value stream mapping

2 The Value Stream Mapping method (VSM) is a visualization tool oriented to the Toyota version of Lean Manufacturing (Toyota Production System). It helps to understand and streamline work processes using the tools and techniques of Lean Manufacturing. The goal of VSM is to identify, demonstrate and decrease waste in the process. Waste being any activity that does not add value to the final product, often used to demonstrate and decrease the amount of waste in a manufacturing system. VSM can thus serve as a starting point to help management, engineers, production associates, schedulers, suppliers, and customers recognize waste and identify its causes. As a result, Value Stream Mapping is primarily a communication tool but is also used as a strategic planning tool and a change management tool.

M. Rother etal: John Shook and Mike Rother co- authored the book published by the Lean Enterprise Institute, Cambridge, England. They were pioneers in introducing material and information flow diagramming and how to develop lean thinking using that practice. They have given the name as Value stream mapping, and is a flexible tool that let us put all of the information in one place in a way that is not possible with process mapping or other tools.[3]

A process is no more than the steps and decisions involved in the way work is accomplished. Even without Changing the process flow, speed can be injected into the system doing the away with the costs of waiting, and the resulting confusion by simply streamlining and debottlenecking the flow by reorganizing the flow of work. The current business environment has placed an increased focus on operational efficiencies while maintaining a high level of quality and innovation excellence [1]. With manufacturing becoming a more and more competitive market, companies globally strive to increase their efficiency. Value Stream mapping technique involves flowcharting the steps, activities, material flows, communications, and other process elements that are involved with a process or transformation. Companies are experiencing intense competitive pressure due to globalization hence they cannot afford to operate with waste in their processes [3]. A value stream is all the actions (value-added and non-value added) required to take a product from raw material to the customer, the design flow from concept to completion. Value-added activities are considered the actions and the process elements that accomplish those transformations and add value to the product from the perspective of the customer (e. g., tubing, stamping, welding, painting, etc.).Non-value-added activities are the process elements that do not add value to the product from the perspective of the customer such as setting up, waiting for materials and moving materials.

Indeed, it’s a standout amongst the most centred standards utilized as a component of numerous associations where the name of lean has become to be unbounded in the manufacture scene. Lean manufacturing gives the establishment to dispense with squanders and sustain the association with nonstop change society. On that point are numerous creatures in the Lean Manufacturing, which are applied as a portion of the waste; where the Value Stream Mapping (VSM) is a standout amongst the most looked for method’s designs. Value Stream Mapping is generally recognized as the visualization tool where it facilitates the management group to perceive squander and distinguish the causes counted within. The Value Stream Mapping delineates the stream of resources and information from the first process of the material come as crude resources through all the manufacture sequences of process till handed the product to customers. The mapping exercises incorporate all the parameters, for example, the arrival time, setup time, overall equipment efficiency, and number of lot size at the workstation. The preliminary mapping procedure acknowledged as 'Current State Map' which demonstrates how things right now resemble the other much the same, and the further change of it called as 'Future State Map', which serves as establishment after inefficiencies in the current body politic have been eradicated.

Operational Excellence is becoming an important organisational factor that focuses on meeting the customer expectation. Lean manufacturing systems use several techniques to achieve efficient and effective processes, focussing on customer value and elimination of Muda in all activities. Lean practises are a tool to achieve operational excellence. Value Stream Mapping (VSM) is a tool which is used to chart the activities involved in a process and helps in identifying the time taken for each activities to complete. This paper gives an insight into how lean practises has helped in achieving operational excellence at standard production area. Through this case study the organisation was able to increase its daily production from 6 no’s to 10 no’s per day. There has been a reduction of 55% in the shop floor utilization as well as 53% reduction in the cycle time.

