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An Approach to Reduce Non Value Added Time and Improve Process Cycle Efficiency by Implementing Project Information System

An Approach to Reduce Non Value Added Time and Improve Process Cycle Efficiency by Implementing Project Information System

Abstract: This paper depicts how Project Information System was used to eliminate Non Value Added Time in a manufacturing plant. A current Process Cycle Efficiency was measured and data for constructing the present Process Cycle Efficiency was collected through production line visits, interviews of employees and observation of machine’s function at different production stages. Different causes of Non Value Added Time was determined. Regression analysis with the help of Minitab software were applied to evaluate most affected causes of Non Value Added Time. At present, Process Cycle Efficiency was found 63.47%. In order to improve Process Cycle Efficiency and to Reduce Non Value Added Time it was proposed to implement Project Information System, it was evaluated that future state Process Cycle Efficiency would be improved to 70.88% at initial stage. Keywords: Process Cycle Efficiency, Non Value Added Time, Project Information System
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Non Value Added Time Reduction and Process Cycle Efficiency Improvement by Implementing Inventory Management System

Non Value Added Time Reduction and Process Cycle Efficiency Improvement by Implementing Inventory Management System

Develop ment of pro ject consists of many co mp licat ions. All the parts of p roject is very sensitive and accurate. So for the development of project highly accurate instruments are used. The accuracy required for a ll the parts should be greater than 3  (Sig ma). Pro ject is developed by passing through different processes known as Process Cycle. Process Cycle allows the specification of task dependencies and their inter-relat ionship and then controls the execution of that process specification. Current Process Cycle takes more time than estimated time, in which Non Va lue Ad ded Time (NVAT) takes more time than estimated time. So, to reduce Non Value Added Time (NVAT) and to Improve Process Cycle Inventory Management System (IMS) was Imple mented.
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Case Study of Application of Line Balancing to Value Stream Mapping for Process Improvement

Case Study of Application of Line Balancing to Value Stream Mapping for Process Improvement

In the wake of Globalisation, liberalisation and privatization, the major organisations in different industrial sectors are trying hard to cut down the cost of production in order to survive in the highly competitive market . They were undergone application of various modern production management tools like downsizing, restructuring etc. to increase the productivity by reducing the cost of production and reducing the lead time and thereby sustain the competitive advantage in the competitive global market. In order to sustain its core competency of the product, the companies have to look for ways to cut down its cost of production and lead time reduction in order to compete with the other competitors. Here value stream mapping and Line balancing play a major role by stream lining the process and thereby reducing lead time and reducing the total cycle time of the product and cost of production. The companies can reduce the various industrial wastes by to improve the processes such that the non value added time and thus total throughput time can be reduced. Value stream mapping is a method of visualizing the flow of a service, a product, or information. It provides a system’s view of the flow of work, involving multiple processes. After differentiating the value added time and non value added time by applying value stream mapping on selected product. Line balancing was done to improve the cycle efficiency by reducing the no of work stations and thereby decreasing the manpower required. Incorporating the improvements in the future state value stream mapping total cycle time could be reduced considerably and thereby the process could be improved.
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Cycle Time and Idle Time Reduction in an Engine Assembly Line

Cycle Time and Idle Time Reduction in an Engine Assembly Line

This paper focuses on productivity improvement of a tiller assembly line by using operational analysis and assembly line balancing .The existing standard time in the assembly line is too old and inaccurate. A proposal of new standard time has been given to reduce the ineffective time. A heuristic method called Ranked Positional Weighted method is used for assembly line balancing. After the analysis of the existing time required for each tasks non value added time, value added time and production time has been found using stop watch time study. Micro motion study is done to find the ineffective time in each operation. Keywords: Idle Time, Standard Time Cycle Time, Line Balancing
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Implementation of Value Stream Mapping for Redraw Machine in Pump Industry

