Recepção: 09-04-2026
Aprovação: 15-05-2026
pág. 222
DOI: https://doi.org/10.61616/rvdc.v7i2.1548
Improving Operational Efficiency in an Industrial Laundry Plant
through Value Stream Analysis under a Total Quality Management
Approach
Ricardo Espitia Hernández
es397289@uaeh.edu.mx
https://orcid.org/0009-0000-8540-0799
Universidad Autónoma del Estado de Hidalgo
Mineral de la Reforma
Mexico
Alan Ricardo Badillo Ruiz
ba454431@uaeh.edu.mx
https://orcid.org/0009-0000-6062-0568
Universidad Autónoma del Estado de Hidalgo
Mineral de la Reforma
Mexico
Erick Uriel Morales Cruz
erick_morales@uaeh.edu.mx
https://orcid.org/0009-0008-2071-9713
Universidad Autónoma del Estado de Hidalgo
Mineral de la Reforma
Mexico
Liliam RodrÃguez Guerrero
es397289@uaeh.edu.mx
https://orcid.org/0009-0000-8540-0799
Universidad Autónoma del Estado de Hidalgo
Mineral de la Reforma
Mexico
Estella MarÃa Esparza Zuñiga
estella_esparza@uaeh.edu.mx
https://orcid.org/0009-0008-2603-1311
Universidad Autónoma del Estado de Hidalgo
Mineral de la Reforma
Mexico
pág. 223
ABSTRACT
Value Stream Mapping (VSM) visualizes, analyzes, and enables improvements in the flow of
materials and information, starting with the goal of eliminating waste in its various forms, from
overburden to labor waste. The objective of this article is to optimize the processes of an
industrial laundry plant using the lean management tool VSM, obtaining benefits such as
improved service quality and reduced costs for the industrial laundry plant. The methodology
consisted of identifying and analyzing the garment washing process for companies such as
hospitals, hotels, and clinics in a laundry plant through time studies and process and activity
analysis, documenting the current state and a projected future state. The case study
represents a significant area of opportunity, as laundry and dry-cleaning companies in the city
of Pachuca compete to provide high-quality services to businesses. The result was a reduction
in process waste, as well as increased productivity and service quality.
Keywords: value stream mapping, VSM, waste, improvement, quality management
.
Licencia
Este trabajo está bajo una licencia Creative Commons Attribution 4.0 International.
ABSTRACT
Value Stream Mapping (VSM) visualizes, analyzes, and enables improvements in the flow of
materials and information, starting with the goal of eliminating waste in its various forms, from
overburden to labor waste. The objective of this article is to optimize the processes of an
industrial laundry plant using the lean management tool VSM, obtaining benefits such as
improved service quality and reduced costs for the industrial laundry plant. The methodology
consisted of identifying and analyzing the garment washing process for companies such as
hospitals, hotels, and clinics in a laundry plant through time studies and process and activity
analysis, documenting the current state and a projected future state. The case study
represents a significant area of opportunity, as laundry and dry-cleaning companies in the city
of Pachuca compete to provide high-quality services to businesses. The result was a reduction
in process waste, as well as increased productivity and service quality.
Keywords: value stream mapping, VSM, waste, improvement, quality management
.
Licencia
Este trabajo está bajo una licencia Creative Commons Attribution 4.0 International.
pág. 224
Mejora de la eficiencia operativa en una planta de lavanderÃa
industrial mediante el análisis del flujo de valor bajo un enfoque de
gestión de calidad total
RESUMEN
El Mapeo de la Cadena de Valor (VSM, por sus siglas en inglés) visualiza, analiza y permite
mejoras en el flujo de materiales e información, comenzando con el objetivo de eliminar
desperdicios en sus diversas formas, desde sobrecarga hasta desperdicio de mano de obra. El
objetivo de este artÃculo es optimizar los procesos de una planta de lavanderÃa industrial
utilizando la herramienta de gestión Lean VSM, obteniendo beneficios como la mejora de la
calidad del servicio y la reducción de costos para la planta de lavanderÃa industrial. La
metodologÃa consistió en identificar y analizar el proceso de lavado de prendas para empresas
como hospitales, hoteles y clÃnicas en una planta de lavanderÃa mediante estudios de tiempo
y análisis de procesos y actividades, documentando el estado actual y un estado futuro
proyectado. El estudio de caso representa un área de oportunidad significativa, ya que las
empresas de lavanderÃa y tintorerÃa en la ciudad de Pachuca compiten para ofrecer servicios
de alta calidad a las empresas. El resultado fue una reducción en los desperdicios del proceso,
asà como un aumento en la productividad y la calidad del servicio.