essential idea of Lean. Worth isn't just a word to be characterized in Lean, yet additionally it is actually what the entire organization should go for and what isn't characterized as worth ought to be decreased or evacuated. Thinking about this reason, value‐stream mapping as a device in Lean Production was followed in writings and help of most experience people for executing this instrument. Because of the way that most improvement proposals are tied in with arranging of process duration decrease, improve work-in- process, improve machine and diminish labor, so an exact and practical guide can make a solid stage for enhancements. In this way, the more precise the present express the more reachable advancements. By executing the worth stream mapping we effectively get the bottleneck procedure and thought for usage and examination the outcomes. So we can lessen the most extreme process duration from 12 sec to 9.0sec and decrease labor from 45 to20 per move. That is we get the greatest advantage by VSM which is increasingly other lean procedure. So future state gets the clearest view and further distinguished the open door for development. Keywords: Lean Production, VSM, Reduce Cycle Time & WIP

Amir azizi et al. [5] conducted this study based on design an efficient Value Stream Mapping to improve the productivity in Small and Medium Enterprise by eliminating non-value added activities. The methodology of VSM they take, first analyze the overall production waste in current state map, and secondly use the different Kaizen activity with lean tool Single Minute Exchange of Die to effectively make and support future state for current process improvement. This paper concludes that Future Value Stream Map helps to effectively identify wasteful activities and production processes. VSM and Kaizen are input for continuous improvement by reducing the lead time of manufacturing using SMED. Improvement process is use to reduce the WIP inventory and product lead time using SMED and Kaizen techniques. The machine setup time in the insertion process was reduced from 145 seconds to 54 seconds by use of SMED.

Value stream mapping is a visual representation of all the specific activities, including the flow of material and information, which occurs along the value stream selected for a product or family [4].Value Stream Mapping is a manual method for mapping. It represents all activities of product from raw material to finished product in the hand of customer. Software used to draw the value stream map for current and future state VSM are listed below

This paper reports some significant results of the application of value stream mapping from review of literature.VSM provides the facility of projecting the estimated gains in different scenario by creating different future state maps, and then selecting the most feasible beneficial state. This enables the company to implement a feasible improvement plan with full confidence and knowledge of expected gainsThe practicality of VSM is amply demonstrated by several

Abstract: Value Stream Mapping has the reputation of uncovering waste in manufacturing, production and business processes by identifying and removing or streamlining non-value-adding steps. A flow diagram showing the process is drawn to reflect the current state of the operation. The non-value actions are identified in each step and between each step by their waste of time and resources. The process is analyzed with the help of simulation software for opportunity to drastically reduce and simplify it to the fewest actions necessary. By reducing wastefulness the proportion of value adding time in the whole process rises and the process throughput speed is increased. This makes the redesigned process more effective (the right things are being done) and more efficient (needing fewer resources). This paper explains about the corrective methods for eliminating the non-value added activities in the die casting industry with the help of Arena simulation software. The reengineered process is flow charted in its future state with process steps and information flows redesigned, simplified and made less expensive and increase in productivity. Key words: Value Stream, Current Stream Mapping, Future State Mapping, Takt time, Cycle Time, Lean Manufacturing, Simulation.

state value stream mapping will indicates the current process, postponements, and data stream required to deliver the focused product. It needs to assess how waste can be eliminated from the current-state value stream mapping. Then, by developing the future- state value stream mapping which consists of revised process which waste eliminated and improves the cycle time or lead time. The benefits of using VSM are the strength itself helps to visualize to an organization in identifying and eliminating the waste in the production line. With the VSM, it’s a powerful technique to eliminate waste by identifying and analyzing on the current-state and came out with proposal of future-state mapping.

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.

But many enterprises fail in the process of implementing lean. This paper aims at implementing lean in a coil manufacturing unit using the most important lean manufacturing tool called VSM. It also details the use of VSM in waste reduction, unnecessary inventory and defects. The paper also concludes that lean thinking is applicable to SMEs with some necessary adjustments; Value Stream Mapping can be a valuable tool in revealing improvement potential

Value stream mapping is a visual representation of all the sub manufacturing activities, including the flow of material and information as well as lot size, which occurs along the value stream selected for a product or family (Tapping, 2002). The value stream mapping process will likely expose that a significant amount of non-value-added activities which ultimately plays the role of loss are present in current processes. These activities consume financial and human resources and adds significant amount of lead-time without adding value. However, some of these activities are really necessary in the process due to inbuilt limitation of the company; therefore the idea is to minimize their impact. [9].

