Name: Alexey Maleka  Professor: Rodolfo Santamaria  Course: JWMI 550  Date: 04/22/2018  Value Stream Mapping and Analysis • • • Value Stream mapping is a lean enterprise and lean manufacturing technique that is employed in documenting, analyzing as well as improving the for of information or materials needed in producing a product or a service for a customer. A value stream map or an end to end system map does take into account only the product’s activity, but the management and information systems that support the basic process. Value Stream Analysis involves employing a planning tool in optimizing results of eliminating waste Current state in Manufacturing      As a worker of Kline Steel company as the officer in charge of production that makes widgets and supplies thorough various retail outlets. There were a number o problems that emerged. These problems include; There was shortage of supply to the retail outlets like GNK enterprises. There were high levels and value of inventory in the company currently. Lastly, a letter of complaint was sent to the company fro m a customer who stated that he was a frequent customer of our company’s products and that he was dissatisfied with the quality of products we o9ffered and that he often returned faulty widgets to the retail outlets. Since I am unsure of these questions, I intend to get to the bottom of the situation and if possible I will make efforts of improving the situation. Scope      Step 1: I will first select a sponsor as well as set expectations. In this step I will be appointing someone who will be responsible in making decisions, arbitrating solutions and planning the project. The sponsor will be selecting the processing that will be in the map and he will be grasping firmly the achievements that are being targeted. Step 2: I will then select my team. I will as well ensure that every area or stakeholder of the mapping process is represented that is areas like sales, warehouse. Step 3: I will select the process that are to be mapped as value stream mapping is suitable for manufacturing, logistics, and also supply chain. Performance Metrics Day= 1 shift Since daily Shifts in a day is 8 hours then = work time is 28,800 sec/ shift  Breaks Morning tea is 15 mins Lunch is 30 mins Afternoon tea is 15 mins Total Breaks is 60minutes (15+15+30) * 60 = 3600 seconds  Working time / operating time Shift time –Break 28800-3600= 25,200 working seconds.  Collection and Mapping of Data( Supplier and customer) Map Information Flow Current State Calculation In 1 week there are 5 working days  The demand is 3200 pieces per week or rather 640 pieces per day.  Press process  Type L + S = 2,250 pieces is 1000+ 1250  Time Duration = 3.5 days 2250/640  Current State Map Takt Time 1 week has 5 working days Demand is 3200 pieces per week Type L is 1000 pieces per week (200 per day) Type S is 2,200 pieces per week (440 per day) Total pieces per day or shift is 640 Operating time/working time is 25,200 Takt Time per time period = Takt time= 𝟐𝟓𝟐𝟎𝟎 𝟔𝟒𝟎 𝑨𝒗𝒂𝒊𝒍𝒂𝒃𝒍𝒆 𝑾𝒐𝒓𝒌 𝑻𝒊𝒎𝒆 𝑪𝒖𝒔𝒕𝒐𝒎𝒆𝒓 𝒅𝒆𝒎𝒂𝒏𝒅 = 39sec/unit This means that there is need of completing a unit in every 39 seconds to satisfy the average customer demand. Total- Processing/work time Process time =3 + 22+ 35= 60 seconds Production Lead time 5 + 3.5 + 5.2 + 2.3 = 16.0 days Takt Time= 39 seconds Summary Metrics: Time       Activity ratio The activity ratio in this process will involve the percentage time that anything that is being done in the work process passing through the system that is whether it is non value adding or value adding. Common current state finding in the manufacturing process is 1-10% across the whole value stream. (Σ𝑃𝑇/ Σ LT )* 100 Activity ratio passes troughs/Lead Time Activity ratio= 60/16= 3.75% Rolled %C&A      This is a quality metric that will determine the percentage of work that will go through a series of process steps that is free of errors. It is determined in every unit whereby the percentage of the product is measured over the work in process is completed and accurate when received first. It determines the percentage of the time that the product passes through the entire process without rework in 100 occurrences. Customer demand 3200/ Operating time 25200 Rolled %C&A= 12.7% Line Balancing/Labor requirements Number of Operators required is work over Takt time No of Operators= work/ Takt time 60 No. of Operators = 39 = 1.54 Current State Description The number of operators required are 1.54 operators.  If the company has 2 operators, the production will be costly and if the company gets 1 then it can result to burnout.  I can as well make a reduction of the Takt time from 39 seconds to 35 seconds or less. This can be come by combining some of the tasks and avoiding burnout.  