Essay on Value Stream in Trim Manufacturing

Umschlusselung the value stream |

|Jared Lovelle.  IIE Alternatives.  Norcross: February 2001. Vol. 33,  Iss.  2;   pg.  26,  7 pgs

Subject matter: Production strategies,   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 Resource type: Regular

ISSN/ISBN: 10851259

ProQuest document ID: 68597087

Text Term Count3398

File URL:

|Abstract (Document Summary) | |This content outlines a device – worth stream mapping (VSM) – that will help professional engineers enlighten managers who have still support obese | |manufacturing techniques and allow them the begin to see the light of lean making. VSM is a map that outlines the existing and foreseeable future state of | |a production system, allowing users to understand in which they are and what inconsiderate acts need to be eliminated. An individual then can be applied lean | |manufacturing concepts to transition into the future state. VSM is an outline of your product's developing life circuit that pinpoints each| |step throughout the production process. The entire goal is to carry from set and force to one-piece flow and pull through the entire value | |stream. The ultimate goal is to design and introduce a lean benefit stream that optimizes the flow with the entire system - coming from information, to| |material, to finished products arriving at the customer's door.


|Full Text (3398 � words)

Copyright Institute of business Engineers Feb 2001


A little while ago I frequented a manufacturing company hoping of obtaining that ever-elusive " ideal job" Following summarizing my life on 6 sheets of paper and sweating by using a nerve-racking interview, I realized I had survived long enough to savor dessert: the plant tour. ?nternet site walked over the hall toward the prize, I thought about the concerns I had that may only be responded by a personal inspection of the facility. Towards the end of the lounge was a significant, gray material door protected with basic safety signs and supported by a chipped ground deeply engrained with years of dirt and grime. The door opened and my thoughts was stuffed with confusion (plants like this still exist? ) and elation (the factory was grouped into huge, novel departments). Just like a patron on a tour within a dark art gallery, I was led through 1 monstrous department after an additional. I viewed in awe at queued batched a lot that were so large that were there to be relocated by cost to do business crane. The cloth box holding the batch was massive. Several engineer experienced undoubtedly spent months effective management to get the crane so that 2 times or even 3 times the quantity could possibly be moved from department to the next. Onward we all marched through more segregated work areas, multiple inspection stations, a large warehouse stored wall-to-wall and 50-feet high with completed goods. We traveled through packaging, last inspection, and ultimately to the shipping dock. All told, We 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. Following the tour, I actually sat right down to lunch together with the engineering administrator. Although we had talked for almost two several hours that working day, everything for me personally hinged on his opinion of lean manufacturing. After a number of carefully picked questions, it had been clear to me that the manager had no clue that a slim system was needed.