Value Stream Mapping: Just-in-Time & Jidoka for Process Improvement

Value stream mapping is useful in visualizing the steps needed from product creation to delivery to the customer and helps with analysis and process improvement. Two pillars, namely anchor Toyota processing system; Just in time and Jidoka (Taninecz, 2017). Just-in-time is used in inventory to minimize inventory and increase efficiency. In contrast, jidoka stops processes immediately after a defect is discovered using poka-yoke such as a lever/button when pulled or pushed shuts the entire production line (Pandya et al., 2017). VSM is limited in applying where multiple items have different manufacturing routes and also do not put into consideration wasted energy as part of wastes. It is also difficult to include human resource issues that affect organizations internally and externally, such as language, culture, among others.

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Figure 1: HIGH-LEVEL VALUE STREAM MAP FOR THE QUALITY IMPROVEMENT PROCESS

933450123825Toyota Production System

Toyota Production System

118110089535Toyota Production System

Toyota Production System

-7620089535Customer Focus

Lead Time Cost Quality

Customer Focus

Lead Time Cost Quality

1781175147955Involvement

Involvement

3305175147955JidokaPoka-yoke

Zone control

Problem-solving

Defect control

A3 thinking

Visual control

Andron board

Jidoka

Poka-yoke

Zone control

Problem-solving

Defect control

A3 thinking

Visual control

Andron board

-76200224155Just In Time

Product flow

Pull system

HeijunkaSMED

Talk time

KanbanVisual order

VSM

Just In Time

Product flow

Pull system

Heijunka

SMED

Talk time

Kanban

Visual order

VSM

1581150551815-762001590040EQUIPMENT STABILITY

EQUIPMENT STABILITY

-762001104265STANDARDIZED WORK

STANDARDIZED WORK

Non-Value Added (Waste Or Muda) Activities and Their Characteristics

Waste elimination is one of the main objectives of the Toyota Processing System (TPS), which makes it valuable. Waste refers to things that do not increase the added value or advance the process. These non-value activities, as highlighted in the map, include; waste of transportation, waiting for time waste, overproduction, excess inventory, movement, processing, underutilized workers, and making defective products (Dinis-Carvalho et al., 2015). These types of waste occur through various activities such as invoice errors, excess email attachments, excess movements in the office to printers and other work stations, batch processing, data reentry, excess management control coupled with limited employee control, and so many others.

Identify potential tools that can be used to develop a new, improved process

By exposing the real problems and making fundamental improvements, the process will be made more effective, especially through finding solutions and not just following routine (King et al., 2019). The use of the right process, using the "pull" system to avoid overproduction, continuous process flow, standardizing tasks, visual control, use of technology that has been tested thoroughly, leveling out the workload (heijunka), and getting the quality right from the start by developing a culture of stopping to fix problems and defects. The examples of the types of process improvement arevisualization, streamlining communication, cost-cutting, efficient production, improving delivery times and product quality, upgrading service quality, and reduction of billing cycles.

The following can be used in creating a new quality improvement process.; Firstly, there is the use of the lean methodology to reduce operating and overhead costs based on the customer perspective, which helps understand what customers value from the product. Therefore, waste and errors can be eliminated by focusing on value. Secondly, the use of Six Sigma focuses on 100% perfection, meaning the maximum level of obtainable quality as it closely looks at root causes of defects, problems, and variations which reduce effectiveness (King, 2019). It calls for consistent improvements until the maximum level of perfection is achieved. Lastly, the use of Top Quality Management which focuses on error elimination

Conclusion

Continuous process improvement is inevitable in business and can be done in different ways. By having discussions and sessions with employees and leaders, new ideas and perspectives can be collected to improve the workplace. Research should be done for time audits, which can help in establishing the standards by which a task should be completed in the future efficiently. To reduce slowdowns in production, monthly training programs to educate staff continually so they can rotate and fill any position as need be is necessary in case of sick-offs and vacation. Employees that work directly within the process can give insight into what improvements need to be made. Lastly, surveys are done involving vendors, employees, and customers can help understand the needed efforts for the process and what changes are required.

References

Dinis-Carvalho, Jose & Moreira, Francisco & Braganca, Sara & Costa, Eric & Alves, Anabela & Sousa, Rui. (2015). Waste identification diagrams. Production Planning and Control. 26(1). 235-247. doi: 10.1080/09537287.2014.891059.

King, P. L. (2019). Lean for the process industries: dealing with complexity. CRC Press., doi: 10.4324/9780429400155-5.pp.61-98

Pandya, N., Kikani, P., & Acharya, G. D. (2017). Analyze the Value Stream Mapping for Lead Time Reduction by Lean: A Review. http://hdl.handle.net/123456789/3263Taninecz, George .(2017). Industry Week ; Business And Economics--Marketing And Purchasing, Business And Economics-Management. Informa, Cleveland (Nov 11, 2017) http://ezproxy.sckans.edu/login?url=https://search.proquest.com/docview/1962636