VALUE STREAM MAPPING A CASE STUDY OF CONSTRUCTION SUPPLY CHAINOF PREFABRICATED MASSIVE TIMBER FLOOR ELEMENT

University essay from Vxj universitet/Ekonomihgskolan, EHV; Vxj universitet/Ekonomihgskolan, EHV Author: Cindy Marzec; Joachim Gustavsson; [2007] Keywords: Lean production; Lean construction; Element prefabrication; Waste; Massive timber floor system; Multi-storey; Abstract: The purpose of this Master Thesis is to study how the value stream mapping concept can be applied along the construction supply chain for prefabricated massive timber floor elements. Identification and qualification of waste are starting points to propose suggestions on how to reduce and/or eliminate them. In order to use the value stream mapping along the construction supply chain, pertinent data has been collected and analyzed. To conduct the value stream mapping, the first three steps of the lean thinking principles in construction have been followed. The first step aims at defining the customer and his value as well as the value for the delivery team and how it is specified in the product. The second step is based on identifying the value stream and this is done through defining the resources and activities needed to manufacture, deliver and install the floor elements. This is conducted by using the VSMM methodology. In addition the current practice should be standardized and key component suppliers should be defined and located. The third and last step identifies non-value adding activities, in other words waste and suggestions on how to remove and/or reduce waste have been reached. Wastes from product defects, transportation waste and waste of waiting were to be found in the construction supply chain. Propositions to reduce and/or eliminate wastes were to implement a more careful planning of the manufacturing process and production schedule, to apply lean production principles in the manufacturing facility and decrease and or eliminate storage time. The study made has shown that in the supply chain of massive timber floor elements at Limnologen there is a big potential to lower costs and increase customer value as value added-time accounted for only 2% of the total time.

Implementing lean in an medium scale industry - a case study at Country-Cone Enterprises Ltd. Ghana
University essay from KTH/Industriell produktion Author: Eric Jnr Ofori-ntow; [2011] Keywords: ; Abstract: Lean manufacturing is a known principle used in todays industries to eliminate various hidden wastes that do not add value to the finish product. Lean concept has many advantages which have helped many companies over the years to stay more competitive in global and national business.With the help of value stream mapping as a main tool, the current state of the company can be analyze so to detect any non-value adding processes termed as waste. Future state of the company is then planned to make sure all non-value processes are eliminated from the entire production line.Many companies are currently choosing lean production with the ultimate aim of bringing overall operating cost to barely minimum. Choosing lean production means continues improvement within the company to be able to achieve the benefits of lean production.This thesis aim at studying the production lines, how information are distributed across the entire company from suppliers to the customers. Interviews will be conducted with various distribution centre managers, suppliers, and also technicians to familiarize with how things are done currently and the way forward to achieve the aim of operating on lean. Operators and other staffs will be trained to understand how lean works and also the need for continuous improvement and not just a one-time improvement.Recommendations will be made to enable the company to reach the ultimate aim of operating on lean principle which has been known to be helpful.Key words: lean manufacturing, value stream mapping, continues improvement, hidden waste

A Lean Approach to Inventory and Production Improvements within the Plastic Industry
University essay from Hgskolan i Jnkping/JTH, Industriell organisation och produktion; Hgskolan i Jnkping/JTH, Industriell organisation och produktion

Author: Anna Eskehed; Emma Krusebrant; [2011] Keywords: FIFO-lane; standardized work; value stream analysis; waste elimination; production flow; Lean; Abstract: In todaysmanufacturing climate there is an increased focus on the use of the principles that form the foundation for the Lean manufacturing philosophy to create efficient and effective companies. Within Lean there is a great focus on identifying and eliminating waste. One of the seven wastes that Lean thinking strives to eliminate is the keeping of unnecessary inventory. The purpose ofthis study is to discover areas of improvement in a production flow and to give suggestions on these through finding and eliminating waste in the production environment. The production flow has been mapped using value stream mapping and has been analyzed accordingly. The specific production flow that has been mapped is located to a plant in the southern parts of Sweden and is operating within the plastic industry. At this plant, a specific product family has been mapped from raw material to shipment. In parallel with the empirical work literature studies have been conducted. The literature studies have sought to create a theoretical support for the result of the study. The current state at the factory has been mapped to create an understanding for the authors and the reader but also to give the study credibility with the company. At the company observations and interviews have been conducted, mainly within two areas; the extrusion and the conversion into sheets. In addition to this thorough observations and calculations of inventory levels have been made, mainly in the semi-finished goods inventory. As the current state has been mapped thoroughly an analysis of the value stream has been conducted. Two areas have been focused upon in the analysis; the semi-finished goods inventory and the sheeting process. The observations and the analysis have shown disorganization in the inventory which causes materialto be forgotten and obsolete. In the sheeting process the analysis has shown that the lack of work instructions leads to variations in the cycle time and to variations in the mode of work. The inconsistency in the way work is conducted makes it difficult to obtain a common standard on quality. The analysis has resulted in an action plan which will lead to improvements in the production flow. In connection to this a future state map has been developed illustrating the desired state.

