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Abstract The implementation of a lean manufacturing
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strategy represents a robust contribution to the phase
sequence that leads to operational excellence and the
continuous improvement through the elimination of non-
value-added activities. Therefore, lean practices contribute
substantially to plant operational performance. This paper
studies the use of value stream mapping (VSM) as a tool in
lean manufacturing implementation and a framework of
improvement activities, in particular for an efficient
introduction of kanban and milkrun techniques. A case
study illustrates VSM use, as well as kanban and milkrun
systems application on an assembly line. Finally, the results
obtained show the path of improvement, measured through
the lean rate (LR) and dock-to-dock time (DtD).
Keywords Leanmanufacturing .Value stream mapping .
Parts flow.Kanban .Assembly line 6046
1 Introduction
The implementation of a lean manufacturing strategy
allows strengthening the phase sequence that leads to
operational excellence, a continuous improvement, and the
elimination of nonvalue-added activities [1]. Thus, the
influence of lean practices contributes substantially with
the operating performance of plants [2, 3] and the use of
lean tools allows the improvement of results [4]. The tool
value stream mapping (VSM) is applied as a way to
progress toward lean manufacturing and as a formula to
lead the activities of improvement [5–9]. In this sense, the
contribution of internal transportation and its scheduling is
specially important. Kanban card has been used to identify
problems of production flow, maintaining the synchroniza-
tion of inventory and material flow among production cells
[10]. We can find that practical approaches to determine the
optimal kanban size via simulation have been established
[11] and some real applications have been published [12–
14]. However, the literature does not include authentic
industrial applications showing the integration of kanban
and internal transportation and its effects in the strategic
productive factors. Moreover, it is necessary to study the
empirical lean situations [3, 15, 16] to contextualize the
lean concepts.
This paper is focused on the analysis and use of the
VSM to get improvements by means of kanban and
milkrun, implemented in an efficient way. Their strategic
influence is measured by means two lean metrics: lean rate
(LR) and dock-to-dock time (DtD) [6]. These metrics are
important to establish gains and identify areas for further
improvement. Some authors have demonstrated their
relevance to system performance in pull environment [17,
18]. LR is a key, fundamental, and paradigmatic metric and
it should be reduced. It is useful to find and tally inventory
accumulations where the flow of value has to be interrupted
due to process problems. DtD depicts the material flow
through the value stream. Therefore, it is a measure of the
ability to deliver on time and it is generally a good indicator
of the effectiveness of lean initiatives to improve the flow.
Int J Adv Manuf Technol (2009) 43:949–958
DOI 10.1007/s00170-008-1772-2
R. Álvarez :M. M. Peña
Department of Engineering, Universidad Antonio de Nebrija,
C/Pirineos 55,
E-28040 Madrid, Spain
R. Calvo :R. Domingo (*)
Department of Manufacturing Engineering,
National Distance University of Spain (UNED),
C/Juan del Rosal 12,
E-28040 Madrid, Spain
e-mail: rdomingo@ind.uned.esIt is a reliable indicator of the extent to which inventories
are being reduced and the cash flow improves [5].
A case study illustrates the use of the VSM and the
implementation of kanban and internal transportation