...Mapping a Process Understanding y g your p processes Why map your process? The flowcharts in procedures and quality manual show how the process should be. Process mapping is the detailed be mapping of the real process. Process maps: • Bring clarity to complex processes • Highlight non-value adding activities • Start the process of thinking about improvements Versions of a map Any Process Has At Least Three Versions What You THINK It Is What It ACTUALLY Is Hidden work What it SHOULD Be What the procedure says What the operator does What the future state can be Map what it really is not what you think it is! p y y What actually happens – Spaghetti Diagram Part no 3102336 V.D.F. 4295-01 4295-02 4295-03 MARKING WASH SPAG GHETTI DIAGRAM Area: RAW MAT'L • • DEBURRING BENCH • • 3 2 • FINAL INSP. • • • 2 • GRINDER 3220 2 PAINTING J&S 3148 FADAL 5139 • • BLAST • • H.T. INSP. HEAT TREAT LATHE 4400 • • 2 • DISTANCE OF PARTS INTERNAL EXTERNAL TOTAL 116 490 606 METRES F.P. STORES • •• VERT SHAPER 12008 Team: • . S.T.I. M.P.I . What actually happens – Spaghetti Diagram Goods Inwards Warehouse 1. Prod’n m/c Material store Material store Material cart 2. Prod’n m/c Material cart Q QS Material distance = 1,230 M QC distance = 400 M Production Area Lead time = 5 days SIPOC Diagram Suppliers Inputs Process Outputs Customers •External...
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...Value Stream Mapping 1 Value Stream Mapping Definition • Value Stream Mapping (VSM): – Special type of flow chart that uses symbols known as "the language of Lean" to depict and improve the flow of inventory and information. 2 Value Stream Mapping Purpose • Provide optimum value to the customer through a complete value creation process with minimum waste in: – Design (concept to customer) – Build (order to delivery) – Sustain (in-use through life cycle to service) 3 Why ? • Many organizations pursuing “lean” conversions have realized that improvement events alone are not enough • Improvement events create localized improvements, value stream mapping & analysis strengthens the gains by providing vision and plans that connect all improvement activities • Value stream mapping & analysis is a tool that allows you to see waste, and plan to eliminate it 4 What Is Value? • A capability provided to a customer – of the highest quality, – at the right time, – at an appropriate price, as defined by the customer. • "Value" is what the customer is buying 5 What Is Value Stream Analysis? Planning tool to optimize results of eliminating waste current state VSM future state VSM + + Lean Basics = 6 Value Steam Mapping Steps Next Future State Future State Current State Original State 7 Apply Five Simple Principles • Specify value from the standpoint of end customer • Identify the value stream for each product...
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...important for the restaurant managers to provoke a free flow of work. China wok is one restaurant which is very close to the SEMO campus. As there are more number of chinese students coming every semester, the demand for this restaurant is huge. But this restaurant runs with longer lead time and cycle time. Thus, it leads to higher cost and more waiting time which is affecting the restaurant’s business. Value Stream Mapping is put into practice at China Wok by first identifying the various steps in the process. Then current state at China Wok will be identified and examined. Discussions/ meetings will be conducted with the workers and manager along with few interviews. Data will be gathered from them. Current State Value Stream Map is developed with the help of the collected data and information. It provides the current steps information, and also the information required to ship the final products (Jones & Womack, 1996). Cycle time and lead times are then calculated. Non-value added and value added activities are also recognized. VSM will be developed by removing the non-value added activities and wastes. Microsoft Excel and Microsoft Visio are used as a part of the research, to draw the current and the future state maps. http://library.semo.edu:3608/ehost/detail?vid=13&sid=239841dc-2435-4355-b159-20a6d0246a0e%40sessionmgr112&hid=121&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=a9h&AN=5531067...
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...Value stream mapping in fast food restaurants Imran Khan Afridi1, Asim Khan1 1 Nust Business School, NUST, Islamabad, Pakistan (1imranafridi@live.com 1asim_3mba@yahoo.com) Abstract - The aim of this paper is to present that how Value stream mapping (VSM) can be applied to restaurant industry and especially fast food sector. The purpose was to identify wastes and how these can be reduced and/or eliminated by the help of value stream. A case study in Pakistan based restaurant has been carried out to illustrate this. A current state value stream map has been developed. Value stream map highlights opportunities to improve wastes and problems along the restaurant supply chain. Results indicated a non value adding steps of 29% at the processing. Value stream can be readily applied to restaurant industry. Keywords – Value stream mapping, Restaurants, Pakistan I. INTRODUCTION Lean manufacturing organization will think more on its customers rather than about running machinery to maximize capacity in order to cover labor and overhead costs. A study by [1] indicates that lean manufacturing can result in a 50% reduction of human effort, tools investment and manufacturing space. This paper will examine how time and cost reductions can be made along the restaurant supply chain in the restaurant industry by the help of Value stream mapping to analyze the processes involving in the making and identifying key areas of waste and probable solutions to overcome these. Value stream mapping...