Implementation of Value Stream Mapping for Redraw Machine in Pump Industry

Thus the purpose of this study was to investigate and compare the impact of lean manufacturing concept in pump industry. The 5S is implemented in the company and proved the implementation. In Value Stream Mapping has created and proved to the effective way to analyze the industries current production state map and controlled to reduce the distance. The visual nature of VSM is done by combining information and material flow on the map. In this we reduced non-value added activity by the travelling time for each operation is controlled through VSM mapping. By using Value Stream Mapping we analyzed that non-value added time is reduced by 10% and value added time is increased by 10%, Also the distance of machine set up is reduced for 17%. This proves the utility of VSM.
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Patient process flow improvement: value stream mapping

Patient process flow improvement: value stream mapping

Value-added time can be defined as time for any activity that the customer is willing to pay or the only time on VSM that lean practitioners want to see. Non-value-added time is any time (activity) that the customer is not willing to pay, or waste and need the focus of Lean improvement (Nash & Poling, 2008). By identifying the non-value-added time, it will make the waste visible. Even though not all wastes that have been listed can be eliminating by identifying the non-value-added time, it will provide an insight of improvement in the process flow. As shown in figure 5, value-added time and non-value-added time for the current state are 1999 seconds and 3602 seconds. In this study, value added time is equal to the total of cycle time for each operation, while non-value-added time is equal to the total waiting time for patient before being attend by the staff. Since non-value-added time consumes much longer time than the value-added time, waste occurred. Thus, this study attempt to reduce the non-value added time in order to gain better result.
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Lean Service Approach for Consulting Services Company

Lean Service Approach for Consulting Services Company

Based on the results of the identification of the waste produced and interviews, it was found that there were six types of waste that occurred in public training service process, namely movement, inventory, processing, waiting, transportation, overproduction, and defects with the amount of time wasted by non-value added activities is 200.52minutes of the total time of 839.01 minutes or 23.90% of the total time of the public training processes. The proposed improvements provided based on the analysis of critical waste causes to minimize waste dominant in the form of waste waiting are the addition of new employees for marketing, making SOPs, setting training price standards, and increasing bandwidth to increase internet speed in the work environment. So, based on the future state value stream mapping after processed improvements there were a total reduction of cycle time as many as 136.36 minutes, from 839.01 minutes to 702.65 minutes or reduced at 16.25% and a reduction in the total non-value added time by 136.36 minutes from 200.52 minutes to 64.16 minutes or a decrease of 68.01%.
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Manufacturing Lead Time Reduction in Monoblock (SWJ) Pump Industry

Manufacturing Lead Time Reduction in Monoblock (SWJ) Pump Industry

The current state VSM is plotted with the help of shop floor activities like the cycle time, number of operators, material flow, information flow and customer requirements. The transportation information for supplier and customer is represented as external shipment icons. The inventories are noted with the inventory triangles between two processes. The process data are entered in the respected process data boxes. The information flow (manual or electronic) in the shop floor and the management is plotted according to the data. The timeline shows the value added and non-value added activities data. The value-added activity line always has the cycle time which specified in the process data with the unit seconds for each process. The non-value added activity line will always have inventory in the unit of minutes. The takt time is calculated to know the status of delivery.
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What is the added value of using non linear models to explore complex healthcare datasets?

What is the added value of using non linear models to explore complex healthcare datasets?