Palabras clave: mapa del flujo de valor, VSM, desperdicio, mejora, gestión de la calidad
License
This work is licensed under a Creative Commons Attribution 4.0 International license.
Mejora de la eficiencia operativa en una planta de lavanderÃa
industrial mediante el análisis del flujo de valor bajo un enfoque de
gestión de calidad total
RESUMEN
El Mapeo de la Cadena de Valor (VSM, por sus siglas en inglés) visualiza, analiza y permite
mejoras en el flujo de materiales e información, comenzando con el objetivo de eliminar
desperdicios en sus diversas formas, desde sobrecarga hasta desperdicio de mano de obra. El
objetivo de este artÃculo es optimizar los procesos de una planta de lavanderÃa industrial
utilizando la herramienta de gestión Lean VSM, obteniendo beneficios como la mejora de la
calidad del servicio y la reducción de costos para la planta de lavanderÃa industrial. La
metodologÃa consistió en identificar y analizar el proceso de lavado de prendas para empresas
como hospitales, hoteles y clÃnicas en una planta de lavanderÃa mediante estudios de tiempo
y análisis de procesos y actividades, documentando el estado actual y un estado futuro
proyectado. El estudio de caso representa un área de oportunidad significativa, ya que las
empresas de lavanderÃa y tintorerÃa en la ciudad de Pachuca compiten para ofrecer servicios
de alta calidad a las empresas. El resultado fue una reducción en los desperdicios del proceso,
asà como un aumento en la productividad y la calidad del servicio.
Palabras clave: mapa del flujo de valor, VSM, desperdicio, mejora, gestión de la calidad
License
This work is licensed under a Creative Commons Attribution 4.0 International license.
pág. 225
INTRODUCTION
Nowadays Mexican business environment, small and medium-sized enterprises (SMEs) face
constant pressure to increase their market competitiveness. Specifically in the service sector,
particularly in industrial laundry and dry cleaning, competition is based not only on price but
fundamentally on service quality and on-time delivery. To achieve customer loyalty from
clients such as hospitals, hotels, and clinics, laundry facilities must operate with maximum
efficiency. However, many of these operations involve processes with high levels of hidden
waste, including long waiting times, over-processing, and unnecessary staff movement, all of
which consume resources without adding value to the customer.
According to Prajogo (2005), one notable difference between the service industry and the
manufacturing industry is the intangibility and heterogeneity of the outputs of services. The
measurement of service is dominated by non-physical elements. The other notable difference
is that the consumption and delivery processes happen simultaneously in the service industry,
which causes extreme difficulty to control the quality of the service output before the delivery
(Shou et al., 2017). The service industry is an industry with service as a parameter of its
activities. To remain competitive in the global market, the service industry must be able to
provide the best possible service to its customers. One of the best ways to win the competition
in the global market is to create an effective and efficient work system. If the company cannot
afford it, it will be very unable to compete with competitors. Every service must have a process
that is not optimal. Therefore, it is necessary to make improvements. Improvements are
identified at each stage. Improvements can be made to objects of wasted time, resources,
methods, materials, information and others (Setiawan et al., 2021)
Administrators, managers, supervisors, supervisors, and operations staff are constantly
seeking knowledge about processes that create more value for the customer with minimal
INTRODUCTION
Nowadays Mexican business environment, small and medium-sized enterprises (SMEs) face
constant pressure to increase their market competitiveness. Specifically in the service sector,
particularly in industrial laundry and dry cleaning, competition is based not only on price but
fundamentally on service quality and on-time delivery. To achieve customer loyalty from
clients such as hospitals, hotels, and clinics, laundry facilities must operate with maximum
efficiency. However, many of these operations involve processes with high levels of hidden
waste, including long waiting times, over-processing, and unnecessary staff movement, all of
which consume resources without adding value to the customer.