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...Value Stream Mapping Prof. N.Raghavan Value Stream Mapping (VSM) Definitions • Value: What the Client wants from the process • Value stream: Includes all the processes and activities used to design, produce and deliver the product or service to the Client. --- All the steps – both value added and non value added – required to take a product or service from its raw materials state into the waiting arms of a happy customer. • Value Stream Map: Special type of flow chart that uses symbols from the “Language of Lean” to depict and improve the flow of inventory and information. Typ. VSM Value Stream • “Whenever there is a product for a customer, there is a value stream. The challenge lies in seeing it.” -Learning to See, Lean Enterprise Institute VSM • Value stream mapping is a lean manufacturing technique used to analyze and design the flow of materials and information required to bring a product or service to a consumer. • VSM is a technique for identifying value-adding activities and eliminating nonvalue adding activities to optimise processes • Activities are generally divided into three categories: – (1) non-value adding (NVA); – (2) necessary but non-value adding (NNVA); and – (3) value-adding (VA). • In a formal sense, two depictions of the status are made: – Current state of VSM (CVSM) – Future state of VSM (FVSM) • Each scenario is depicted pictorially using standard symbols • We have to work on moving from CVSM to FVSM ...
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...Abstract - The aim of this paper is to present that how Value stream mapping (VSM) can be applied to restaurant industry and especially fast food sector. The purpose was to identify wastes and how these can be reduced and/or eliminated by the help of value stream. A case study in Pakistan based restaurant has been carried out to illustrate this. A current state value stream map has been developed. Value stream map highlights opportunities to improve wastes and problems along the restaurant supply chain. Results indicated a non value adding steps of 29% at the processing. Value stream can be readily applied to restaurant industry. Keywords – Value stream mapping, Restaurants, Pakistan I. INTRODUCTION The concept of fast food goes back half a century, yet has found its way into the Pakistani market only a decade or so back. With the introduction of many foreign brands finding their way into the country, in the late nineties, the Pakistani market has finally become accustomed to manufacturing and providing service in such a way that goes around the wholesome fast paced scenario. As time has passed, Pakistani restaurants have picked up the technique to play alongside the foreign players. Now we can see that many local brands have established their image on the fact that they provide not only locally designed food, enveloping the fast food concept. Hence we can say that fast food has evolved and redesigned the whole Pakistani restaurant market. In the past five...
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...eventually reduce the cost of services and products, thus growing more profits. Waste: Waste can be defined as a substance or a thing that is no longer useful in a process. Waste is in fact anything that adds cost, but not value to a product. Toyota executive Taiichi Ohno identified seven types of wastes in manufacturing system, namely: Overproduction- It is considered to be the worst of the wastes, as it multiplies the other 6 wastes and hides your true capability, thereby causing you to make bad decisions such as turn work away or invest in unnecessary additional capacity. Defects- It is also pure waste as poor quality is produced. Time, energy and materials are consumed needlessly, and even if the customer is not lost, you still need to do the work again. Inventory- It is the worst of all the 7 wastes. It ties up cash, requires labor, energy and fixed assets to manage it, and moreover it provides a false sense of comfort by hiding problems. Motion- In terms of ease of elimination and size of improvement impact, the waste of motion ranks very high and is often the target of kaizen. Process- It means that a process is not necessary or uses more resources then the customers need require. Transportation- It is quite visible and clearly adds no value, yet by itself not such a huge waste. This waste can shoot up the priority list whenever it increases the...