Many studies have used classication techniques to distinguish between categories of patients with low back pain (LBP), and the treatment-based classication schemes have been described in the literature review. Tailoring on the basis of classication in some studies lead to a reduction in pain, whilst others showed no evidence that tailoring treatment on the basis of classication was eective. In the vast majority of cases, the classication was made based on clinicians' observations of increased and decreased pain under varying postural conditions of the patient, and only a few on patient-reported measures. There were a few schemes which used statistical methods such as the k-means algorithm to form clusters based on means of various measures. The k-means method requires that a distance between two measurement of something is meaningfully dened. In the case of a sum score like HADS, it is not clear how meaningful the mean of the score is, or how to take a mean of the categorical version of the variable (e.g., clinically depressed, borderline, normal), so k-means was not considered suitable for this investigation. In contrast, latent class analysis (LCA) is a model-based approach (as described on page 64) which does not require such a distance metric. Two papers were found that described the use of LCA in relation to back pain. In one, the use of LCA for the classication of LBP time courses was found to produce descriptive classes, but these were not linked to treatments or outcomes (Dunn et al. [2006]). The other LCA model linked patient characteristics to quality of life (36-Item Short Form Health Survey, SF-36, Version 1), rather than pain and disability changes (Beales et al. [2012]). These last two studies are the most similar to the BeST LCA study detailed here in that they used some of the same measures, but they were not attempting to associate outcome with a treatment based on these patient characteristics.
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Enhancing Productivity of hot metal in Blast furnace -A case study in an Integrated Steel Plant

Enhancing Productivity of hot metal in Blast furnace -A case study in an Integrated Steel Plant

The current state map was analyzed with respect to screening of raw materials, conveyor system, tapping technology, addition of iron ore pellets and injecting natural gas as alternate fuel to quicken the process. Screening of raw materials and charging through conveyors are non value added process. But this time cannot be minimized or reduced unless the processing and smelting time of the burden inside the furnace is reduced. This is feasible when burden is added with iron pellets, injecting natural gas as alternate fuel to quicken the melting of burden in the furnace. The hydrogen content in the natural gas has direction reduction of iron in the furnace and there is lot of changes takes in the dynamic conditions of the furnace. Injecting natural gas causes a substantial decrease in the RAFT; this can be eliminated by injecting more oxygen to burn combust. Injecting Natural gas into blast furnace will increase hot metal productivity as well as decrease in coke consumption. These will results in effective utilization of the existing equipment, improve in the process and to get higher production rate at less in production cost.
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OXIDATIVE OR NON-OXIDATIVE CONVERSION OF METHANE OR ETHANE INTO VALUE ADDED PRODUCTS

OXIDATIVE OR NON-OXIDATIVE CONVERSION OF METHANE OR ETHANE INTO VALUE ADDED PRODUCTS

CO ratio, low selectivity / yield for CO, high capital cost and low space-time-yield), the steam reforming process is uneconomical for its use in the methane conversion. Autothermal reforming of methane to syngas is also a well-established process but it also suffers from a number of serious drawbacks limiting its use in the syngas production. In the past 12 to 15 years, catalytic partial oxidation of methane to syngas has been extensively investigated. This process is mildly exothermic one and provides syngas with desirable H 2 /CO ratio (about 2), required for the

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Productivity Improvement in Polypropylene Bag Manufacturing Using Value Stream Mapping

Productivity Improvement in Polypropylene Bag Manufacturing Using Value Stream Mapping

Lean manufacturing essentially focuses on minimizing the waste, maintaining perfect first-time quality, flexible production and continuous improvement. The first step of value stream mapping is to create a current state map to make a chart of production flow process and understand the company’s current cycle time, process communications, and machine equipment capacity. The company has several sections like Tape plant, Loom section, Lamination, Printing, Cutting, Stitching, and Baling. With the help of process which are going on that several section we can list out the value- added and non-value added activities and we do project to eliminate waste also to improve productivity. The lean manufacturing contains nine wastes such as over production, over processing .Using this information to produce a future state map by creating a vision of an improved value flow.
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AGILE MANUFACTURING IN SMALL AND MEDIUM SCALE ENTERPRISES

