Value Stream Mapping in the Process of Knowledge Exchange While Maintaining Data Security in a Manufacturing Company
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Value stream mapping
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Value stream mapping will help industrial engineers, manager who still support gross manufacturing techniques of lean manufacturing. VSM is the removal waste in manufacturing, production and business process by separating and eliminating non value added activities. VSM frames the current and future state of production process in an organization. It allows people to know where wastes are eliminated. People then turn the current state to future state by using Lean Manufacturing Principles. The non-value added activities are identified by the waste of resources and area. The process must be estimated to reduce and simplify the necessary actions needed. By reducing the excessive amount of time, process can achieve the proportional value added time in the process. The redesigned process is usually more effective and efficient if done according to the lean principle. This process is charted according to the flow of company’s processes in the future state with the steps and information in a simplified and understandable manner. Value Stream Mapping (VSM) will help engineers and managers in the industry which follow the manufacturing philosophies of the lean Manufacturing.
Keywords : Lean Manufacturing, Performance improvement, Value adding and non-value adding activities, Value Stream Map, Efficiency
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Growth of business world these days created tighter market competition, because existing industrial market become more global and have penetrated inter-states boundary. The goal of every company is to satisfy customer with exact product, quality, quantity, and price in shortest amount of time. Those conditions forced manufacturing operations to continually striving to reduce lead time of their operations. It can only be achieved if company is able to create and to implement effective and efficient processes in each of its line of their business. For this purpose lean tools are used because lean focus on continuous improvement of a company towards ideal through relentless reduction of waste. Value Stream Mapping (VSM) is a Special tool of lean that uses symbols known as the language of Lean to depict and improve flow of material and information. Value Stream Mapping Purpose is to provide optimum value to customer through a complete value creation process with minimum lead time. This paper presents a case study on Value Steam Mapping (VSM) approach in an Indian auto industry. The research begins with collection of process information through which current value-stream map is created and it reflects current scenario of operation site. Considering problems in current state of production, a future value-stream map was suggested to bridge gap and to serve as a guide for future lean operations. The future state results in 22 % reduction in processing time, 33.7 % reduction in lead time and 17.6 % addition in value added ratio and 50% reduction in inventory.
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A value stream is all the actions (both value added and non-value added) required to bring a product through the main flows essential to every product for the production flow from raw materials into the arms of the customer and to design the flow from concept to launch as a lean manufacturing tool. Taking a value stream perspective means working on the big picture, not just individual processes and improving the whole not just optimizing the parts. In this paper, in a casting foundry with results are considered with current state maps and future state maps after following the different steps starting from the detailed time study for mapping the processes from raw materials to final product. When we engage in true process improvement, we seek to learn what causes things to happen in a process and to use this knowledge to reduce variation, remove activities that contribute no value to the product or service produced, and improve customer satisfaction. Process improvement means examine all of the factors affecting the process, the materials used in the process, the methods and machines used the transform the materials into a product or service, and the people who perform the work. Lean production starts from the arguments that adding value and reducing waste. Value stream mapping is different than conventional recording techniques, as it captures the information at individuals stations about station cycle time, uptime or utilization of resources, setup time, WIP inventory, manpower requirement and the information flow from raw materials to finished goods. This paper details the use of the value stream mapping in reducing waste in manufacturing company. With a case study in a one of the casting industry, the production process path is visualized by mapping the current state value stream map. After tracking the entire process, wastage affecting the cycle time are identified and its causes analyzed. A future state value stream map is developed and improvement ideas are suggested. Value stream mapping is proved as a useful technique to minimize the cycle time and increase the productivity.
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Under current economic environment, each enterprise faces serious situation. Especially in China, material and labor costs keep increasing for several years and put a great burden on Chinese enterprises. The paper puts forward a set of steps for Chinese enterprises to realize lean value stream so that to reduce costs, increase efficiency and improve product quality. We also propose suggestions for them to implement value stream mapping successfully. Key words : Chinese enterprises; Value stream mapping; Lean value stream; Process reengineering
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The purpose of the study is to show interconnection between customer satisfaction and shareholder value, understand the mechanism of value creation management. In the study the theoretical frame of value creation process was used. The methodical approach was based on assessment of such indicators as Operation Value, Economic Value and Social Value, which form integrated indicator of Value Stream Effectiveness. The model of Value Stream Management consists of value positioning, diagnostic, assessment, regulation, development and organizational support subsystems. Set of its instruments creates an opportunity for effective execution of their tasks which lead to accomplishing the aim of value-oriented management – to form and improve operations system parameters that secure value creating for customer and producer. The results of examining at the confectionary companies approved that value stream management facilitate continual improvement of the value stream and development of operations system of a company.
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In today’s competitive market place, manufacturing companies must apply continuous process improvement in order to maintain a returning customer base. One way of achieving constant process improvement is through value stream mapping. Value stream mapping is used to visualize the current processes for easier understanding and problem identification. A well-defined problem statement will ensure a successful outcome of a project improvement process. This research provides a case study performed on a rope manufacturing process. A current state value stream map is created, and the possible improvements are suggested. The implemented results are shown in the form of future state map. The results show that, after waste elimination and structural revision, a manufacturing process becomes more efficient, enabling the customer to receive an order significantly faster.
Value stream mapping
Identification
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Value stream mapping
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Lean manufacturing refers to a manufacturing improvement process based on the fundamental goal of Toyota production system (TPS). That is, to minimize or eliminate waste while maximizing production flow. Many manufacturing organizations realize the importance of practicing lean techniques. A value stream includes all the operations and processes to transform raw materials into finished goods or services, including non-value adding activities. Value stream mapping is a lean manufacturing tool to plan a production process involving lean initiatives through systematic data capture and analysis. It is a proven process for planning the improvements that will allow companies to develop lean practices. This tool has been used to document current lead time, inventory levels and cycle times to determine the ratio of value added to total lead time of the product line being analysed. The first step of value stream mapping is to create a current state map to make a picture of the production flow and understand the company's current cycle times, process communications, and machine equipment capacity. This provides the information needed to produce a future state map by creating a vision of an improved value flow. The goal is to identify and eliminate the waste, which is any activity that does not add value to the final product, in the production process.
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Lean laboratory
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The purpose of this study is to develop a value stream mapping for a production in an aircraft manufacturing company. The process begins with creating a current state map and understands the production flow and the current cycle times. This provides the information needed to produce a future state map. The goal is to identify and eliminate the waste, which is any activity that does not add value to the final product, in the production process. In order to collect the information needed, the study was conducted within the production facility to enable the researcher gained knowledge and familiarized with the production flow and the activities being performed at the shop floor. Parameters such as cycle times, down times, work in process (WIP) for inventory and material, and information flow paths were recorded. This information will enable the researcher to visualize the current state of the process activities by mapping the material and information flow and looking for opportunities to eliminate wastes. ARENA simulation software package was used to simulate and analyze the process flow and times. Result from the analysis shows that there are areas where the company can further improve their production system. The results show the improvement of the cycle time up to 22% based on the new proposed arrangement of the layout. Therefore the propose layout will be guided to the company in order to improve their production.
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