Operations Management Value Stream

Value Stream in Operations Management

Part I: Annotated Bibliography

Acero, R., Torralba, M., Pérez-Moya, R., & Pozo, J. (2019). Value stream analysis in military logistics: The improvement in the order processing procedure. Applied Sciences, 10(1), 106.

Acero et al. (2019) employ a case study in their research to evaluate value system analysis application in military logistic operations where response time, cost-effectiveness, variety of material references, and demand uncertainty are decisive elements of combat agility and capability. The study structure employs the research DMAIC (define–measure–analyze–improve–control) method whose principles align with lean kaizen operations. The article relies on Six Sigma in lean methodologies applied to improve manufacturing and business processes operations by minimalizing variability by focusing on defects in operations and their causes. The results obtained are presented using value stream design (VSD) and value stream mapping (VSM) tools to improve the order processing lead time. While the study effectively discusses the implementation of value systems in a supply chain, the use of advanced language on the subject limits the accessibility of the material for readers who first encounter the concepts.

Andreadis, E., Garza-Reyes, J., & Kumar, V. (2017). Towards a conceptual framework for value stream mapping (VSM) implementation: an investigation of managerial factors. International Journal of Production Research, 55(23), 7073-7095.

Andreadis et al. (2017) investigate how value stream management practices are implemented. The research methodology investigates the lean philosophy and the correlations present with some of its tools. Three research questions and five hypotheses are formulated and tested using Pearson correlation, descriptive statistics, One-way ANOVA, 2-Sample proportion, Tukey-Pairwise comparison tests, and 1-Sample t-tests. The authors introduce the concept of soft aspects in lean logistics essential in implementing value stream practices. The data was collected using questionnaires issued to 168 manufactures from across the globe. The researchers then develop a conceptual framework that guides the implementation of Value Stream Mapping (VSM) predicated on the study results. The article structure is accessible for readers and applies the study result in creating a conceptual framework for implementation of VSM that introduces learners to strategies to apply VSM to enhance operations.

Gellad, Z., & Day, T. (2016). What Is Value Stream Mapping, and How Can It Help My Practice? American Journal of Gastroenterology, 111(4), 447-448.

The article employs a discursive approach to help the readers, who are assumed to be interested in the implementation of VSM in their enterprise, the concepts of VSM. Gellad and Day (2016) illustrate how VSM can be implemented in a gerontological clinic and suggest practical steps to practice daily operation. The article evaluates how VSM has been implemented in the health care sector to improve the value of care according to the patient’s perspective. The authors suggest steps that a gerontological practice can employ to implement lean operations. Further, the study discusses the material and information flow mapping to ensure the concept is understood and suggests the nature of the teams that should be involved.

Hoffmann, C., Milovanovic, M., Kinghorn, A., Kim, H., Motlhaoleng, K., Martinson, N., & Variava, E. (2018). Value stream mapping to characterize value and waste associated with accessing HIV care in South Africa. PLOS ONE, 13(7), e0201032.

Hoffmann et al. (2018) posit that the inefficiency in the clinic-level delivery of HIV care services inhibits engagement in care. Maintaining engagement for HIV patients is essential for the success of global HIV treatment and prevention. The attrition along the healthcare continuum from testing positive, beginning antiretroviral therapy (ART) to achieving an undetectable viral load has been associated with a high prevalence of HIV in South Africa in the past. The study examines the lead time (time spent waiting for that service) and the costs incurred during 15 visits in South Africa. The study asserts that a patient-centered approach to care would decrease the burden of care, which is aligned with the suggestions made by Gellad & Day (2016). The use of the South African context effectively illustrates how efficacy can be realized to ensure the integrity of the HIV global programs due to the logistic challenges in the country’s healthcare.

Seth, D., Seth, N., & Dhariwal, P. (2017). Application of value stream mapping (VSM) for lean and cycle time reduction in complex production environments: a case study. Production Planning & Control, 28(5), 398-419.

Seth et al. (2017) argue that implementing VSM using tools in lean-based improvements is often challenging when implemented in complex environments. The research examines how approximations and simplifications in VSM can be implemented successfully in such circumstances. The article’s methodology involves the differentiation of non-value-adding activities from value-adding activities and how they are treated. The study is based on the case of a heavy-duty industrial power transformer production process. The focal findings of the researchers are the non-compliance and assumption of the minor concepts of VSM are the cause of complexity on sophisticated production activities. The article is demonstrative and accessible.