According to Prajogo (2005), one notable difference between the service industry and the
manufacturing industry is the intangibility and heterogeneity of the outputs of services. The
measurement of service is dominated by non-physical elements. The other notable difference
is that the consumption and delivery processes happen simultaneously in the service industry,
which causes extreme difficulty to control the quality of the service output before the delivery
(Shou et al., 2017). The service industry is an industry with service as a parameter of its
activities. To remain competitive in the global market, the service industry must be able to
provide the best possible service to its customers. One of the best ways to win the competition
in the global market is to create an effective and efficient work system. If the company cannot
afford it, it will be very unable to compete with competitors. Every service must have a process
that is not optimal. Therefore, it is necessary to make improvements. Improvements are
identified at each stage. Improvements can be made to objects of wasted time, resources,
methods, materials, information and others (Setiawan et al., 2021)
Administrators, managers, supervisors, supervisors, and operations staff are constantly
seeking knowledge about processes that create more value for the customer with minimal
pág. 226
losses (Cunha, 2011). Various approaches exist for optimizing processes and increasing the
added value of each activity. Lean Manufacturing (LM) is extremely useful in problem-solving
because it offers a valuable set of tools for addressing different areas of opportunity. One of
these tools is Value Stream Mapping (VSM), which aims to diagnose the company's current
situation and identify process waste. With the help of lean manufacturing, techniques can then
be selected to eliminate this waste.
Value Stream Mapping (VSM) is one of the most effective techniques for diagnosis and
improvement (MartÃnez-Sánchez, 2022). This tool allows for a comprehensive visualization of
the flow of materials and information, thus facilitating the identification of improvement
opportunities. Unlike most process mapping techniques that often, only document the basic
product flow, value stream mapping also documents the flow of information within the system,
where the materials are stored (raw materials and work in process, WIP) and what triggers the
movement of material from one process to the next are key pieces of information (Singh et al.,
2011).
Several studies, such as (Barcia's, 2007), implement the effective use of Value Stream Mapping
(VSM) to diagnose the current situation and eliminate waste in PC assembly. This study aims
to improve the utilization of existing resources and reduce the complexity of its process flow
by implementing improvements and enabling more effective decision-making.
The objective of this research article is to find alternatives that optimize the processes of an
industrial laundry plant, based on the application of VSM methodology to diagnose the current
state of operations systematically identify waste in its core washing process, and establish
optimization measures for the future. The aim is to demonstrate that by eliminating non-value-
adding activities, it is possible to improve service quality, optimize operations, and strengthen
the company's competitive position.
losses (Cunha, 2011). Various approaches exist for optimizing processes and increasing the
added value of each activity. Lean Manufacturing (LM) is extremely useful in problem-solving
because it offers a valuable set of tools for addressing different areas of opportunity. One of
these tools is Value Stream Mapping (VSM), which aims to diagnose the company's current
situation and identify process waste. With the help of lean manufacturing, techniques can then
be selected to eliminate this waste.
Value Stream Mapping (VSM) is one of the most effective techniques for diagnosis and
improvement (MartÃnez-Sánchez, 2022). This tool allows for a comprehensive visualization of
the flow of materials and information, thus facilitating the identification of improvement
opportunities. Unlike most process mapping techniques that often, only document the basic
product flow, value stream mapping also documents the flow of information within the system,
where the materials are stored (raw materials and work in process, WIP) and what triggers the
movement of material from one process to the next are key pieces of information (Singh et al.,
2011).
Several studies, such as (Barcia's, 2007), implement the effective use of Value Stream Mapping
(VSM) to diagnose the current situation and eliminate waste in PC assembly. This study aims
to improve the utilization of existing resources and reduce the complexity of its process flow
by implementing improvements and enabling more effective decision-making.
