Value stream mapping is one of the lean manufacturing tools which is used to eliminate non value added activities. As an expert in this field, youre required to explain to Sokmo Sdn. Bhd on how to use this tool. All steps should be explained and supported with relevant diagram. Its advantage, if you could give a real example on applied VSM. The real example can be a process either in UMPs cafeteria, JHEPA or any relevant process. (Hint: Youre encourage to discuss this topic with your peers) Value stream mapping is one of the lean manufacturing tools which very effective in eliminating non-value added activities and identifying waste such as overproduction, defect, waiting transportation and etc. Value stream mapping enable us to view the current process, identifying the value flow through the process and also the sources of waste in the value stream. Taking Pizza Hut as the example, the value stream map start with gather a team consist of the representative for kitchen staff and management involved in the pizza making process. The team will giving out information about each step, including the activities, cycle times, defects, inventory and from the gathered information a process map can be created. On the map, the first icon will represent customer as this map main purpose is fulfilling the customer demands in terms of product,service and quality. The customer will expect to have a good quality pizza in the shortest time, possibly after consideration is 18 minutes. The icon is placed on the upper right hand corner.

Next, the team will have to map the current-state process. They have to maps the end-to-end flow of pizza making process. The identified process steps involved in making pizza starts with make dough and add sauce, followed by add cheese and toppings, cook and finally deliver it to the customer. The value map process is continued with adding all the process data such as both value added and non value added cycle time, line speeds, reliability of uptime and lot sizes. Next, the team need to interpret the data of production leading time and value added time and create the timeline to display the total time for the pizza making process.

Th team will the add the inventory shape and data to represent the location for the products are placed and wait to be processed. Inventory is the point where over-production occurs and by reduce or eliminating inventory is the best success for the whole process. As every shapes are drawn, the full information map is completed with connector. In between process, use push arrow to show the product is pushed to the next process

Based on the map, the lead time exceeding the expected time. This show that the process need alteration and improvement to satisfies the customer. Improvement that can be done is replace push with pull system. Specifically, pizza shells can be pre-made with all of the combinations of sauces and cheeses.While this does not eliminate the cycle time necessary for creating the pre-made shells, this time is now spent outside of what goes into the lead time, or customer waiting time. The team also implements a conveyor pizza oven between add cheese,topping, and the cook step. This smoothen the process flow without need to build up inventory. The waiting staff can also be replaced with electronic order to reduce time for information flow to cook staff.From all the explaination above, value stream mapping is a very helpful lean implementation as it help reducing the lead time and also wastes that prove costly towards the finance.

Question 2Construct a value stream mapping based on provided information as in Table Q2. Pre manufacturingOrder entry = 1 dayRaw material ordering = 1 hourRaw material delivery = 2 daysIncoming inspection time = 0 hourPost manufacturingDelivery time = 2 days

Table Q2 Process steps for making a hangerParticularsCuttingBendingBraidingCoatingCleaning Packing

Cycle time (sec)21010542

Changeover time (min)5100512005

# Operators121222

Defect rate%1051110

Available (shifts)312311

Uptime (%)60908085100100

Question 3There are various production layouts being applied in the industry such as product layout, process layout, fixed position layout, cell layout, flexible manufacturing system. Each type of layout has advantages and disadvantages. Explain THREE different layouts and provide an example of suitable product to that layout. Apart from that you are required to briefly explain the steps should be taken for developing a cell layout

PROCESS LAYOUTProcess layouts are facility configurations in which operations of a similar nature or function are grouped together. Their purpose is to process goods or provide services that involve a variety of processing requirements. A manufacturing example would be a machine shop. A machine shop generally has separate departments where general-purpose machines are grouped together by function (e.g., milling, grinding, drilling, hydraulic presses, and lathes). Therefore, facilities that are configured according to individual functions or processes have a process layoutAdvantages of process layouts include: Flexibility. The firm has the ability to handle a variety of processing requirements. Cost. Sometimes, the general-purpose equipment utilized may be less costly to purchase and less costly and easier to maintain than specialized equipment. Motivation. Employees in this type of layout will probably be able to perform a variety of tasks on multiple machines, as opposed to the boredom of performing a repetitive task on an assembly line.Disadvantages of process layouts include: Utilization. Equipment utilization rates in process layout are frequently very low, because machine usage is dependent upon a variety of output requirements. Cost. If batch processing is used, in-process inventory costs could be high. Lower volume means higher per-unit costs. More specialized attention is necessary for both products and customers. Setups are more frequent, hence higher setup costs. Material handling is slower and more inefficient. Additionally, in this type of layout accounting, inventory control, and purchasing usually are highly involved. Confusion. Constantly changing schedules and routings make juggling process requirements more difficult