AGILE MANUFACTURING IN SMALL AND MEDIUM SCALE ENTERPRISES

This project can be extended by trying to formulate a Value Stream Mapping (VSM) for each sections present in a particular SME. Through the so far done process the NVA (Non Value Added) process are identified and are eliminated to decrease the cycle time. The cycle time can be immediately reduced, by removing the bottlenecks in the system. All the data needed for VSM has been gathered. A future state map should be developed along with a current state map. The future and current state maps are compared and the bottlenecks are identified and focus will be on to eliminate those and implement the future state map in the SME and reduce the lead time. This project will bring a great improvement in the SME economy which ultimately helps the country’s economy grow. This also helps in popularizing the field of Lean techniques which brings a major increase in productivity. A company’s sustainability mainly depends upon the QCDM (Quality, Cost, Delivery and Morale) factor. This also has been improved to a considerable extent.
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Productivity Improvement in Steering Knuckle Machining Line Using Lean Techniques A Case Study

Productivity Improvement in Steering Knuckle Machining Line Using Lean Techniques A Case Study

environment, companies are constantly looking for ways to improve. Because of this, many companies are striving to become “lean” by implementing lean tools, which is a difficult process. Simulation was used to aid in the implementation of lean manufacturing to reduce the trial-and-error period of lean manufacturing and find to optimum approach to implement the lean manufacturing principles. In this research, a case study of implementing level loading of the steering knuckle machining line is examined. To implement level loading, process study of machining line was conducted and bottleneck process was identified. The load on the bottleneck machine whose cycle time was double the Takt time was leveled by sharing the work done by that machine with another machine which having lesser cycle time than the Takt time. The simulation is performed to compare the present and level balanced process. The time and motion study is performed to identify the non-value added activities of workers and non-value added activities are reduced. In order to reduce the motion wastes and unwanted transportation, a new material handling system has been designed and developed.
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What is the added value of relevant and non relevant explanatory videos on comprehension of study materials?

What is the added value of relevant and non relevant explanatory videos on comprehension of study materials?

Having access to a lot of different videos does not imply that the videos are very suitable or fitting to the user’s actual needs in terms of whether the information in the video is relevant for the user. Relevance has been defined as “the perception that something is interesting and worth knowing” (Roberson, 2013, p. 1). In addition, relevance is also dependent on different individual and cultural aspects (Abdalla, Menezes, & Oliveira, 2019). To support relevance in videos, many websites and streaming services offer so-called video summarization with which users should get help to comprehend the most important parts of a video and help them navigate through the video (Nguyen, Niu, & Liu, 2012). In turn, users instinctively follow four separate, complementary criteria to judge the relevance of information in videos, namely conciseness, coverage, context and coherence (He, Sanocki, Gupta, & Grudin, 1999). For example, conciseness has to do with the length of the video and coverage with the abstraction level of information. According to Duncan, Yarwood-Ross and Haigh (2013, p.1576) YouTube is may be “a great ‘time waster’ but [also offers] a significant amount of educative material”. However, they also mention that educative material needs to be appropriately checked for and selected by quality. With careful selection YouTube videos offer a new, fresh approach, enabling linking theory to practice and promotes critical thinking and discussions (Burke, Snyder, & Rager, 2009).
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PERFORMANCE ANALYSIS OF SOFTWARE INDUSTRIES THROUGH VALUE ADDED APPROACH - AN EMPIRICAL STUDY ON INFOSYS LTD.

PERFORMANCE ANALYSIS OF SOFTWARE INDUSTRIES THROUGH VALUE ADDED APPROACH - AN EMPIRICAL STUDY ON INFOSYS LTD.