Value stream mapping is a tool, which is created using a predefined set of icons . There are a lot of benefits to draw value stream maps by hand. Manual mapping lets us see what is actually happening in a shop floor value stream, rather than being restrained to a computer. Also, the process of quickly drawing and redrawing a map acts as a plan-do check- act cycle that deepens our understanding of the overall flow of value or lack thereof. Here in this work the product selected is 4.5 KW alternators of which the rotor manufacturing process alone is the scope of this study. The next step is to draw a current state map to take a snapshot of how things are being done now. This is done while walking along the actual pathways from the actual production process. The material flow is drawn at the lower portion of the map. At each process all the critical information including lead-time, cycle time, , inventory levels, etc.are documented. The inventory levels on the map should correspond to levels at the time of the actual mapping and not the average because it is important to use actual figures rather than historical averages provided by the company The second aspect of the current state map is the information flow that indicates how each process will know what to make. The information flow is drawn on the upper portion of the map. The information flow is drawn from right to left on the map and is connected to the material flow previously drawn. After the completion of the map a timeline is drawn below the process boxes to indicate the production lead-time, which is the time that a particular product spends on the shop floor from its arrival until its completion. A second time called the value- added time is then added. This time represents the sum of the processing times for each process. Lead time(Non value added time) is calculated by the way each component will wait on every

ARENA simulation result was run for the different variable time such as delay time and average performance time for individual operation. Figure 1 and Figure 2 shows the current value stream mapping (VSM) and modified value stream mapping respectively. Line connecting each station shows the route to the next work station.

Abstract— Demand side response enables cost optimization for energy systems and industrial consumers. In many countries, it is not widely used because of implementation complexity. One of the solutions for applying demand side response is industrial process scheduling according to the energy market needs. From the energy system point of view, process scheduling implies load scheduling. The aim of this paper is to provide a solution for load scheduling by implementing value stream mapping, which is a straightforward enough for production management. Decision makers in the industry should have a clear understanding about positive effect from load scheduling and its effect to production outcome and process availability. Value stream mapping is a well- known process optimization tool from lean production philosophy. The aim of value stream mapping is to shorten the lead time of industrial processes and to reduce the intermediate stock amounts. By complementing value stream map with process energy intensity and energy stored in intermediate stocks, we can promote load scheduling possibilities. Our methodology provides a tool that is understandable and traceable for industry-minded decision makers. Finally, we present a real life test example for the new methodology, which is based on the production process of a district heating plant.

Value Stream Mapping technique involves flowcharting the steps, activities, material flows, communications, and other process elements that are involved with a process or transformation. In this respect, Value stream mapping helps an organization to identify the non-value-adding elements in a targeted process and brings a product or a group of products that use the same resources through the main flows, from raw material to the arms of customers. In this study, a practical study carried out in a manufacturing industry for the manufacture of Machining center is discussed. The main aim was to draw the current state value stream mapping for the main components like Base, Column, Cross Slide, Milling Head and Table. Further, the paper has identified some of the processes which can be carried out by the sub contractor and suggested measures to be taken up by the higher level management in reducing the non value added process. It discusses the reduction in the set up time and cycle time that can be obtained through the implementation. This paper also discusses the plan of action for improving the Future State Value Stream Mapping (FVSM). A FVSM for the manufacture of Base is drawn.

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.

Lean production emerged in the 1990’s as an academic term, with the publication of the book ‘The Machine that Changed the World’. The philosophy was born out of the Toyota Production System, with the objective to eliminate waste within firms. Originally applied to the manufacturing industry, the philosophy has been applied to other industries such as services and healthcare with varying levels of success. However, to date, very little research has been conducted in the agricultural sector. The aim of the study is to use the Lean tool Value Stream Mapping to determine its ability to improve performance within a logistics setting, through conducting a cost analysis on container utilisation for an existing New Zealand dairy company. A case study methodology was used in the study to draw a non-traditional Value Stream Map, which was then used to conduct the cost analysis. The results of the project suggest that container utilisation could be improved through reducing the pallet weight load.