Applicability of lean production with VSM to the Rioja wine sector

Lean production arose as a step towards a new era in production systems. It is a working philosophy designed to produce better products using fewer resources to obtain greater benefits. It has been applied to a wide variety of sectors different from the original automotive industry, in which it was developed. However, its application to continuous manufacturing processes of continuous products has been less, especially to the wine-production sector. The wine sector differs greatly from the automobile sector in various fundamental aspects, but it also has common fundamental aspects in its production and logistics systems. An important part of this work has consisted in studying the wineries of the Rioja region. This article analyses the applicability of lean production in the La Rioja wine sector and the results that may be obtained from its application, using value stream mapping as the main tool to identify opportunities for improvement. This piece of research shows that most of the production problems in the wine sector can be tackled using a lean production system, making certain adjustments according to the type of production. It shows the main properties of wine production from the lean viewpoint, and it improves the production and logistics systems.

[1]  Daniel Roos,et al.  The machine that changed the world : the story of lean production , 1991 .

[2]  S S Mahapatra,et al.  Lean manufacturing in continuous process industry : An empirical study , 2007 .

[3]  John K. Gershenson,et al.  Classification scheme for lean manufacturing tools , 2003 .

[4]  Ananth Krishnamurthy,et al.  Kanban-based pull systems with advance demand information , 2009 .

[5]  Peter T. Ward,et al.  Lean manufacturing: context, practice bundles, and performance , 2003 .

[6]  V. Ebrahimipour,et al.  A hybrid GA-simulation approach to improve JIT systems , 2008, 2008 IEEE International Conference on Industrial Engineering and Engineering Management.

[7]  Terry P. Harrison,et al.  A mirror-image lead time inventory model , 2010 .

[8]  Jayant Rajgopal,et al.  Analyzing the benefits of lean manufacturing and value stream mapping via simulation: A process sector case study , 2007 .

[9]  John R. Shook,et al.  Learning to See: Value Stream Mapping to Create Value and , 1998 .

[10]  Ye Li,et al.  From value stream mapping toward a lean/sigma continuous improvement process: an industrial case study , 2010 .

[11]  S. Cholette Mitigating demand uncertainty across a winery's sales channels through postponement , 2009 .

[12]  Nabil Mikati,et al.  Dependence of lead time on batch size studied by a system dynamics model , 2010 .

[13]  Matthias Holweg,et al.  The genealogy of lean production , 2007 .

[14]  Chris J. Backhouse,et al.  Management of uncertainty through postponement , 2004 .

[15]  P. Hines,et al.  Learning to evolve: A review of contemporary lean thinking , 2004 .

[16]  R. V. Hoek,et al.  The rediscovery of postponement a literature review and directions for research , 2001 .

[17]  Yasuhiro Monden El "just in time" hoy en Toyota , 1996 .

[18]  Vaibhav Gupta,et al.  Application of value stream mapping for lean operations and cycle time reduction: an Indian case study , 2005 .

[19]  Albert Corominas,et al.  Optimal manufacturing-remanufacturing policies in a lean production environment , 2008, Comput. Ind. Eng..

[20]  Rodolfo de Castro,et al.  Evaluation of value stream mapping in manufacturing system redesign , 2008 .