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A perfectly synchronised manufacturing system is the process where components arrive at the work centres in time for their production, so that excessive in‐process stocks do not build up causing delays to orders, inventory costs are minimised and customer service is improved by delivering orders on time, creating a possible competitive edge. This article focuses on manufacturing synchronisation as a way to guide companies in this journey to excellence, proposing a simple approach to explain this concept and helping them in the selection of the most appropriate synchronisation approach via visual interactive simulation models. The aim of these models is to represent visually and interactively three different synchronisation approaches: just in case, just in time and drum‐buffer‐rope, in order to compare and stress the main differences between them. This approach has been used in Brazil for academic and practical purposes.

Purpose– The purpose of this paper is to present a case of integration between the processes modeling by using the Value Stream Mapping (VSM) and the Thinking Process of the Theory of Constraints (TP-TOC) through the analysis of productive processes of an organization, indicating the complementary aspects between them and their benefits to the organization.Design/methodology/approach– The paper uses a company of the Brazilian automotive industry as the administering site. The research began by identifying the organization's processes and choice of a family of products to model according to the VSM approach. The integrated view between the losses in the process (VSM) and the unwanted effects of the adding value process were analyzed by using the Current Reality Tree. After the analysis, different improvement procedures are proposed based on the lean principles. Finally, a work plan is presented based on the previous steps aiming to achieve the proposed future state.Findings– The analysis of this case helps to understand and identify the causes of the current problems in the processes studied, providing an integrated view between the losses in the process and the prioritization of steps for the elimination of such losses. The approach in its initial administration was robust and the solution steps were promising. By integrating these approaches, it was possible to verify improvement opportunities by identifying the losses and the basic causes that sustain the unwanted effects in the processes at the same time.Originality/value– The study proposes an approach that enables a systematic and systemic analysis of the processes at organizations through the combined use of process modeling through the VSM and TP-TOC. Simultaneously, the losses in the processes and the unwanted effects are identified. Thus, through the construction of an effect-cause-effect robust logic, both losses in particular and the unwanted effects in general can be prioritized in order to maximize the improvement efforts in the processes.