Author: Schwartz, Michael, R Value Stream Mapping of ... · Wallace Carlson Printing’s facility...
53
1 Author: Schwartz, Michael, R Title: Value Stream Mapping of Upstream Processes within Wallace Carlson Printing The accompanying research report is submitted to the University of Wisconsin-Stout, Graduate School in partial completion of the requirements for the Graduate Degree/ Major: MS Operations and Supply Management Research Adviser: Sally Dresdow, Ph.D. Submission Term/Year: Summer, 2012 Number of Pages: 53 Style Manual Used: American Psychological Association, 6 th edition I understand that this research report must be officially approved by the Graduate School and that an electronic copy of the approved version will be made available through the University Library website I attest that the research report is my original work (that any copyrightable materials have been used with the permission of the original authors), and as such, it is automatically protected by the laws, rules, and regulations of the U.S. Copyright Office. STUDENT’S NAME: Michael Schwartz DATE: July 27, 2012 ADVISER’S NAME: Sally Dresdow, DBA DATE: August 1, 2012 --------------------------------------------------------------------------------------------------------------------- ------------ This section for MS Plan A Thesis or EdS Thesis/Field Project papers only Committee members (other than your adviser who is listed in the section above) 1. CMTE MEMBER’S NAME: SIGNATURE: ____________________________________________ DATE: 2. CMTE MEMBER’S NAME: SIGNATURE: ____________________________________________ DATE: 3. CMTE MEMBER’S NAME: SIGNATURE: ____________________________________________ DATE: --------------------------------------------------------------------------------------------------------------------- ------------ This section to be completed by the Graduate School This final research report has been approved by the Graduate School. (Director, Office of Graduate Studies) (Date)
Transcript of Author: Schwartz, Michael, R Value Stream Mapping of ... · Wallace Carlson Printing’s facility...
1
Author: Schwartz, Michael, R Title: Value Stream Mapping of Upstream Processes within Wallace Carlson
Printing The accompanying research report is submitted to the University of Wisconsin-Stout, Graduate School in partial completion of the requirements for the Graduate Degree/ Major: MS Operations and Supply Management Research Adviser: Sally Dresdow, Ph.D. Submission Term/Year: Summer, 2012 Number of Pages: 53 Style Manual Used: American Psychological Association, 6th edition
I understand that this research report must be officially approved by the Graduate School and that an electronic copy of the approved version will be made available through the University Library website
I attest that the research report is my original work (that any copyrightable materials have been used with the permission of the original authors), and as such, it is automatically protected by the laws, rules, and regulations of the U.S. Copyright Office.
STUDENT’S NAME: Michael Schwartz DATE: July 27, 2012 ADVISER’S NAME: Sally Dresdow, DBA DATE: August 1, 2012 --------------------------------------------------------------------------------------------------------------------------------- This section for MS Plan A Thesis or EdS Thesis/Field Project papers only Committee members (other than your adviser who is listed in the section above) 1. CMTE MEMBER’S NAME: SIGNATURE: ____________________________________________ DATE: 2. CMTE MEMBER’S NAME: SIGNATURE: ____________________________________________ DATE: 3. CMTE MEMBER’S NAME: SIGNATURE: ____________________________________________ DATE: --------------------------------------------------------------------------------------------------------------------------------- This section to be completed by the Graduate School This final research report has been approved by the Graduate School. (Director, Office of Graduate Studies) (Date)
2
Schwartz, Michael, R. Value Stream Mapping of Upstream Processes within Wallace
Carlson Printing
Abstract
Lean manufacturing is an effective way of improving a facility’s process at a low cost.
Furthermore, lean manufacturing is based on the Toyota Production System, which seeks to
remove waste from all steps in the production process. The goal of the Toyota Production
System is to continually decrease non-value added time and wasted movement.
This study was conducted at a printing facility in Minnetoka, Minnesota. The researcher
collected data about the upstream processes such as the planning, preflight, desktop, and plate
making processes. Data about the process times, lead times, and wait were collect during the
study. From the data collected both current and future state maps were created. As a result of
developing value stream maps, opportunities for process improvements were identified. After
opportunities were identified a new facility layout was developed incorporating the suggestions
from the future state value stream map.
3
Acknowledgments
First, I would like to thank Wallace Carlson Printing for providing me with the
opportunity to observe their operation. In addition, I specifically thank, Charlie Cox the Chief
Operations Officer at Wallace Carlson Printing, Tim Siefkes, Isaac, and Jamie for working with
me to gather the data I needed for this project. Thank you, also, to Dr. Keyes for the support he
provided throughout my education and to Dr. Dresdow for her guidance and suggestions, which
were particularly helpful while writing the Plan B paper. Similarly, I would like to thank my
family for the encouragement and support they provided throughout my education.
