Towards a conceptual framework for Value Stream Mapping (VSM) implementation: An in-vestigation of managerial factors

Hdl Handle:
http://hdl.handle.net/10545/621669
Title:
Towards a conceptual framework for Value Stream Mapping (VSM) implementation: An in-vestigation of managerial factors
Authors:
Andreadis, Eleftherios; Garza-Reyes, Jose Arturo ( 0000-0002-5493-877X ) ; Kumar, Vikas
Abstract:
Despite the relatively extensive literature on VSM, limited reflection has been reported regarding how managerial proceedings actually put VSM into practice. This research therefore investigates these issues as part of the overall lean philosophy and in correlation with some of its main tools. Five hypotheses and three complementary research questions were formulated and tested using a combination of descriptive statistics and Pearson correlation, 2-Sample proportion, One-way ANOVA, 1-Sample t-tests and Tukey-Pairwise comparison tests. Data were collected through a survey questionnaire responded by 168 manufacturing organisations worldwide. The results establish, among other ‘soft’ aspects; (1) whether organisations that have adopted lean have also employed VSM as an essential tool to identify waste, (2) the position that VSM normally takes in the timeframe hierarchy of lean implementation, (3) the complexity of VSM implementation in terms of easiness and time taken for training when compared to other lean tools such as TPM, JIT and Jidoka, and the (4) critical success factors and barriers for the VSM implementation. A conceptual framework to support the implementation and management of VSM is developed through the unification of the results obtained. This study supports the very limited empirical research on the implementation and management of VSM.
Affiliation:
University of Derby; University of West England
Citation:
Andreadis, L., Garza-Reyes, J.A., Kumar, V. (2017), “Towards a conceptual framework for Value Stream Mapping (VSM) implementation: An investigation of managerial factors”, Ac-cepted for publication in the International Journal of Production Research, DOI: 10.1080/00207543.2017.1347302
Publisher:
Taylor and Francis
Journal:
International Journal of Production Research
Issue Date:
Jun-2017
URI:
http://hdl.handle.net/10545/621669
DOI:
10.1080/00207543.2017.1347302
Additional Links:
http://www.tandfonline.com/toc/tprs20/current
Type:
Article
Language:
en
Sponsors:
N/A
Appears in Collections:
Centre for Supply Chain Improvement

Full metadata record

DC FieldValue Language
dc.contributor.authorAndreadis, Eleftheriosen
dc.contributor.authorGarza-Reyes, Jose Arturoen
dc.contributor.authorKumar, Vikasen
dc.date.accessioned2017-06-23T14:46:09Z-
dc.date.available2017-06-23T14:46:09Z-
dc.date.issued2017-06-
dc.identifier.citationAndreadis, L., Garza-Reyes, J.A., Kumar, V. (2017), “Towards a conceptual framework for Value Stream Mapping (VSM) implementation: An investigation of managerial factors”, Ac-cepted for publication in the International Journal of Production Research, DOI: 10.1080/00207543.2017.1347302en
dc.identifier.doi10.1080/00207543.2017.1347302-
dc.identifier.urihttp://hdl.handle.net/10545/621669-
dc.description.abstractDespite the relatively extensive literature on VSM, limited reflection has been reported regarding how managerial proceedings actually put VSM into practice. This research therefore investigates these issues as part of the overall lean philosophy and in correlation with some of its main tools. Five hypotheses and three complementary research questions were formulated and tested using a combination of descriptive statistics and Pearson correlation, 2-Sample proportion, One-way ANOVA, 1-Sample t-tests and Tukey-Pairwise comparison tests. Data were collected through a survey questionnaire responded by 168 manufacturing organisations worldwide. The results establish, among other ‘soft’ aspects; (1) whether organisations that have adopted lean have also employed VSM as an essential tool to identify waste, (2) the position that VSM normally takes in the timeframe hierarchy of lean implementation, (3) the complexity of VSM implementation in terms of easiness and time taken for training when compared to other lean tools such as TPM, JIT and Jidoka, and the (4) critical success factors and barriers for the VSM implementation. A conceptual framework to support the implementation and management of VSM is developed through the unification of the results obtained. This study supports the very limited empirical research on the implementation and management of VSM.en
dc.description.sponsorshipN/Aen
dc.language.isoenen
dc.publisherTaylor and Francisen
dc.relation.urlhttp://www.tandfonline.com/toc/tprs20/currenten
dc.subjectLean manufacturingen
dc.subjectLean implementationen
dc.subjectValue stream mappingen
dc.subjectEmpirical studyen
dc.titleTowards a conceptual framework for Value Stream Mapping (VSM) implementation: An in-vestigation of managerial factorsen
dc.typeArticleen
dc.contributor.departmentUniversity of Derbyen
dc.contributor.departmentUniversity of West Englanden
dc.identifier.journalInternational Journal of Production Researchen
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