What is Value Stream Mapping (VSM) 1 1.2. When to use Value Stream Maps 2 2. VSM CHARACTERISTIC 4 2.1. VSM Line Conventions 4 2.2. VSM Symbol And Definition 6 2.2.1. VSM Process Icons 6 2.2.2. VSM Material Icons 7 2.2.3. VSM Information Icons 8 2.2.4. VSM Miscellaneous Icons 9 3. IMPLEMENTATION OF VALUE STREAM MAPPING 10 3.1 Objective of Using Value Stream Mapping 10 3.2 Designing Flow of Value Stream Mapping 11 3.2.1. Current State Value Stream Mapping (CSVSM)
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LEAN AND CLEAN VALUE STREAM MAPPING Value stream mapping is a Lean process-mapping method for understanding the sequence of activities used to produce a product. During the Green Suppliers Network technical review‚ you will use value stream mapping to identify sources of non-value added time or materials; identify opportunities to increase efficiency; and develop a plan for implementing improvements. Value stream maps serve as a critical tool during the review process and can reveal substantial
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Value Stream Mapping 1 Value Stream Mapping Definition • Value Stream Mapping (VSM): – Special type of flow chart that uses symbols known as "the language of Lean" to depict and improve the flow of inventory and information. 2 Value Stream Mapping Purpose • Provide optimum value to the customer through a complete value creation process with minimum waste in: – Design (concept to customer) – Build (order to delivery) – Sustain (in-use through life cycle to service) 3 Why
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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
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seven value stream mapping tools. I would start by saying Value Stream Mapping is a tool that can be used in minimising waste in manufacturing. Wastes in manufacturing have been grouped into seven and they are overproduction‚ waiting‚ transport‚ inappropriate processing‚ unnecessary inventory‚ unnecessary motion and defects. It is common practice to reword these wastes so they become relevant to the type of industry seeking to define and eliminate waste. In the implementation of lean‚ value stream
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VISUAL STREAM MAPPING 1.1 Introduction Lean manufacturing is a production practice that considers the expenditure of resources for any goal other than the creation of value for the end customer to be wasteful‚ and thus a target for elimination. Working from the perspective of the customer who consumes a product or service‚ "value" is defined as any action or process that a customer would be willing to pay for. The goal of Lean is to becomes the creation and maintenance of a production
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Value stream mapping: a sector based approach This paper was created on 01/05/2012 Gieljan Engelrelst Dimitri Van Nieuwenhove Industrial Engineering and Operations Research University of Ghent Belgium Gieljan.Engelrelst@ugent.be Industrial Engineering and Operations Research University of Ghent Belgium Dimitri.VanNieuwenhove@ugent.be Abstract—Value stream mapping is one of the most used tools in lean manufacturing. It’s a universal approach that can be used in many environments
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Demand Flow® Technology and Value-Stream Mapping Shanghai‚ February 2005 The principles of Demand Flow® Technology are a close complement to those of Value-Stream Mapping. Value Stream Mapping shows how product and information flow across all the process steps in the supply-chain. It compares the current state with the future state to provide a visual description of the target objectives that need to be achieved. Demand Flow® Technology provides a complete set of tools for all of the manufacturing
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0 0 7 17 3 1 0 10 1 4 37 ## r y g r y g r y g r y g r y g r y g r y g r y g 4 3 10 1 13 13 23 14 2 9 6 38 1 0 6 12 5 4 0 9 2 4 42 108 USD 10‚199‚599 Financial Value Target (Annualized) Financial Value Actual (Annualized) 2009 YTD Target 2009 YTD Actual USD 3‚962‚208 USD 3‚596‚345 USD 1‚990‚831 USD 2‚584‚387 USD 8‚783‚040 USD 6‚001‚383 USD 2‚089‚424 USD 1‚737‚652 USD 6‚854‚789 USD 1‚805
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Did value chain mapping wherein the product and information flow is examined across different departments. My objective was to identify opportunities for improvement of processes. Examined the various processes/activities from the procurement of raw materials to the production of finished goods. Segregated them into value added and non-value added activities (on the basis of the transformation brought about to the product at each stage) I visited each department and learnt about the processes
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