From Current State to Future State The Current State findings:  Long Delays  Excessive costs  Wasteful activities  Incomplete information  Ineffective outcomes  Uneven workloads  From Current State to Future State Future State design- The minimum required for maximum outcomes ✓ Abolishing redundant NVA steps ✓ Eliminating delays ✓ Improving the outcomes effectiveness ✓ Improving information quality. ✓ Improving VA steps ✓ Building consideration (from present state) ✓ Eliminating batches ✓ Build similar paths ✓ Implement Works Cited      Keyte, B., and D. Locher. The complete lean enterprise: Value stream mapping for office and services. 2017. Locher, D. Value stream mapping for lean development: A how-to guide for streamlining time to market. Taylor & Francis, 2008. Murphy, T., et al. Value stream management: 8 steps to planning, mapping, and sustaining lean improvements. Productivity Press, 2001. Sandia National Laboratories, et al. Value Stream Mapping: Foam Collection and Processing. United States. National Nuclear Security Administration, 2015. Wardwell, P., and Kanopy (Firm). Value stream mapping. 2014. Course Project Part B Detailed Agendas for Kaizen or Work-Outs of Alexey Maleka Jack Welch Management Institute Professor Rodolfo Santamaria JWMI 550 May 5, 2018 Kaizen is the continuous improvement in an organization. It is a long-term approach that seeks to achieve small, incremental changes in processes with a mission of improving efficiency and quality. Value stream mapping helps in identifying waste and improvement areas. According to the value stream mapping and analysis, the manufacturing in Kline steel company had some shortcomings that need to be improved. During the production, there were long delays which lead to must time wasting which needs to be improved. The whole process experienced excessive costs and ineffective outcomes. If the kaizen approach is employed, then the manufacturing process can be streamlined making the manufacturing process more efficient. The Kaizen events of part of this methodology in reducing the inefficiencies and increasing the quality of both the products as well as the processes that create them. The primary idea is to bring forth the greatest breadth and depth of knowledge as well as their experience in the discussion. The primary attribute of these events is their efficiency as well as their focus. All the decision makers and the involved parties either in one place at a time, should come together or buy in so that thoughtful and effective solutions can be quickly implemented. The events will involve some activities. Firstly, in a period of three to five days, the workforce from all departments meets at one point and discusses the processes at hand. All stakeholders are participants in the process, and they are derived from every part of the company that is from management to administration. The group then makes an observation which can be in the form of demonstration or mostly in practice through the creation of flowchart showing all the steps involved. The steps will be on how to handle the excessive costs, After the participants understand all the processes, they suggest what improvements should be made. Lastly, the group should discuss various options, during which the suggestions made are to be implemented or discarded until every participant gets behind the fresh approach. Kaizen events for Excessive costs Days 1 Session topics Problemsolving Lean tools Activity Ratio 1 Team facilitation Standardized work Deliverables/Outputs Rationale Reduced costs High unnecessary costs Standardized tasks Unstandardized budgets The chosen days, the sequence of the session topics, the lean tools to be used are set with a purpose of fulfilling the Kaizen events objectives. The two days are for meeting up all the stakeholders to concretely discuss the issue of excessive costs by looking for ways to reduce the costs. In this case, the two days are adequate for the team to cover the topics. The team should learn the problem solving first so that they can be able to outline effective methods of solving problems in the manufacturing process. Later team facilitation can follow to help the team work together in reducing the costs. The Activity ration can be used as a lean tool because it helps in measuring the relative efficiency of a firm based on the usage of assets and balance sheets which will determine whether the management is making enough efforts in generating revenues and cash from its resources which can also involve reducing unnecessary costs. Standardized work can be used as a tool because it involved documenting description of methods, tools, materials as well as the processing times required for meeting Takt time for any