Value Stream

In addition to the standard approaches of knowledge transfer the use of lean six sigma approaches, for instance value stream approaches and process flow charts can facilitate better understanding by the receiving site of both the technical facets of the method and the critical order of the key steps of the method (in an analogous fashion to process understanding assessments). 

Dimerization of other simple alkenes such as propylene and butenes is of practical significance because of the problems associated with the use of MTBE the presently widely used high-octane oxygen blending component. The transformation of low-value streams, such as butenes, into valuable gasoline blending components is particularly attractive. 

Specification of the plant capacity and the above assumptions do not allow immediate solution of the overall mass balance. There is one more variable than there are known values/streams. Hence, an iterative approach must be used to solve the mass balance. 

In many cases it is informative to have Second Law based prices associated with a change in thermodynamic value streams corresponding to 0 or X. These Second Law based prices may be obtained by using the chain rule... 

The pipelines achieve their highest sustained flow rate in vector mode. In this situation, a single instruction is interpreted and a single operation performed on many pairs of operands. For example, if A, B, and C are arrays, only one vector instruction is required for computing the sum C(I) = A(I) + B(I), 1=1,100. The A and B values stream continuously into the pipes, additions are performed in discrete steps and results flow back to CM at the rate of one per CPU clock cycle per pipe. This is in contrast to scalar execution which requires five instructions to be executed 100 times 2 fetches, 1 add, 1 store, and 1 counter incremention. 

The representative data for the OPEN, CLOSED and for the integration with polymer production is illustrated in Table 8.3. This illustrates that for the closed system when some of the valuable byproducts are degraded into fuel value streams, results in the operating margin are significantly reduced. This is restored to higher values when production is integrated with the downstream production of polymer as the product is sold. 

For simple designs, you can brainstorm a list of subfunctions. More complex systems require the use of Function Structure (Technique 32) or axiomatic design (Technique 31). For process-based innovations, a Process or Value Stream Map (Technique 46) will help you identify subfunctions, which may correspond to steps in the process. 

The success of the simulation depends on your ability to describe the process in sufficient enough detail to produce realistic results. You can derive this information from a Process Map or Value Stream Map (Technique 46). Be sure to include key subprocesses, decision points, and queues (waiting lines). 

EXHIBIT 41.1 This is a sample, stylized output of the SigmaFlow Simulator Process Analyzer. In addition to performing discrete event simulations, this product also performs value stream mapping, improvement score-carding, and other analytics. 

Use a SIPOC Map when you need a shared understanding of how you plan to produce and deliver your innovation to customers. This is your first order of dehnition, to be followed by more detail using a Process Map or Value Stream Map (see Technique 46). 

I rocess Maps are basic flowcharts that depict the progression of steps, decisions, and handoffs involved in transitioning a new product or service from paper (its design) into production/ delivery to customers. Value Stream Maps do this, too, but they add a level of sophistication related to time and the identification of value-added versus non-value-added activity (waste identification). 

Process and Value Stream Maps can be used in one of two ways to document the as-is process the way it currently runs, or to document the future state of the process if it hasn t been developed, tested, and implemented. Obviously in the context of innovation, these maps are used to develop the future state. While you can apply them without the help of an expert or facilitator, it s best to enlist one, especially when building Value Stream Maps. 

Using a Process or Value Stream Map to document how work will be accomplished—how process inputs are transformed into process outputs— creates needed consensus and positions the organization to implement an innovation as planned, with quality and reliability. No mishaps, defects, or costly mistakes. 

There are numerous ways to draw Process and Value Stream Maps, and numerous symbols used for depicting various activities and actions. But it is best to develop your own approach that works for you and your organization, and not get too hung up on whether you are using the "correct" method and symbols. 

To make value stream mapping as smooth as possible, have your team prep itself by reading up on the basic principles of Lean—an approach that increases the speed, efficiency, and value of operations while reducing waste in both product and service environments. 

Identify the value stream for each product, service, or solution—and eliminate, consolidate, or streamline all steps that are wasteful or include waste (non-value-added activity). 

The steps involved in value stream mapping are much the same as they are for process mapping. But since value stream mapping is more complex, you may want to have a Lean consultant present, or at least read up on value stream mapping. 

Calculate the total queue times and the total time for the process, and display this in a time line at the bottom of the chart. This distinctive time line is found on all Value Stream Maps, and at a glance it shows how much of the total elapsed time (lead time) is value-added. 

Rother, M., J. Shook, J. Womack, and D. Jones. Learning to See Value Stream Mapping to Add Value and Eliminate MUDA. Ccimbridge, MA Lecin Enterprise Institute, 1999. 

For a summary and description of Value Stream Map symbols, visit Strategos (www.strategosinc.com/value-strecim-mapping-3.htm). 

Several software applications aid in the creation of Process Maps and Value Stream Maps. Three we recommend are ... 

Refer to your Process or Value Stream Map and identify the value-added and non-value-added steps. A value-added step is one for which the customer would pay. All other steps are non-value-added, even if they are essential to the process. Then ... 

Use a Process or Value Stream Map (Technique 46) in conjunction with a process FMEA to discover potential mistakes related to how you produce or deliver your innovation. 

For each of the main categories, use a Process or Value Stream Map (Technique 46) to help you brainstorm all the causes, or inputs, that may be contributing to the problem. You can go category by category, or brainstorm freely and list the cause under the appropriate category. Write each input on its own line that extends from the category line (Exhibit 53.2). Continue until you have listed all the potential causes. 

You can gather this information from your Process Map or Value Stream Map (Technique 46), or even a Cause Effect Diagram (Technique 53). 

Refer to your Process or Value Stream Map. Each key process step should have a row on the Control Plan. In our example, the process of taking a customer s order at the drive-through would entail many process steps—facial recognition, order processing, payment, and so on. We ll fill out our sample Control Plan (Exhibit 55.1) using the process step facial recognition. 

The sustainability project teams need to convince the lean six sigma project directors (often referred to as value stream managers in lean and black... 

The petrochemical refinery of Figure 2, on the other hand, is carried largely by the premium olefins, ethylene and propylene (about 40% yield), by high value butadiene (about 4% yield), and by aromatics (about 16% yield). Another 10% of miscellaneous products are produced leaving about 30% gaseous or residual fuel yield. The comparable yield of internal and external fuel value streams from the usual U.S. fuels refinery is commonly nearer 10-12%. 

Identifying and creating value Enabling the flow-of-value stream Allowing customers to puU value uninterrupted Responding to unpredictable change Forming tactical and virtual partnerships... 

Model and on the 4Ps, a framework for lean thinking emerges. Womack and Jones (1996) solicited five principles from their research on TPS. These include the need to 1) create value for the customer, 2) identify the value stream, 3) create flow, 4) produce only what is pulled by the customer, and 5) pursue perfection by continuous identification and elimination of waste. From this framework, the following definition of Lean Engineering Education is presented ... 

Based on the argument to deliver the double helix DNA of mechanical engineering education, both content and competency mastery, the previous chapter presented an exploratory rubric of student outcomes for systems, sustainability and ethics competency. These three competencies are the dorsal spine of the value stream that adds to the delivery of the mechanical engineering education. This process of mechanical engineering education should enrich the four-pronged client/supplier value streams of students, employers, society and faculty. Figure 4-3 below depicts a mental model as to how these outcomes can be pulled by Lean Engineering Education. 

An earned value stream map showing the individual processing steps from mining to the lithium-ion battery production, with time frames for the individual steps and percentage of value added (0% at mining, 100% at battery manufactured). 

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