MSE 507 HW6_PATEL

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California State University, Northridge MSE 507 Lean Manufacturing FALL 2022 Homework Questions Set 6 Lean Thinking Chapter 5 -Perfection (Problems 5.1,5.2) Student: Vishwas S Patel Professor: David C. Shternberg Submission Date: Thursday, December 07, 2023

Answers 5.1 Describe the five steps of Lean Thinking. How are they being deployed to achieve continuous improvement? - Lean thinking follows five simple steps: value specification, map value stream, flow, implement pull, and constant improvement. - Value Specification Finding the work value of the team is the first step in building a lean process. You must differentiate between value-adding and wasteful operations. This should be a group effort since everyone must be involved in it. Consider the result of your work and what your customer receives from it to understand what value is. Value is anything that your consumer is paying you for. Some teams, however, are boosting the overall value that the business provides even while they are not directly providing value for the company's customers. - Map Value Stream After identifying the value of the company, it is crucial to imagine its path to customers. In lean it can be performed with the help of Kanban boards. The Kanban board is a tool for outlining each phase of your workflow and consequently, visualizing the value stream of your company. It was created by Toyota’s production method, which provides the framework for lean management. This is an excellent method to visualize your workflow, but you should think about mapping your process more specifically by specifying the process that makes up each stage. - Flow Flow is a crucial idea in lean thinking. When developing a flow of value, your aim should be to assure smooth delivery from the minute you receive an order to the moment you give it to the consumer because any form of waiting is a waste. Limiting the amount of work that your team can have going at once is a straightforward method to do this. With this in mind, you ought to talk about the subject with your team and settle on reasonable WORK-IN- PROCESS caps to assist them in working as effectively as possible. Make sure they are aware of the potential harm multitasking can do to their output, and experiment with different time constraints until you find a task flow that works well. - Implement Pull Now develop a pull system after we have established a flow of work. The concept is straightforward: only begin new work when there is a demand for it and your team has available capacity. Producing only the value that your clients require can help you avoid overproducing. The work that needs to be processed is kept in a queue in a pull system. When a developer has nothing to do right now, they will go to the queue and select the item with the highest priority that they can work on. Consignments are pulled by the workers, who then begin processing them. The number of tasks should be finished in the predefined time frame. - Constant Improvement By concentrating on strengthening the tasks that add the greatest value for your customers and minimizing the number of wasteful tasks, you can continuously improve every process in your team. It can be achieved by Plan- Do-Check-Act but cannot be done without teamwork. You need to manage every single activity and the small task of the process and also implement MSE507 Lean Manufacturing Page 2 of 3

daily meetings. Also, the manager is responsible lead the pathway with a concept of his style and implementing a leadership model. 5.2 You are evaluating a Current State Value Stream Map that was done for the first time. a) Which types of wastes are likely to be present? b) Rank the top three types of waste that are likely to be first to be addressed and which would be last, and explain why you think will be in that order. - The value stream map which I am considering here is beverages production. a) Defects b) Overproduction c) Waiting - Defects As beverage production requires aluminum for the production of empty cans, so the defect waste is quite common here and the machinery used here does not guarantee a 100% output of production of the cans. - Overproduction In the first initial production stage, the company does not have a direct link to the consumers. So the production delivery delays and also not every time the product sales out. This leads to overproduction. - Waiting Here, beverage production is mainly raw materials and team management is a key role in the production. Breakage in these chains could lead to a long waiting period and customers would not be satisfied with the product which can create a negative impact on the producer. MSE507 Lean Manufacturing Page 3 of 3

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