The points of action are focused on the semi-finished goods inventory and the sheeting process. The major changes are the implementation of a FIFO-lane to increase the structure in the inventory and the development of work instructions for the sheeting process. The method used has been discussed and also the results obtained in the study and the compliance of the results with the purpose and thesis questions have been discussed. The study has also lead to suggestions for further studies that the company should investigate.

Visualization of Environmental Waste by Manufacturing : Equip VSM with Green Perspective

University essay from Mlardalens hgskola/Akademin fr innovation, design och teknik; Mlardalens hgskola/Akademin fr innovation, design och teknik

Author: Juebin Hu; Shan Lu; [2011] Keywords: Green Manufacturing; Environmental Waste; EVSM; Abstract: This thesis is a subtask of the research project Green Production System, which is jointly launched and run by Volvo/Volvo Technology, Haldex, Saab and All-Emballage J.E. AB as industrial party, and Mlardalen University as academic party. The whole project is dedicated to develop green production system to be a competitive mean to Swedish automotive and manufacturing industry through four work packages, which are Wet preconditions and frames of a green production system, Visualization of environmental impact and added value, Development and implementation of tools for green control and management and Development of guidelines for environmental value improvement and cost decrease respectively. And this thesis is an effort to package 2. Value stream mapping is assumed to be a potentially effective tool to be developed for visualizing environmental wastes produced by production processes. Thereby, the focus of this thesis is on the transformation of VSM into EVSM (Environmental Value Stream Mapping). By reviewing literature, the reduction of environmental wastes is additionally counted into a characteristic of lean production. Meanwhile, seven environmental wastes are identified and defined. The development of EVSM is on an absolutely great degree based on the identification and measurement of environmental wastes. Thus, waste measurement and production data collection are supposed to be the prerequisite of EVSM implementation. In order to verify the supposition, a test practice was carried out in CH Industry AB, which is a metal processor. After the practical study, CHs incompetence of working on EVSM is analysed, and advice is proposed. At the end of thesis, analysis of EVSM is made in terms of its prerequisite, difference from VSM, pros and cons, etc. In addition, suggestions for further research are given.

Application of Lean Focus onManufacturing Process : A Case Study of an American Furniture Company
University essay from Hgskolan i Jnkping/IHH, Centre of Logistics and Supply Chain Management; Hgskolan i Jnkping/IHH, Centre of Logistics and Supply Chain Management Author: Qian Zhao; Bowen Zhou; [2010] Keywords: Lean manufacturing; Value stream mapping; Wastes; Abstract: Introduction: To improvement the target companys manufacturing process by applyinglean principles, including using and analyzing the internal value stream mapping. Asmore and more companies have paid attention to implement lean thinking in theirmanufacturing process, the value stream mapping played an important role for manycompanies to make a transition from their traditional production systems to lean systems.The content and resources of this master thesis come from an American furniturecompany named KAMA which mainly produces office furniture with different components.Although there are various types of products, the authors merely focus on the officechair products. This research is an attempt to understand and analyze the problemsin the production flow on the example of KAMAs office chair products that includesPH product family as the target research part.Purpose: The purpose of this research study is to investigate, analyze and find out solutionsfor waste-related problems in the office chair manufacturing flow of KAMA.Method: A single case study will be applied in this study paper. Data should be collectedfrom telephone interviews with companys managements, the studying ofKAMAs internal documentation and the secondary data from lean project report collectedby Consultant EIMI. In order to improve the production process, the valuestream mapping method will be applied to build the current value state map of CompanyKAMA and identify the potential wastes during the manufacturing process, andthen analyze and give the solutions for future improvement. Additional, other methodsincluding the order penetration point analysis, make-to-stock theory, and the CONWIPanalysis have been subsequently applied in designing a draft of the future state map.Conclusion: From the constructed current value stream mapping of KAMA officechair manufacturing process, it can be found that the most essential wastes are overproduction,waiting, unnecessary inventory and unnecessary movement. In addition, theimproper workstation arrangement and unnecessary waiting time have been identified asthe critical wasting reasons. Thus, any solutions to reduce or eliminate the identifiedwastes have been considered and would be given in the future state. In order to improvethe efficiency and reduce the unnecessary movements, adopting the appropriate cellularlayout in the mechanical workshop is quite beneficial. The mentioned methods to reducewastes have been summarized in the draft of the future state map of the company.The main benefits of the proposed future state value stream mapping are faster and accurateorder fulfillment process, reduction of unnecessary movements in workshop, lowinventory, high productivity and reduced costs in the flow of KAMAs manufacturingprocess.

