Essay on Value Stream Mapping

Value stream mapping implies methods that are commonly used in lean environments to have a much comprehensive look at the design flows at the system levels or rather across a multiple of systems (Brown et al., 2014). The whole idea entails lean management method for analysis of the current state of affairs in any given institution and designing a future state for the events that involve taking a product or service from its source all the way to the customer (Brown et al., 2014). Most people are seen to be associating value stream mapping with manufacturing. However, the process or rather the system cuts across multiple of businesses, and they include logistics, supply chain, service-related industries, healthcare, administrative and office operations (Brown et al., 2014). Just as stated in the definition, it entails the process of coming with plans for a given institution all based on how the current state of affairs is. Ideally, the entire process of value stream mapping is one a method that is used as part of the six sigma methodologies. This paper aims at looking at the value stream mapping from a larger angle.

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Findings from the research the issue of value stream map show more of similarities rather than differences with the lessons taught in class over the same. According to the studies in school, we see that most organizations are employing the method in coming up with their objectives based on their abilities. From the research conducted, the case is the same. Just as had been stated in the definition, value map streaming has the stakeholders in any given firm or organization, not necessarily manufacturing, analyzing their current situation and giving a closer insight to it thereby deeming the findings of the analysis useful in the decision-making process. Therefore we can say that the lessons and the conclusions of the topic are more or less the same and the differences, if any, are insignificant.

Just like any other approach used in business, the value stream mapping also has pros and cons. Some of its pros include its ability to make the business people have their objectives narrowed down within the ability range of the given business (Dal Forno et al., 2014). Since the firm uses its current affairs to determine its future operations, chances that the goals of the firm are within the business ability scope are high (Dal Forno et al., 2014). In addition to that, the method helps the firm to come up with plans that are realistic. Were it not for the system; firms would be seen to be coming up with plans that may be unreachable. However, the only disadvantage that is tagged along with the use of such a system is the uncertainty it has. The process is uncertain in the sense that one is not able to tell if the situation in a given business will worsen or get better hence there are chances that the objectives are either underestimated or overestimated (Dal Forno et al., 2014). That stands out to be the only disadvantage of this process.

The article used for the research of this topic implies the use of current states of affairs for future judgment. The article at some point says that such a method is usually employed in lean management situations. In addition to that, the process article agitates that the states of affairs being considered here include all the way from the production of a good or service up to the customer or the people involved with the consumption. The article presupposes that the method is applicable in some industries and not only manufacturing ones. From a biblical perspective, we see that God himself used the actions of most characters to judge their future or rather to give them punishment. That is the idea being propagated here; what you do today is used to determine your future. In the business world today, most companies have a regular analysis of their situations, and they use this to have a determination of their future operations. Summarily, the value stream mapping stands out to form a very vital segment employed in the operations of most businesses.

References

Brown, A., Amundson, J., & Badurdeen, F. (2014). Sustainable value stream mapping (Sus-VSM) in different manufacturing system configurations: application case studies. Journal of Cleaner Production, 85, 164-179.

Dal Forno, A. J., Pereira, F. A., Forcellini, F. A., & Kipper, L. M. (2014). Value Stream Mapping: a study about the problems and challenges found in the literature from the past 15 years about application of Lean tools. The International Journal of Advanced Manufacturing Technology, 72(5-8), 779-790.

Tyagi, S., Choudhary, A., Cai, X., & Yang, K. (2015). Value stream mapping to reduce the lead-time of a product development process. International Journal of Production Economics, 160, 202-212.