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...Question #1. Eliminating the queue of work dramatically quickens the time it takes a part to flow through a system. What are the disadvantages of removing those cues? Answer. Eliminating the queue reduces product inventory and limits machine capacity to increase productivity if demand increases. Additionally, removing one machine from the process effectively eliminates equipment redundancy and in the event of equipment malfunction of sole remaining machine will result in the interruption of the manufacturing process. It will be necessary to perform regular maintenance on sole remaining machine to insure it’s in good operating condition and not in danger of catastrophic break-down. Question #2. How do you think the machine operators would react to the change? Answer. It is natural for employees to experience anxiety, concern and frustration with the change in processes and job responsibilities. To help mitigate this it will be necessary for the company to inform and educate the employees in advance of the changes and help them understand the necessity for change. The changes are being implemented to improve productivity and provide the company a competitive advantage in the market-place. Failure to effect these changes could have a profoundly negative impact on company profitability and impact on employees. Additionally, company employees would be included in the analysis of productiy and the identification of process improvements. Including the employees as part...
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...De KOOP, Klant Order Ontkoppeling Punt, is het punt waarop de klant invloed uitoefent op het eindproduct. In het Engels is dit het Decoupling Point (DC). We onderscheiden hierbij 4 soorten DC’s. In DC 1 is make to stock, wat betekent dat er geproduceerd wordt voor voorraad en dat de consumenten het zo uit de winkel kunnen halen. Dan hebben we DC 2, dat is Assemble to stock, dit betekent dat een combinatie van een aantal voor geproduceerde modules samengebracht worden om overeen te komen met de wensen van de klant. Hierbij ligt het combine a number of preassembled modules to meet a customer’s specifications dfdf dfdf df df df df df d df df f awe s sfdf ae we sd wew sd sd we wsd sdwe sdsd we we sd sdsdwe dfdf dfdf df df df df df d df df f awe s sfdf ae we sd wew sd sd we wsd sdwe sdsd we we sd sdsdwe dfdf dfdf df df df df df d df df f awe s sfdf ae we sd wew sd sd we wsd sdwe sdsd we we sd sdsdwe dfdf dfdf df df df df df d df df f awe s sfdf ae we sd wew sd sd we wsd sdwe sdsd we we sd sdsdwe dfdf dfdf df df df df df d df df f awe s sfdf ae we sd wew sd sd we wsd sdwe sdsd we we sd sdsdwe dfdf dfdf df df df df df d df df f awe s sfdf ae we sd wew sd sd we wsd sdwe sdsd we we sd sdsdwe dfdf dfdf df df df df df d df df f awe s sfdf ae we sd wew sd sd we wsd sdwe sdsd we we sd sdsdwe dfdf dfdf df df df df df d df df f awe s sfdf ae we sd wew sd sd we wsd sdwe sdsd we we sd sdsdwe dfdf dfdf df df df df df d df df f awe s sfdf ae we sd wew sd sd we wsd sdwe...
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... you are expected to do a lot of domain trainings. I have done many in the past and tell you what – the experience has been good. As a trainer you need to do your homework properly and be up-to-date in your chosen domain. Presales is another stream. As a presales anchor at Offshore – you should be able to handle Client Visits and lend Proposal support. This involves market research/ deck preparation. A deck is a suite of inputs – Value proposition of services, staffing plan, costing etc. As a presales anchor at onsite (or locations abroad), you can be projected as a BDM, and you literally get to acquire clients. Apart from this, one can be into Delivery. In delivery, you would be expected to carry out user acceptance testing, suggest improvements to the project has been managed and services have been offered to clients. Also, one has to review test cases, even do testing (depends on your luck – manual/automation/performance are the possibilities) Requirements gathering is yet another path that a BA gets to traverse. A requirements analyst – engineers requirements, gathers and documents them. You get to due-diligence of clients’ applications and interface with them to understand their requirements better. These are some of the streams that I am able to think of Will add more as and when I recollect..Hope this is...
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...fish species. Many aquatic, terrestrial, arboreal and aerial animal species depend upon the river and its streams (“Verde River Watershed Conservation Plan,” 2009). Included within the Verde River’s flora and fauna are plants and animal listed as threatened or endangered by Arizona or the federal government. Watershed Conservation Plan The Verde River Watershed Conservation Plan is an effort by The Nature Conservancy to implement the most effective actions for maintaining or restoring the native plants and animals of this watershed. While this preservation is vital to wildlife and recreation in Arizona, it is also necessary to the vigor of the river’s water flow, which serves many communities downstream. The constant need for water is placing pressure on the watershed. The looming development of the aquifer which feeds the Verde River could potentially reduce the flow of water not only to the downstream communities, but to the plant and animals that rely on it. During the yearlong planning process, the Nature Conservancy identified the need for an integrated management of groundwater and surface water by developing an effective surface water management structure that would benefit long-term needs of humans and those of the natural system. Their main focus is on the riparian and aquatic systems, due to their biological importance to the area. Conservation Values in the Verde...