The objective of this research article is to find alternatives that optimize the processes of an
industrial laundry plant, based on the application of VSM methodology to diagnose the current
state of operations systematically identify waste in its core washing process, and establish
optimization measures for the future. The aim is to demonstrate that by eliminating non-value-
adding activities, it is possible to improve service quality, optimize operations, and strengthen
the company's competitive position.
pág. 227
The process optimization presented in this study is based on the principles of Lean
Manufacturing, which focuses on maximizing customer value through the systematic
elimination of waste (Ohno, 1988). The central concept of Lean is the identification and
elimination of waste, or "muda" as Ohno calls it, which is defined as any activity that consumes
resources but does not add value from the customer's perspective. Taiichi Ohno (1988)
classified this waste into seven main categories: overproduction, waiting time, transportation,
over-processing, inventory, unnecessary motion, and defects, to which the waste of human
talent was later added.
To identify and address this waste, the main tool used in this study is Value Stream Mapping
(VSM). Defined and popularized by Rother and Shook (1999) in their book "Learning to See,"
VSM is a visual diagnostic tool that charts the flow of materials and information from the
supplier to the customer. Unlike a flowchart, Value Stream Mapping (VSM) captures critical
data on time, inventory, and labor at each step.
The VSM methodology consists of two key phases: mapping the "Current State" and designing
a "Future State." The current state allows the improvement team to visualize sources of waste
(such as bottlenecks, excess work-in-process inventory, or long cycle times). Based on this
analysis, the future state is designed by applying Lean principles (such as continuous flow, pull
systems, and load leveling) to create a more agile, efficient process with less waste. Its
application has proven successful not only in manufacturing but also in the service sector in
Mexico, adapting to the improvement of transactional and operational processes (Navarrete
et al., 2016).
The objective of this research article is to find alternatives that optimize the processes of an
industrial laundry by applying Value Stream Mapping (VSM) methodology to diagnose the
current state of operations, systematically identify waste in its core washing process, and
The process optimization presented in this study is based on the principles of Lean
Manufacturing, which focuses on maximizing customer value through the systematic
elimination of waste (Ohno, 1988). The central concept of Lean is the identification and
elimination of waste, or "muda" as Ohno calls it, which is defined as any activity that consumes
resources but does not add value from the customer's perspective. Taiichi Ohno (1988)
classified this waste into seven main categories: overproduction, waiting time, transportation,
over-processing, inventory, unnecessary motion, and defects, to which the waste of human
talent was later added.
To identify and address this waste, the main tool used in this study is Value Stream Mapping
(VSM). Defined and popularized by Rother and Shook (1999) in their book "Learning to See,"
VSM is a visual diagnostic tool that charts the flow of materials and information from the
supplier to the customer. Unlike a flowchart, Value Stream Mapping (VSM) captures critical
data on time, inventory, and labor at each step.
The VSM methodology consists of two key phases: mapping the "Current State" and designing
a "Future State." The current state allows the improvement team to visualize sources of waste
(such as bottlenecks, excess work-in-process inventory, or long cycle times). Based on this
analysis, the future state is designed by applying Lean principles (such as continuous flow, pull
systems, and load leveling) to create a more agile, efficient process with less waste. Its
application has proven successful not only in manufacturing but also in the service sector in
Mexico, adapting to the improvement of transactional and operational processes (Navarrete
et al., 2016).
The objective of this research article is to find alternatives that optimize the processes of an
industrial laundry by applying Value Stream Mapping (VSM) methodology to diagnose the
current state of operations, systematically identify waste in its core washing process, and
pág. 228
establish optimization measures for the future. The aim is to demonstrate that by eliminating
non-value-adding activities, it is possible to improve service quality, optimize operations, and
strengthen the company's competitive position. The relevance of this research lies in
developing valuable new research on the industrial services sector, as there is a lack of
extensive databases on these topics. The industrial services sector faces many challenges, and
this case is no exception. The most significant problem identified is the large amount of waste
found in the process, which affects the entire system.
METHODOLOGY
The study adopts a mixed-methods research approach, with a convergent design selected
based on the collection of numerical data to quantify process performance and a deep
understanding of the root causes of a qualitative nature. A sequential and cyclical framework
based on continuous improvement is followed. The implemented methodology is structured
in five iterative phases designed to diagnose, analyze, propose, and implement solutions to
waste in the laundry plant processes. The methodology used as a guide was that of Barcia
(2010), as it is the most suitable for summarizing a project of this scope.