Part II: Value Stream Article Review

Seth, D., Seth, N., & Dhariwal, P. (2017). Application of value stream mapping (VSM) for lean and cycle time reduction in complex production environments: A case study. Production Planning & Control, 28(5), 398-419.

Concept Explanation

Value stream mapping is considered a lean production tool that relies on process mapping to visualize the movement of products and information in production operations to identify areas of unnecessary waste and offer possible alternatives for eliminating such waste (Talapatra & Shefa, 2019). The cost of production unit depends on the time taken in product flow through the value stream; as such, value stream mapping is useful in bridging the economic and operational understanding to highlight areas where economies of scale can be generated through eradication of unnecessary costs of increasing the productivity without increasing cost (Meredith, 2015). Interest in learning value stream mapping emerged from professional requirements in management to achieve efficiency and effectiveness and realizing where these concepts could be counterproductive for optimal performance.

Comparision

Seth et al. (2017) employ an exploratory approach to the Value stream mapping topic using a case study to examine its implementation. Meredith (2015) employs a comprehensive discursive approach predicated on the six sigma elements that Value stream mapping is based upon. Meredith (2015) looks into different strategies that can result;t in value creation in the production line. For example, the categorization of activities on the value stream falls into three categories value-added activities, nonvalue added but necessary activities, and nonvalue added and not necessary. For the value-added activities, VPM seeks different ways to explore the realization of value in more efficient ways; for the nonvalue but necessary activities, determination of alternative efficient was of accomplishment the activities are taken and activities that are unnecessary and do not add value eliminated from the production line (Kovács, 2018). The areas of waste that are common in lean are overproduction, inventory, waiting, unnecessary transport, unnecessary processing, unnecessary human motions, and defects. As such, the evaluation process seeks to identify where these wastes arise in an organization’s value stream.

Similarly, Seth et al. (2017) also identify these categories of activities in the production value stream and application of VSM in simple and complex production processes. The core practices from the most minimal to significant milestones in implementing lean production are equally important. The oversight of minor steps in implementing lean six sigma principles limits optimal functioning in the production operations. Management of these challenges makes it possible for the employees to see the development of a national responsibility (Talapatra & Shefa, 2019). The article posits that the no-compliance to the VSM assumptions and micro-concepts are the reason for challenges in the implementation of VSM in complex environments.

Article Summary

Seth et al. (2017) argue that implementing VSM is predicated on lean-based improvements and is often challenging in complex production environments. The research examines how approximations and simplifications in VSM can successfully implement the heavy-duty industrial power transformer production process. The study employed Gemba walks and systematic questioning techniques for the collection of data for mapping. The application of lean in the mapped flow of information highlighted the need for energy and the cycle time requirements.

The focal findings of the researchers are the non-compliance and assumption of the minor concepts of VSM are the cause of complexity on sophisticated production activities. For example, the operation in a heavy-duty industrial power transformer production process is done in high-mix, low-volume (HMLV), and engineer-to-order (ETO) environments. These are highly complicated operation environments that require comprehensive implementation of lean management to identify areas of waste that can be eradicated. Seth et al. (2017) offer a practical guideline to facilitate lean in ETO, construction, and HMLV production environments. The areas of waste that are common in lean are overproduction, inventory, waiting, unnecessary transport, unnecessary processing, unnecessary human motions, and defects. As such, the evaluation process seeks to identify where these wastes arise in an organization’s value stream. In this case, study, reducing the cycles in production was essential to realize efficiency.

Biblical Integration

The bible has some fundamental teachings on the generation of value from little initial investment. For case in point, the parable of the sower, Mark 4:3-9, makes fundamental suggestions for the generation of value from identifying the most probable areas for investments. Luke 16:10, “Whoever can be trusted with very little can also be trusted with much, and whoever is dishonest with very little will also be dishonest with much” (King James Bible, 2008; Luke 16:10). The management in an organization is tasked with the responsibility of investors, and operating optimally in the production is the way to be trusted with resources; otherwise, permitting wastage in production is wastage. Proverbs 10:4, “A slack hand causes poverty, but the hand of the diligent makes rich,” makes the suggestion being diligent results in creating wealth while allowing slack eventually fails, which is the prerogative of lean production.