Value Stream Mapping
Value Stream Mapping is a method of creating a “ One page picture “ of all the processes that occur in a company, from the time a customer places an order for a product, until the customer has received that product. Several things are correlated with value stream maps in businesses. Some examples include value-adding processes, non-value-adding (waste) processes, and cycle time. That being said, the process that we chose to analyze is Barnes and Noble, Inc. supply chain. This process includes many activities such as, receiving, sorting, inspection, packaging, and storage. The table below lists the performance metrics that will be used in the creation of the value stream map. Table 1. Performance Metrics | Cycle Time | Total cycle time 1 hour and 40 minutes | Capacity | 5,000 books per week | Utilization | 40% ( 2,000 books per week) | Yield Rate | 90% ( warehousing , non-manufacturing) | In the present paper, the role value stream maps play in businesses will be investigated. The following literature reviews attempt to demonstrate the importance of the value stream map to companies that use them.
In an article by Magnier, he says that the goal of a value stream map is to depict material and information flows across and throughout all value-adding processes required to produce and ship the product to the customer. Two specific points were addressed for determining how a value stream map can be beneficial to a company in the article. First, during the team creation of a value stream mapping, businesses and manufacturing waste that occur in the processes can be easily identified (Magnier, 2003). Second, once the current state value stream mapping is created, it becomes the baseline for improvement and for the creation of a future state value stream mapping. The FSVSM can then be used as a world class manufacturing implementation road map (Magnier, 2003).
Next the topic of waste in companies is addressed, as it relates to individual
In an article by Magnier, he says that the goal of a value stream map is to depict material and information flows across and throughout all value-adding processes required to produce and ship the product to the customer. Two specific points were addressed for determining how a value stream map can be beneficial to a company in the article. First, during the team creation of a value stream mapping, businesses and manufacturing waste that occur in the processes can be easily identified (Magnier, 2003). Second, once the current state value stream mapping is created, it becomes the baseline for improvement and for the creation of a future state value stream mapping. The FSVSM can then be used as a world class manufacturing implementation road map (Magnier, 2003).
Next the topic of waste in companies is addressed, as it relates to individual
Cited: Delivery Times, Shipping Rates, and Tax Information. (n.d.). Retrieved February 26, 2012, from Barnes & Nobles: http://www.barnesandnobles.com/help/po_shipping_options.asp Hines, P., & Rich, N. (1997). The seven value stream mapping tools. International Journal of Operations & Production Management, 46-62. Improvement, I. f. (2008). Retrieved February 28, 2012, from NHS: http://www.institute.nhs.uk/quality_and_service_improvement_tools/quality_and_service_improvement_tools/process_mapping_-_value_stream_mapping.html Magnier, P. (2003, January 31). Retrieved February 25, 2012, from www.nwlean.net/toolsCD/VSM/4%20steps%20to%20VSM.pdf Van Oss, P. (2006, November 13). Lean Manufacturing Demystified. Hudson Valley Business Journal .