RESULTS AND DISCUSSIONS
Process and Scope Definition
The case study is defined as being based on the laundry process for hospital, hotel, and clinic
linens, which follow a standard process in the laundry plant under study. The linens are sorted
and collected for processing in the following areas: washing, drying, ironing, and folding. The
scope of the processes studied encompasses everything from the collection of clothing at
company premises to packaging and subsequent transport. Orders considered for the study
are 100 pieces or more, as this quantity is considered the average order size for the companies
included in the study.
establish optimization measures for the future. The aim is to demonstrate that by eliminating
non-value-adding activities, it is possible to improve service quality, optimize operations, and
strengthen the company's competitive position. The relevance of this research lies in
developing valuable new research on the industrial services sector, as there is a lack of
extensive databases on these topics. The industrial services sector faces many challenges, and
this case is no exception. The most significant problem identified is the large amount of waste
found in the process, which affects the entire system.
METHODOLOGY
The study adopts a mixed-methods research approach, with a convergent design selected
based on the collection of numerical data to quantify process performance and a deep
understanding of the root causes of a qualitative nature. A sequential and cyclical framework
based on continuous improvement is followed. The implemented methodology is structured
in five iterative phases designed to diagnose, analyze, propose, and implement solutions to
waste in the laundry plant processes. The methodology used as a guide was that of Barcia
(2010), as it is the most suitable for summarizing a project of this scope.
RESULTS AND DISCUSSIONS
Process and Scope Definition
The case study is defined as being based on the laundry process for hospital, hotel, and clinic
linens, which follow a standard process in the laundry plant under study. The linens are sorted
and collected for processing in the following areas: washing, drying, ironing, and folding. The
scope of the processes studied encompasses everything from the collection of clothing at
company premises to packaging and subsequent transport. Orders considered for the study
are 100 pieces or more, as this quantity is considered the average order size for the companies
included in the study.
pág. 229
Process Study and Time Study
A study of the plant's processes was conducted to identify how and with what resources each
part of the system is used. A time study of the processes was also carried out to organize all
the necessary resources for mapping the current and future value chain. Each phase of the
process is detailed below:
Sorting and Collection: Each transport operator has a list of companies to collect their soiled
laundry from each day. A collection schedule is maintained for the companies included in the
study, with the highest volume occurring during the first two weeks of each month. In this
stage, the operator sorts the garments, separating them by type for later counting and
ticketing. Some companies require weighing the clothes. Finally, the clothes are gathered,
wrapped, and collected.
Receiving and Sorting: The clothes arrive at the washing plant wrapped in carrier garments. At
this point, the washing operator must open each load and begin sorting them by color and
level of soiling before loading the washing machines with the clothes according to their
classification.
Washing: This process is the main bottleneck, as the pace of the other areas depends on it.
The process involves a certain level of automation, as the operator determines the machine's
cycle time. There are three large-capacity industrial washing machines: two 100 kg machines
and one 25 kg machine. The process consists of adding hypochlorite, detergent, hot water, and
other chemicals. It is worth noting that this process results in a large number of reprocessing
operations, approximately 12 percent of the total laundry.
Rinsing: To rinse the clothes in the machines, operators must open and close the
corresponding valves, as well as press the buttons that allow water to be added and removed.
Process Study and Time Study
A study of the plant's processes was conducted to identify how and with what resources each
part of the system is used. A time study of the processes was also carried out to organize all
the necessary resources for mapping the current and future value chain. Each phase of the
process is detailed below:
Sorting and Collection: Each transport operator has a list of companies to collect their soiled
laundry from each day. A collection schedule is maintained for the companies included in the
study, with the highest volume occurring during the first two weeks of each month. In this
stage, the operator sorts the garments, separating them by type for later counting and
ticketing. Some companies require weighing the clothes. Finally, the clothes are gathered,
wrapped, and collected.
Receiving and Sorting: The clothes arrive at the washing plant wrapped in carrier garments. At
this point, the washing operator must open each load and begin sorting them by color and
level of soiling before loading the washing machines with the clothes according to their
classification.
Washing: This process is the main bottleneck, as the pace of the other areas depends on it.
The process involves a certain level of automation, as the operator determines the machine's
cycle time. There are three large-capacity industrial washing machines: two 100 kg machines
and one 25 kg machine. The process consists of adding hypochlorite, detergent, hot water, and
other chemicals. It is worth noting that this process results in a large number of reprocessing
operations, approximately 12 percent of the total laundry.
