
would be made in batches of 60 pieces, reducing the inventory
cost of the final product.
Acknowledgments Special thanks are due to Dr. Guilherme Canuto da
Silva and Dr. Leonardo Ribeiro Rodrigues.
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