job. This later helps in the standardization of the budget or costs throughout the value stream. With the standardization of the budget and the measuring of the efficiency of the company regarding costs will help the team in determining the cause of excessive costs and how they can be reduced. Kaizen events for long delays Days 1 1 1 1 Session topics Team facilitation Kaizen events Lean tools Load Balancing Deliverables/Outputs Rationale Reducing inventory Bottlenecks Total Productive Increased production Low morale and Maintenance and employee morale delays in production Takt time Level load balance Bottlenecks Quick Reduces set up time Long changeover and improved changeovers flexibility. The long delays require continuous improvements for the production to be efficient. The team agenda is to have four days scheduled a time for discussing the issue where the topics to be discussed are team facilitation and Kaizen events. The four days are adequate for covering the topics and giving the team adequate time for understanding the challenge and how to handle them. Team facilitation should be covered to help the team in developing strategies for increasing production. The citizen’s events should be covered to enable the team to employ innovative thinking to various challenges in production that are impending strategy execution. The tools to be used are Load balancing because it provides a more even as well as a consistent workflow. It can be incorporated in the design phase where the cause analysis can be done in analyzing points to bottlenecks the process. It can also be used in introducing a pull in the system instead of letting it operate on a push and in the long run bottlenecks can alleviate, and the inventories can also be reduced. This is where the Takt time principles are employed in designing the system to realize a level load balance. Total productive maintenance is a lean tool used in improving the overall equipment effectiveness which constitutes the quality and performance. It, therefore, helps in increasing production without any delays and at the same time increasing the morale of the employees. The quick changeover tool will be in reducing the time to changeover a chine through streamlining and externalizing steps. This helps in the reduction of setup time in improving flexibility and responsiveness to the customer changes without any delays. Kaizen events for Ineffective outcomes Days 1 1 1 1 Session topics Value stream mapping Continuous flow Problemsolving Lean tools Mistake proofing Leveling workload Total productive maintenance Standardized work Deliverables/Outputs Rationale Reduced errors Low-quality products Improved quality High-quality products Low-quality products Low-quality products Considering the ineffective outcomes or the low-quality products can be handled by having a four days study of the roots of the issue. The four days will allow the coverage of Value stream mapping topic, continuous flow and problem-solving. The value stream mapping will help in identifying the challenges in meeting the customer demands and how to eliminate wastes. Continuous flow should follow so that the team can determine the challenges faced in flow production and lastly the problem-solving topic can enable them to use the problem-solving flow chart in identifying the problems and how to solve them. The tools to be used are mistake proofing which will help in tuning process steps. It helps in improving and designing steps with an objective of reducing errors as most low-quality products have faults. The leveling workload tool helps in ensuring consistent quantities of work over time which is critical for ensuring continuous improvement regarding improving the quality of output. Standardized work is a tool that will help in standardizing all the tasks throughout the value stream. Standardization of tasks will improve the quality of products. The total productive maintenance tool will aid in increasing production and at the same time increase job satisfaction. Works Cited In Davim, J. P. Progress in lean manufacturing. 2018. Medinilla, A. Agile Kaizen: Managing continuous improvement far beyond retrospectives. Springer Berlin, 2014. Sharma, R. Kaizen: A Approach to Process Improvement in Manufacturing Industry. LAP LAMBERT Academic Publishing, 2015. Keyte, B., and D. Locher. The complete lean enterprise: Value stream mapping for office and services. 2017. Rother, M., Shook, J., & Lean Enterprise Institute. (2009). Learning to see: Value-stream mapping to create value and eliminate muda. Cambridge: The Lean Enterprise Institute. Alukal, G., & Manos, A. (2006). Lean kaizen: A simplified approach to process improvements.
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