he degree of survival of an enterprise is determined by the level of performance they attained. The parameter of performance measure of an enterprise may be the variables of financial or non- financial nature. Any how the financial variables get the final determinant of the business progress among the other variables. The analysis of value added approaches gets more important than the other, especially in the IT industries. The main reason is the value added approach exhibits the clear picture of the distribution of funds to the stake holders suck as owners, capital providers, employers, and governments. Value added is a basic and important measurement to judge the performance of an enterprise. It indicates the net value or worth created by the manufacture during a specific period of time. No enterprises can survive and grow, if it fails to generate wealth. An enterprise may exist without profit, but can not survive without adding value. Value added is meaningful measure of corporate performance than conventional measures based on traditional financial accounting and can be particularly useful for employee’s oriented approach, which will allow more fruitful discussion with employees and can be especially useful in productivity arrangement. The value added is a basic and broad standard comprises investment by shareholders, debentures holders, creditors and specialized financial institutions. If such investment not creates wealth (value addition), it means that is misuse of public funds. Therefore the concept of value added has a direct linkage with the concept of performance of the business.
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Development Strategy Of Competitive Health Of The Beginning Industry Through Management Of Value Added And Non Value Added Activity

Development Strategy Of Competitive Health Of The Beginning Industry Through Management Of Value Added And Non Value Added Activity

4. The finished goods inspection activity aims to ensure the quality of the product meets the standards. In the event of defective product it is necessary to rework the process. The rework process takes a long time and leads to storage of raw material reserves so it is a waste. Management can negotiate with tailors to provide good quality stitching results. If the management already has sewing machines and tailor power, the Management can apply Total Quality Control (TQC) and Zero Defect Manufacturing to improve employee's ability to control product quality so that at every stage of their work they can produce products that meet the quality standard and autonomies as unit control defects that do not allow defective units to flow to the next process.
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Evaluation and implementation of lean manufacturing in assembly section

Evaluation and implementation of lean manufacturing in assembly section

Abstract - Every industry tends to find out the efficient way of mass production system to prove its superiority. This is decided by the ability to produce huge product varieties while the cost of the production remains low. So, as in manufacturing industries, the assembly sections are to be planned in much more flexible way to achieve this. To tackle this problem, conventional manufacturing can be replaced by lean manufacturing. Lean manufacturing is a systematic approach to identify and eliminate wastes (non-value added activities) through continuous improvement by flowing the product at the pull of the customer in pursuit of perfection. This project aims to implement the lean manufacturing technique in Sakthi Auto Components Ltd., A few wastages are identified in the assembly section of their main product steering knuckle by doing onsite research. By using value stream maps the company’s wastages (non- value added activities) in assembly section such as, assembly line cycle time, motion, waiting time and defects are identified. This affects the company’s productivity, product cycle time and cost. The project aims to eliminate these wastages and reduce the cycle time, improve productivity and reduce operation cost by modifying current assembly line layout with the help of value stream maps.
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On-Time Delivery Improvement Using Lean Concepts - A Case Study of Norglide Bearings

On-Time Delivery Improvement Using Lean Concepts - A Case Study of Norglide Bearings

Our main objective was to improve the on-time delivery as much as possible. For this purpose Lead time is reduced by using Value stream mapping and Inventory reduced by implementing Kanban system. VSM helps to reduce the non value added activities. Improved the information flow and process ratio. Converted all process from push system to pull system. Production schedule is fixed and by this on-time Delivery is improved.

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Domestic value creation in global value chains in Asian economies

Domestic value creation in global value chains in Asian economies

The major findings from the empirical analyses are as follows. First, the dynamic panel analysis identified the non-linear smile curves in the combination between total domestic value added share to exports (DVA) and real per capita GDP with the turning point being 2,270 US dollars, and in the combination between the “indirect” domestic value added share to exports (IDC) and real per capita GDP with the turning point being 1,862 US dollars. There appeared to be a synchronization between the DVA smile curve and DDC smile curve, which implies that the domestic value movement in exports originates from the one from the supporting industries. Second, the vector auto-regression (VAR) estimation verified the clear positive causality from IDC to DVA, but also the weak negative causality from DDC to DVA due to the accompanying import effects. Third, the sectoral observation of the decomposed domestic value creation in all the sample economies for 2000-2014 showed that there are more cases of the increase in domestic value added to exports in IDC by the supporting industries including service sector than in DDC by the exporting industry.
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