Lead Time Reduction Case study:BEAB etikett & system AB

University essay from Hgskolan i Bors/Ingenjrshgskolan (IH)

Author: Marjan Hassanzadeh Rad; [2008-05-28T14:43:23Z] Keywords: lean production; lead time reduction; Abstract: In todays competitive business world, companies require small lead times, low costs andhigh customer service levels to survive. Because of this, companies have become morecustomer focused . The result is that companies have been putting in significant effort toreduce their lead times.The purpose of this master thesis was to reduce lead time at BEAB etikett & system AB(BEAB) by focusing both on ordering and production times. In order to achieve this allprocesses from receiving an order to shipment of the order are mapped in a current statemap. Some changes based on the Toyota Production System (TPS) were implemented.The results were then mapped in a future state map.BEAB has more than 30 years experience of producing labels in different sizes andshapes. The products range varies from hanger labels on clothing to self adhesive labelsfor pallets. Due to globalization and stiff competition, the 8 days lead time at BEAB hasto be reduced so that they could maintain their customers, and even increase theircustomer base.It was found that the most appropriate mapping method for lead time reduction wasValue Stream Mapping (VSM). From the results achieved by VSM it was obvious thatthe press machines were bottlenecks. In order to increase their capacity, their change overtime should be reduced. Another observation derived from the VSM, was that a neworder passing through the ordering department is an unnecessary step. Some otherrecommended changes based on applying TPS are: Reduction of work in process inventory (WIP) Reduction of waiting time between press and converter Stop the process to build in quality (this sounds awkward) Collect more information Implementation of the 5S methodologyBy implementing these changes, the future state map was created and the total lead timewas reduced from 8 days to 6 days. The production lead time reduced from 4.35 days to 4days.

VALUE STREAM MAPPING A CASE STUDY OF CONSTRUCTION SUPPLY CHAINOF PREFABRICATED MASSIVE TIMBER FLOOR ELEMENT
University essay from Vxj universitet/Ekonomihgskolan, EHV; Vxj universitet/Ekonomihgskolan, EHV

Author: Cindy Marzec; Joachim Gustavsson; [2007] Keywords: Lean production; Lean construction; Element prefabrication; Waste; Massive timber floor system; Multi-storey; Abstract: The purpose of this Master Thesis is to study how the value stream mapping concept can be applied along the construction supply chain for prefabricated massive timber floor elements. Identification and qualification of waste are starting points to propose suggestions on how to reduce and/or eliminate them. In order to use the value stream mapping along the construction supply chain, pertinent data has been collected and analyzed. To conduct the value stream mapping, the first three steps of the lean thinking principles in construction have been followed. The first step aims at defining the customer and his value as well as the value for the delivery team and how it is specified in the product. The second step is based on identifying the value stream and this is done through defining the resources and activities needed to manufacture, deliver and install the floor elements. This is conducted by using the VSMM methodology. In addition the current practice should be standardized and key component suppliers should be defined and located. The third and last step identifies non-value adding activities, in other words waste and suggestions on how to remove and/or reduce waste have been reached. Wastes from product defects, transportation waste and waste of waiting were to be found in the construction supply chain. Propositions to reduce and/or eliminate wastes were to implement a more careful planning of the manufacturing process and production schedule, to apply lean production principles in the manufacturing facility and decrease and or eliminate storage time. The study made has shown that in the supply chain of massive timber floor elements at Limnologen there is a big potential to lower costs and increase customer value as value added-time accounted for only 2% of the total time.

