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Value Stream Mapping: a Sector Based Approach

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Value Stream Mapping: a Sector Based Approach
Value stream mapping: a sector based approach
This paper was created on 01/05/2012

Gieljan Engelrelst

Dimitri Van Nieuwenhove

Industrial Engineering and Operations Research
University of Ghent
Belgium
Gieljan.Engelrelst@ugent.be

Industrial Engineering and Operations Research
University of Ghent
Belgium
Dimitri.VanNieuwenhove@ugent.be

Abstract—Value stream mapping is one of the most used tools in lean manufacturing. It’s a universal approach that can be used in many environments. In this paper, some environments are discussed where Value stream mapping has been applied on. The typical results, depending on the environment or industry, are summarized for every environment as well as the typical difficulties of every industry. This paper covers car manufacturing industry, metalworking industry, distribution sector, food sector, healthcare, product development, value stream mapping in simulation and sales sector.
Keywords: Value stream mapping, lean manufacturing, different industries, results, difficulties

I.

LEAN MANUFACTURING

The last decades the world has known a phenomenon called globalization: it became easier and easier for companies to sell their products at the other side of the world. The main reason for the globalization is the technical evolution which made it possible to transport anything to any place in the world. Another important factor of the globalization is the World Wide Web. Thanks to the World
Wide Web people are able to search for stores, products, services all over the world. An important consequence due to the globalization of the market is the fact that companies will have to be stronger than ever before in order to survive in this competitive market. Because of the globalization, customers are much more sensitive for the quality and the cost of the products they buy. If the companies can’t satisfy the needs of the customer, the customers will buy their products somewhere else.
An aid


References: Dr. Ir. D. Van Goubergen, (1992), “Work Measurement and Method Engineering Handbook”, pp H.M. Wee, Simon Wu, (2009),"Lean supply chain and its effect on product cost and quality: a case study on Ford Motor Company", Supply “Lean philosophy: implementation in a forging company” Peter Hines, Nick Rich, Ann Esain, (1999), “Value stream mapping , a Mark Francis, David Simons, Michael Bourlaki s, (2008),"Value chain analysis in the UK beef foodservice sector", Supply Chain Management: An International Journal, Vol. 13 Iss: 1 pp. 83 - 91 Haitao Yu, Tarry Tweed, Mohamed Al-Hussein, Reza Nasseri, (2009), pp. 782 - 790 Shah SGS, Robinson I., (2008), “Medical device technologies: who is T P Young, S I McClean, (2008), “A critical look at Lean Thinking in healthcare” Ellis R,Whittington D., (1993), “Quality assurance in health care: a hand book” Nelson EC, Mohr JJ, Batalden PB, (1996), “Improving health care, Part 1: The clinical value compass”, Joint Commiss J Qual Improve, pp stream mapping the sales process” Yang-Hua Lian, Hendrik Van Landeghem, (2002), “An application of
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