Challenge for the reduction of NVA in automakers
DOI:
https://doi.org/10.5281/zenodo.20171736Keywords:
Non-Value-Added, Automotive Industry, General Assembly, Lean ManufacturingAbstract
The elimination of Non-Value-Added (NVA) activities is one of the main challenges facing the contemporary automotive industry, especially in highly competitive environments that demand productive efficiency. According to Ohno (1988) and Shah and Ward (2007), NVA activities are actions that consume resources without contributing to the value perceived by the customer, such as unnecessary movements, waiting times, rework, and excessive inspections. The literature highlights methodologies such as Value Stream Mapping (VSM), Statistical Process Control (SPC), SMED, and Time and Motion Studies as effective tools for identifying and reducing these losses. Case studies show that the integrated application of these practices can reduce waste by up to 50%, improving productivity and final quality. Industry 4.0, through digitalization, the Internet of Things (IoT), and Artificial Intelligence, expands the possibilities for real-time monitoring and decision-making, enhancing the outcomes of lean manufacturing. An empirical analysis conducted in a logistics sector demonstrated a 50% reduction in operator movement and a 21.7% decrease in cycle time, confirming the impact of Lean practices and ergonomics on process optimization. Therefore, effective management of NVA is essential for the competitiveness and sustainability of automotive operations.
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