Product layoutProduct layouts are found in flow shops (repetitive assembly and process or continuous flow industries). In a product layout, resources are arranged sequentially, based on the routing of the products. Two types of lines are used in product layouts: paced and unpaced. Paced lines can use some sort of conveyor that moves output along at a continuous rate so that workers can perform operations on the product as it goes by On an unpaced line, workers build up queues between workstations to allow a variable work pace. Product layout efficiency is often enhanced through the use of line balancing. This minimizes the amount of time that some workstations are idle, due to waiting on parts from an upstream process or to avoid building up an inventory queue in front of a downstream processAdvantages of product layouts include: Output. Product layouts can generate a large volume of products in a short time. Cost. Unit cost is low as a result of the high volume. Labor specialization results in reduced training time and cost. A wider span of supervision also reduces labor costs. Accounting, purchasing, and inventory control are routine. Because routing is fixed, less attention is required. Utilization. There is a high degree of labor and equipment utilization.Disadvantages of product layouts include: Motivation. The system's inherent division of labor can result in dull, repetitive jobs that can prove to be quite stressful. Also, assembly-line layouts make it very hard to administer individual incentive plans. Flexibility. Product layouts are inflexible and cannot easily respond to required system changesespecially changes in product or process design. System protection. The system is at risk from equipment breakdown, absenteeism, and downtime due to preventive maintenance.

CELLULAR LAYOUTCellular manufacturing is a type of layout where machines are grouped according to the process requirements for a set of similar items (part families) that require similar processing. A cellular layout is an equipment layout configured to support cellular manufacturing. Processes are grouped into cells using a technique known as group technology (GT). Group technology involves identifying parts with similar design characteristics (size, shape, and function) and similar process characteristics (type of processing required, available machinery that performs this type of process, and processing sequence)Workers in cellular layouts are cross-trained so that they can operate all the equipment within the cell and take responsibility for its output. An automated version of cellular manufacturing is the flexible manufacturing system (FMS). With an FMS, a computer controls the transfer of parts to the various processes, enabling manufacturers to achieve some of the benefits of product layouts while maintaining the flexibility of small batch productionSome of the advantages of cellular manufacturing include: Cost. Cellular manufacturing provides for faster processing time, less material handling, less work-in-process inventory, and reduced setup time, all of which reduce costs. Flexibility. Cellular manufacturing allows for the production of small batches, which provides some degree of increased flexibility. This aspect is greatly enhanced with FMSs. Motivation. Since workers are cross-trained to run every machine in the cell, boredom is less of a factor. Also, since workers are responsible for their cells' output, more autonomy and job ownership is present

*Cellular manufacturing layout steps1. Understanding the current condition assessing the current work area condition, starting with product and process data measure time elements, operation cycle time and lead time required to transport work in progress (WIP) between operation2. Converting a process based layout rearranging process element so that different process conducted immediately after one another. The process flow is counterclockwise for right handed operators to maximize their work rate and vice versa for the left handed documenting the new procedure for new layout and train workers on the new production process. Test the working procedure on workers to confirm improvement

3. Continuosly improving the process Kaizen, TPM and Six Sigma are common tools used for continuous improvement In some cases, organizations seek to pursue a more systemic redesign of a production process to make a "quantum leap" with regard to production efficiencies and performance. Production Preparation Process (3P) is increasingly used as a method to achieve such improvement REFERENCE http://www.epa.gov/lean/environment/methods/cellular.htm http://www.qualitytrainingportal.com/resources/lean_manufacturing/lean_manufacturing_layouts.htm https://www.wisc-online.com/learn/career-clusters/business-management-and-administration/ord103/value-stream-mapping-drawing-a-current-state