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...to a location in another country. The employee must learn the language and culture of those around him, and vice-versa. This can be more difficult if this person is acting in a managerial capacity; someone in this position who cannot effectively communicate with or understand their employees' actions can lose their credibility. In an ever-expanding global economy, cross culture and adaptability will continue to be important factors in the business world. Cross-culture tries to bring together such relatively unrelated areas as cultural anthropology and established areas of communication. Its core is to establish and understand how people from different cultures communicate with each other and the culture of a society comprises the shared values, understandings, assumptions, and goals that are learned from earlier generations, imposed by the members of the present day society and passed on to the succeeding generations. Cross Cultural Management is a system designed to train people in the global business about the variations of cultures, practices and preferences of consumers around the globe. It poses as a challenge for companies who participate in the global market. As time passes by, the diversity in culture, practices and preferences significantly increases, and so is the need for...
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...Lean Supply Chain Management Principles and Practices Professor Deborah Nightingale October 3, 2005 Lean Supply Chain Management Learning Points • Lean supply chain management represents a new way of thinking about supplier networks • Lean principles require cooperative supplier relationships while balancing cooperation and competition • Cooperation involves a spectrum of collaborative relationships & coordination mechanisms • Supplier partnerships & strategic alliances represent a key feature of lean supply chain management ESD.61J / 16.852J: Integrating the Lean Enterprise Page 2 © Deborah Nightingale, 2005 Massachusetts Institute of Technology Theory: Lean Represents a “Hybrid” Approach to Organizing Interfirm Relationships • “Markets” (Armʼs Length): Lower production costs, higher coordination costs • • • Firm buys (all) inputs from outside specialized suppliers Inputs are highly standardized; no transaction-specific assets Prices serve as sole coordination mechanism • “Hierarchies” (Vertical Integration): Higher production costs, lower coordination costs • • Firm produces required inputs in-house (in the extreme, all inputs) Inputs are highly customized, involve high transaction costs or dedicated investments, and require close coordination • “Lean” (Hybrid): Lowest production and coordination costs; economically most efficient choice-- new model • • • Firm buys both customized...
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...Houses Built On Sand: How the Lack of Operations Management Knowledge Undermines Lean Implementations Kate Mackle, John Bicheno, John Darlington Background: The MS in Lean Enterprise • Started at Lean Enterprise Research Centre (LERC), Cardiff Business School in 1999 • (LERC was founded by Dan Jones of Womack and Jones) • 2 Year part-time, for practicing Lean managers • Student average age 39 (31 to 53); 20% with MBA; 35% Six Sigma Black Belt; almost 200 Alumni • In First year, 9 one-week modules, 6 of which are held onsite at plant locations; Second year dissertation. • Thus far, 65 one-week MS modules have been held on site. • Most of the lecturers are are vastly experienced Lean consultants and managers • As from January 2013, the MS will be offered at University of Buckingham with the original LERC teaching team. Background to the presentation • The authors have been working in improvement for 25 years and have taught on a Masters level programme in Lean Operations for the last 13 years. We have often been struck by the weakness in demand and capacity management processes in companies we have worked with: diagnosing and then rectifying this weakness has frequently been an important early stage of those companies’ successful Lean transformations. • Similarly, students on the Masters programme, despite their current positions and prior education, have often – Lacked fundamental knowledge of Operations Management (especially Demand and Capacity) ...
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...implementation of value stream management and lean accounting at Watlow Electric Manufacturing Company. Value stream management and lean accounting are designed to support lean manufacturing where value is defined from the customer's perspective, work is organized by value stream, supply flow is defined in terms of demand pull, and employees are empowered and focused on quality and continuous improvement. Rather than organizing by functional departments (i.e., the traditional approach associated with responsibility accounting), a company using value stream management develops an organization structure based on value streams, where a value stream includes everything involved in creating value for a customer, e.g., everything associated with a product or product line. Value streams tend to include the work of many functional areas such as product design, production, marketing, sales, distribution, and cash collection. Metrics or measurements are created for each value stream. Some examples used by Watlow Electric include: safety (case incident rate), quality (defects per million), delivery (on-time to promise percentage), cost (sales per full-time equivalent), and inventory (days of inventory). Standard costs, cost allocations, and variance analysis are not used. Instead, only "directly incurred costs" are used for decisions related to the value streams. According to the article there are seven steps for implementation. The first step is to identify the main types of value streams. These include...
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