MSE 507 HW3_PATEL
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California State University, Northridge
MSE 507
Lean Manufacturing
FALL 2022
Homework Questions Set Three
(Problems Q.3.1, Q.3.2)
Student:
Vishwas S Patel
Professor: David C. Shternberg
Submission Date:
Thursday, December 07, 2023
Answers
3.1 Use slide 29 as a template and construct a value stream of your choice (product or service)
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MSE507 Lean Manufacturing
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Value stream mainly helps to identify the real time process and waste management of the
products of the company or business.
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The value stream map here shows the manufacturing company name XYZ of furnishing
company delivering the finished polished goods.
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From manufacturing which includes cutting of trees then stamping them and then it is
polished for long term reliability and therefore, it is packed and sent to distribution house.
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The process includes total 6 stages which includes shipping too and it is controlled by
production control.
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The times is mentioned in minutes and days are displayed above. LT= LEAD TIME/PLT=
PRODUCTION LEAD TIME/VAT= VALUE ADDED TIME
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In every production line the company requires a value stream map which includes
information regarding inventory, process and people included with organization and to be
displayed in flowchart format. By analyzing all the processes and creating a step-by-step
process of product or service. It can also be applied how to control waste.
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3.2 Explain the advantages and possible disadvantages of using Value Stream Maps to improve the
business.
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ADVANTAGES
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Value stream mapping provides the manufacturing process to supply chains, distribution
channels and information flows.
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Value stream mapping delivers companies a “blueprint” for strategic planning to deploy the
principle of Lean Thinking for their transformation into a Lean Enterprise.
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Value stream mapping also helps to determine how to eliminate inhibiting factors in
existing implementations and internal processes.
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Companies can avoid costly mistakes caused by the implementation of extremely intuitive
solutions.
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Helps to unify several IE techniques for flow analysis, such as Business Process
Reengineering (BPR), and Process Analysis and Improvement (PA&I) that, to date, have
been taught and implemented in isolation.
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DISADVANTAGES
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Fails to consider the allocations and utilization of an important resource – factory
floorspace- for storage, production support and material handling.
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Fails to factor such as capacity constraints, queuing delays and multi-order sequencing
rules into a map.
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Lacks the capability, due to the manual process of creation, for evaluation of multiple “what
if” process required for alternatives for improving a current map when time or budget
constraints exist.
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Lack many worthwhile economic measures for “value” (ex. inventory expenses, operating
cost) which makes it similar to Flow Process Charting technique.
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