Rinsing: To rinse the clothes in the machines, operators must open and close the
corresponding valves, as well as press the buttons that allow water to be added and removed.
pág. 230
Spinning: Immediately after washing and rinsing, the clothes are transported to a 100 kg spin
dryer. Uniform placement of the clothes is necessary to prevent the machine from vibrating
inconsistently, as adjustments have been made to reduce its vibration and velocity in order not
to damage garments that had been properly arranged.
Drying: The spun garments are transported to the drying area, which has five machines with
capacities of approximately 50 kg each. The loads are sorted and placed in the dryers according
to the type of clothing. This process is highly dependent on the spin cycle; if the clothes are
spun as much as possible, the drying time is reduced, thus decreasing gas consumption.
Folding: Once drying is complete, the loads are transported to the folding area, where the
garments are separated by type and folded according to their classification.
Ironing: Items requiring ironing, such as sheets, are transported to their respective service
area, which is equipped with a pressing iron. Afterward, they are returned to the folding area
where they are left to dry for a few minutes.
Packaging: Once the orders from hospitals, clinics, or hotels are folded and/or ironed, they are
bagged in different sizes, always aiming to optimize space.
Transportation: Delivery drivers go to the folding and packaging area at specific times to pick
up the companies' orders, load their vans, and inspect them to ensure they are complete
before loading and transporting them to the customers
Spinning: Immediately after washing and rinsing, the clothes are transported to a 100 kg spin
dryer. Uniform placement of the clothes is necessary to prevent the machine from vibrating
inconsistently, as adjustments have been made to reduce its vibration and velocity in order not
to damage garments that had been properly arranged.
Drying: The spun garments are transported to the drying area, which has five machines with
capacities of approximately 50 kg each. The loads are sorted and placed in the dryers according
to the type of clothing. This process is highly dependent on the spin cycle; if the clothes are
spun as much as possible, the drying time is reduced, thus decreasing gas consumption.
Folding: Once drying is complete, the loads are transported to the folding area, where the
garments are separated by type and folded according to their classification.
Ironing: Items requiring ironing, such as sheets, are transported to their respective service
area, which is equipped with a pressing iron. Afterward, they are returned to the folding area
where they are left to dry for a few minutes.
Packaging: Once the orders from hospitals, clinics, or hotels are folded and/or ironed, they are
bagged in different sizes, always aiming to optimize space.
Transportation: Delivery drivers go to the folding and packaging area at specific times to pick
up the companies' orders, load their vans, and inspect them to ensure they are complete
before loading and transporting them to the customers
pág. 231
Value stream mapping, current situation
Figure 1 Outlines the value chain mapping of the current state
Problem identification
The problems and their alternative solutions are presented below. The washing scheduling
system is indeterminate; operations depend entirely on the decisions of the two operators.
This causes a decrease in efficiency when one of them is absent. Machinery is available;
however, with better scheduling, efficiency would not decrease drastically.
The washing and rinsing processes are the bottlenecks of the system, as there is a high number
of reworks due to inadequate washing. Two formulas were identified: one with a higher
quantity of chemicals and a longer wash time, and another with a lower quantity of chemicals
and a shorter wash time. In addition, the rinse times are short, resulting in clothes that still
retain chemicals and are dried with added residue because the spin cycle cannot completely
remove the soap.
Value stream mapping, current situation
Figure 1 Outlines the value chain mapping of the current state
Problem identification
The problems and their alternative solutions are presented below. The washing scheduling
system is indeterminate; operations depend entirely on the decisions of the two operators.
This causes a decrease in efficiency when one of them is absent. Machinery is available;
however, with better scheduling, efficiency would not decrease drastically.
The washing and rinsing processes are the bottlenecks of the system, as there is a high number
of reworks due to inadequate washing. Two formulas were identified: one with a higher
quantity of chemicals and a longer wash time, and another with a lower quantity of chemicals
and a shorter wash time. In addition, the rinse times are short, resulting in clothes that still
retain chemicals and are dried with added residue because the spin cycle cannot completely
remove the soap.