Value Stream in Lean Manufacturing

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Mapping the value stream | |
|Jared Lovelle. IIE Solutions. Norcross: Feb 2001.Vol.33, Iss. 2;  pg. 26, 7 pgs |

Subjects:Production methods,  Value added,  Efficiency,  Mapping Classification Codes9190 United States,  5310 Production planning & control Locations:United States,  US
Author(s):Jared Lovelle
Document types:Cover Story
Publication title:IIE Solutions. Norcross: Feb 2001. Vol. 33, Iss. 2;  pg. 26, 7 pgs Source type:Periodical
ISSN/ISBN:10851259
ProQuest document ID:68597087
Text Word Count3398
Document URL: http://proquest.umi.com/pqdweb?did=68597087&sid=3&Fmt=4&clientId=10342&RQT=309&VName=PQD

|Abstract (Document Summary) | |This article outlines a tool – value stream mapping (VSM) – that will help industrial engineers enlighten managers who still support obese | |manufacturing techniques and allow them the see the light of lean manufacturing. VSM is a map that outlines the current and future state of | |a production system, allowing users to understand where they are and what wasteful acts need to be eliminated. The user then applies lean | |manufacturing principles to transition into the future state. VSM is an outline of a product's manufacturing life cycle that identifies each| |step throughout the production process. The overall goal is to move from batch and push to one-piece flow and pull through the entire value | |stream. The ultimate goal is to design and introduce a lean value stream that optimizes the flow of the entire system - from information, to| |material, to finished goods arriving at the customer's door. |

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|Full Text (3398   words) |

Copyright Institute of Industrial Engineers Feb 2001

COVER STORY

Not too long ago I visited a manufacturing company in hopes of landing that ever-elusive "perfect job" After summarizing my life on six sheets of paper and sweating through a nerve-racking interview, I realized I had survived long enough to enjoy dessert: the plant tour. As I walked down the hall toward the prize, I thought about the questions I had that could only be answered by a personal inspection of the facility. At the end of the hall was a large, gray metal door covered with safety signs and supported by a chipped floor deeply engrained with years of dirt and grime. The door opened and my mind was filled with confusion (plants like this still exist?) and elation (the factory was grouped into huge, singular departments). Like a patron on a tour in a dark museum, I was led through one monstrous department after another. I looked in amazement at queued batched loads that were so large they had to be moved by overhead crane. The cloth container holding the batch was massive. Some engineer had undoubtedly spent months convincing management to buy the crane so that twice or even three times the quantity could be moved from one department to the next. Onward we marched through more segregated work areas, multiple inspection stations, an oversized warehouse stocked wall-to-wall and 50-feet high with finished goods. We traveled through packaging, final inspection, and finally to the shipping dock. All told, I counted 10 separate departments inside two buildings, more than five inspection posts, and more than 12 places to house work-in-process and finished goods inventory. After the tour, I sat down to lunch with the engineering manager. Although we had talked for almost two hours that day, everything for me hinged on his opinion of lean manufacturing. After several carefully chosen questions, it was clear to me that the manager had no idea that a lean system was needed.

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