Unit 6 - Lean Activities

Value Stream Mapping

Value Stream Mapping

Each and every organizational setup is characterized by a number of procedures that give rise to quite a lot of waste as far as lead times linking the different stages of each organizational processes are concerned. In our organization, the initial step of every design value map stream commences upon receiving a request from a client (King & King, 2017). It takes the company an average duration of seven to ten days to reply to the client’s request after which the carry on with the OSP designing, which is basically the initial step of the design work. One of the options I would propose for further optimization of the company procedures as far as time is concerned is for the organization to speed up the duration of mobilization. For instance, the maximum time spent before mobilizing designers should be three days so as to avoid delays during preparation time for the same, which should not take longer than three days. The second step is essentially mobilization of Open Settlement Protocol designers so that they can commence surveying of the street stage ready for the forthcoming processes. This stage is an important one in that it creates a basis from which the Internet Service Provider (ISP) pick up the procedure. The OSP designers in our organization spend about fourteen days to complete this process of site survey and establishing a conclusion (De Steur.et.al, 2016). However, we could reduce the duration spent between these two steps by having both designers working simultaneously. In a case where the OSP and ISP work simultaneously, this will save the company the fourteen days spent therein. Reduction of time in such a case leads to further optimization of discrepancies as well as ensure that the designing process is standardized at its initial steps. The other stage is transferal of work to the PM which takes about seven days to complete. The duration should be reduced so that the transferal takes at most two days. Also, the time spent by the PM to delegate the project to an engineer who collects the needs is approximately four to seven days while it could actually take less time of about a maximum of three days. The reason is because the PM seems to spend too much time while he is aware of all the employees’ duties and accessibility and hence is in a position to reduce the time. From the PM’s collection of all the requirements necessary, he is required to proceed the upcoming project to the team responsible for the project’s execution. This step takes about five to six weeks which is also a lot of time, while it could actually be done in not more than ten days (Jimmerson, 2017).

Based on the information given above, the optimized value stream mapping for the design procedure ought to be like the one shown below:

The next stage involves execution of the proposed work, which is the most important stage of the project since it involves actual implementation of the project plan. This stage starts upon receiving the request, especially after the collection of the requirements (Tapping & Shuker, 2018). At this point, the project charter is updated after which the contract is handed over to the project manager to sign. The procedure from reception of the request to PM’s signature takes about twenty eight days to complete, whch is far too much time. This time could actually be reduced so much so that the procedure takes a maximum of two weeks especially for the reason that the business case is already identified and the requirements have been met. Next, the signed contract prompts the project manager to assign a project engineer to execute the proposed work, a procedure which our organization spends roughly forty nine days to complete. Again, this is an extremely long duration, and the time could be reduced toa maximum of twenty one days. Next step would be to create a schedule for which the project will be executed. It also involves identifying the procurement team who assists in acquiring the required tools and facilities for the project. The organization takes about ten weeks to complete the process, which in my opinion is worth it since it involves a lot of research and analysis which demands that the team perform the necessary logistics so as to give desired results. The next stage is called the waiting time. This is the time that the execution team gives the client to approve the designs they want and hand them over to the team (Cudney, 2018). The process takes about twenty eight days. I believe that the stage is completely is in the hands of the client who decides the duration based on how fast they study the designs and settle on the specific ones that they like. It is therefore not in the organization’s power to control the duration and hence nothing can be done about it. Next, the approved designs are handed over to the subcontract which performs the work. The procedure takes about twenty eight days which is too much time especially because the procurement staffs already are aware of the vendor who is to execute the project. In my opinion, this procedure should not take more than seven days. Next, the installations begin. The time spent from commencement of the installations and the punch-lists take roughly forty two days. This duration should be optimized through requesting the customer to be fast in addressing the punch-list upon completion of the work. I believe that the lead time spent in this procedure should be less than one week. The duration could also be saved in a case where the subcontractor works simultaneously with a quality engineer as the project proceeds (Rohani & Zahraee, 2015). The duration spent from the punch-list performance to the contract sign-off ought to take a maximum for two days. Time spent from the sign-off to closing the project takes about two weeks, which is a reasonable duration. The optimized value stream map for this execution process should be as shown:

Lastly is the procurement stage. Here, wastes are tied to lead time between establishment of a buying order to its release. The stage takes about fourteen days to complete while it could take up to two days. Therefore, time is the major waste evident in this process. The other stages are rational as it is with their respective lead times (Lee & Snyder, 2017).

In conclusion, value stream mapping is an essential procedure for which waste of all forms is easily identified. It also acts as a time flow chart for tracking the time spent at all stages of the projects.

References

Cudney, E. A. (2018). Using Hoshin Kanri to improve the value stream. Productivity Press.

De Steur, H., Wesana, J., Dora, M. K., Pearce, D., & Gellynck, X. (2016). Applying value stream mapping to reduce food losses and wastes in supply chains: A systematic review. Waste management, 58, 359-368.

Jimmerson, C. (2017). Value stream mapping for healthcare made easy. Productivity Press.

King, P. L., & King, J. S. (2017). Value stream mapping for the process industries: Creating a roadmap for lean transformation. Productivity Press.

Lee, Q., & Snyder, B. (2017). The strategos guide to value stream & process mapping. Enna Products Corporation.

Rohani, J. M., & Zahraee, S. M. (2015). Production line analysis via value stream mapping: a lean manufacturing process of color industry. Procedia Manufacturing, 2, 6-10.

Tapping, D., & Shuker, T. (2018). Value Stream Management for the Lean Office: Eight Steps to Planning, Mapping, & Sustaining Lean Improvements in Administrative Areas. Productivity Press.