Change Management or continuous improvements : Planning a company to transform into a Lean Enterprise
University essay from Hgskolan i Gvle/Institutionen fr ekonomi

Author: Jerry Hurum; [2006] Keywords: Lean; Change Management; Abstract: It seems commonly accepted that todays competitive environment with changing customer values, the need to introduce products faster, and financial expectations of stockholders demand a change in the old way of doing things. In 2003 Dyno Nobel merged with an American company, Ensign Bickford, which had developed very promising results over the last few years. The Ensign Bickford Company had recently received the Szhingo Prize for their excellent implementation of Lean Production (Toyota Production System). It was now decided to implement Lean in all of the new Dyno Nobel. LEAN is about creating more value for customers by eliminating activities that are considered waste. This implies that any activity that consumes resources, adds cost or time without creating customer value is a target for elimination. Its often said that Lean is more a philosophy than it is a system. We need to change the way we think. Its to continuously improve the way we operate. An endless fight against waste. The problem here is how to transform the European part of Dyno Nobel into becoming a Lean Enterprise. The objective of this thesis is to develop a change plan (method or model), which can be used as a basis when managing the Lean implementation in this part of Dyno Nobel (in all practical respects were actually talking about the Scandinavian part of the company). From all available literature, input from other sources as well as advises given by other professionals a transformation or implementation plan (model) has been created. Then some of the theories from the plan have been tested in real life at some pilot areas of the organisation. In this study, besides the theories and philosophies around Lean and the Toyota production system itself, the core of the Plan developed has been created around the methodology as outlined by J.P. Kotter in his book "Leading Change" and by the systematic approach to a problem as described by Dr. W. Edwards Deming and the continuous improvement spiral, the PDCA wheel. Dr. Deming's approach is actually said to be the catalyst for the development of the Toyota production system in the first place. The hole spirit of Lean circles around continuous

improvements, never to relax and be satisfied, to always strive for improvements and to do so by the Plan Do Check Act approach described by Dr. Deming. The cases studied here can all be seen as preliminary studies in implementing different parts of the Lean Philosophy in practise. Through Value Stream Mapping of all the major value streams at the company, the cases to study, or rather the cases to start with, where selected. Based on the results and the experience gained from those pilot areas the plan have been evaluated and or adjusted. The strategy chosen here was to conduct a survey in literature and mixed also with input from visiting other companies that have conducted similar changes and then create a first version of the Plan. To improve the Plan and to verify the methods some inhouse case studies have been conducted. A qualitative research approach has been utilised for this study, researching the implications of transforming an organisation to become Lean, in other words to make individuals change behaviour in their interaction with others. The essential idea here is that the researcher goes "into the field" to observe the phenomenon in its natural state or in situ. As such, it is most related to the method of participant observations. Based on the experiences gained from the cases run, combined with input from literature, the outcome of this study is a plan for how to manage the transformation of a specific company to become a Lean Enterprise that might also be of interest to others considering similar changes in other companies. However, as outlined by the author, an organisations culture is unique and the world of commerce is constantly changing, as the circumstances of today may not be relevant in a week or few months time. As a consequence, this plan should not be considered to generally be valid for other companies. In short, the conclusion is that change is possible. You need a simple understandable plan, the company top management to lead the way and constant focus.

Plant efficiency: a value stream mapping and overall equipment effectiveness study
University essay from Lule/Tillmpad fysik, maskin- och materialteknik

Author: Daniel Hgfeldt; [2005] Keywords: OEE; VSM; Overall Equipment Effectiveness; Value; Stream Mapping; Abstract: In this Masters Thesis the Overall Equipment Effectiveness, OEE, and Value Stream Mapping, VSM, were used for measuring and making production more efficient as part of Lean Manufacturing. The work has been carried out during the spring and summer of 2004 at some of the foundries of INTERMET Corp in the USA. The INTERMET foundries use OEE and VSM tools to report their results to the company headquarter and to follow up and continuously improve their effectiveness. The fact that OEE is used to compare the different factories might lead to it not being utilized as well as possible. The OEE number is basically a very good measure of the effectiveness of the machines, but should primarily be used for internal supervision of trends. If it is used to compare different factories, the temptation to adapt the values to the expectations might reduce its contribution to the real work of making production more efficient. VSM is a simple and efficient method used to focus on the path a product takes through the value adding chain and to generate good ideas for how to develop, simplify and make this more efficient. The important thing to think about when starting VSM work is to be prepared to implement any improvements quickly, otherwise the results soon will be forgotten and VSM will lose its status as a good and efficient tool. INTERMET should continue their OEE measure for the plants for continuous improvement of the machines and not as a measure for comparing plants. This will be misleading as different plants have different machines. INTERMET should also continue to do VSM mappings on a regular basis to see if the plants actually do change their processes in a lean manufacturing way.