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Abstract
This paper describes the application of Value Stream Mapping to analyze and redesign a project-based engineering process in the Technical Studies and Installation department in the Belgian Armed Forces. VSM provides a framework to operationalize lean manufacturing concepts to reduce lead-time and improve workflow. This tool was applied to redesign the department's core engineering design process, which was part of a larger transformation effort in the department. The contribution of this paper is to demonstrate how VSM and lean concepts can be applied to a knowledge-based project work environment.
Keywords
Process reengineering, project management, government organization, military organization
1. Introduction
Organizations of many types are implementing lean manufacturing, or lean production, practices to respond to competitive challenges. Examples of lean production and improved performance have been documented in the automotive, aerospace, and consumer goods industries around the world [1,2]. Applications of lean production techniques in other manufacturing industries [3], and even in service and administrative processes [4] are beginning to be documented in the literature. A relatively recent tool to support implementation of a lean philosophy is Value Stream Mapping (VSM) [5], used to define and analyze the current state for a product value stream and design a future state focused on reducing waste, improving lead-time, and improving workflow. The use of VSM appears to be increasing, particularly since the publication of Learning to See [5]. One of the unique characteristics of VSM in comparison with other process analysis techniques is that one map depicts both material and information flow that controls the material flow. The focus of VSM is on a product "value stream" (all actions required to transform raw materials into a finished product) for a given "product family" - products that follow the same overall production steps. In applying VSM, waste is identified at a high level along the value stream in the form of all elements that prohibit or hamper flow and in the form of inventory (raw materials, work-in-process (WIP) and finished goods). In future state design, major issues that create waste in the process are addressed. The future state map forms the basis for the implementation plan, including "kaizen bursts" for focused improvement initiatives (such as set-up reduction).
Guidance for applying VSM is available in several books...