4
Table of Contents
Abstract ........................................................................................................................................... 2
List of Figures ................................................................................................................................. 6
Chapter I: Introduction .................................................................................................................... 7
Statement of the Problem .................................................................................................... 8
Purpose of the Study ........................................................................................................... 8
Assumptions of the Study ................................................................................................... 9
Definition of Terms............................................................................................................. 9
Limitations of the Study.................................................................................................... 10
Methodology ..................................................................................................................... 11
Chapter II: Literature Review ....................................................................................................... 12
Lean Manufacturing .......................................................................................................... 12
Tools and Techniques ....................................................................................................... 16
Takt time. .............................................................................................................. 16
5S. ......................................................................................................................... 17
Just-in-time. ......................................................................................................... 19
Single minute exchange of dies. ........................................................................... 21
Total preventative maintenance (TPM). ............................................................... 22
Value Stream Mapping ..................................................................................................... 23
Facility Design .................................................................................................................. 26
Conclusion ........................................................................................................................ 28
Chapter III: Methodology ............................................................................................................. 29
Instrumentation ................................................................................................................. 29
5
Value Stream Mapping ..................................................................................................... 30
5S ...................................................................................................................................... 31
Facility Design .................................................................................................................. 32
Limitations ........................................................................................................................ 33
Summary ........................................................................................................................... 33
Chapter IV: Results ....................................................................................................................... 35
Summary of Value Stream Map ....................................................................................... 35
Table 1 .............................................................................................................................. 37
Analysis of Current State Value Stream Map ................................................................... 38
Analysis of Future State Map ........................................................................................... 39
Facility Redesign .............................................................................................................. 40
Conclusion ........................................................................................................................ 41
Chapter V: Discussion .................................................................................................................. 43
Limitations ........................................................................................................................ 43
Conclusions ....................................................................................................................... 44
Recommendations ............................................................................................................. 45
Appendix A: Institutional Review Board ..................................................................................... 49
Protection of Human Subjects .......................................................................................... 49
Appendix B: Value Stream Maps ................................................................................................. 50
Current State Map ............................................................................................................ 50
Appendix C: Flow Chart of Wallace Carlson Printing ................................................................. 51
Appendix D: Previous Facility Layout ......................................................................................... 52
Appendix E: New Facility Design ................................................................................................ 53
6
List of Figures
Figure 1: Change Over To Next Job…………………………………………………………….22
Figure 2: Current State Map Icons………………………………………………………………25
Figure 3: Future State Map Icons………………………………………………………………..25
7
Chapter I: Introduction
Printing companies face competition not only from businesses that offer similar services
but also from other advertising mediums that are less expensive. In order for printers to remain
competitive, it is important to provide a quality product that meets customer’s specifications, as
well as a low price, and on time delivery. As a result, the printing industry is competitive and
profit margins are small, 3% to 4%. Reducing operating expenses and increasing quality is the
best method of increasing profit margins. If printers can reduce operating costs, companies will
increase their profit margin. These improvements allow companies to be more competitive
during the bidding process.
Wallace Carlson Printing is a commercial printer based out of a 36,000 square foot
facility in Minnetonka, Minnesota, where it rents an office space from a business above the
company (Wallace Carlson Printing, 2012). It is a certified women-owned business employing
close to 100 people. In addition, Wallace Carlson Printing has increased the (Wallace Carlson
Printing, 2012) number of women employees from 5% to 20% within the recent years. Wallace
Carlson Printing’s business model is best defined as a make-to-order or job shop. For example,
if there is an order for 10,000 brochures, only enough pieces to fill the order will be produced.
Similarly, only enough paper to fill the order will be purchased. Although Wallace Carlson
Printing offers a range of services, offset and digital printing are the main drivers of sales.
Currently, the facility uses many lean concepts on their production floor (Wallace Carlson
Printing, 2012).
In contrast to the company’s current financial standings, two and a half years ago
Wallace Carlson Printing declared bankruptcy (Wallace Carlson Printing, 2012). New and
inexpensive mediums such as the Internet and a slow economy contributed to the company’s
8
declaration of bankruptcy. After just a year and a half the company (Wallace Carlson Printing,
2012) has experienced an 11% growth as a result of analyzing the current processes and
implementing process improvement. In order to accomplish the turn around of Wallace Carlson
Printing, management specifically Charlie Cox who was hired to transform the business, focused
upon implementing lean principles and monitoring productivity. The profit and loss statement
was analyzed and opportunities to improve were identified, such as increasing prices on a select
group of clients. Also, management reevaluated contracts with vendors, paying mainly with cash
and turning around invoices in 15 days compared to 30 or 90 days. This allowed Wallace
Carlson Printing to receive greater discounts from their suppliers and to monitor suppliers for
changes in pricing that had not been agreed upon. Currently, management has moved its focus
from the production floor to upstream processes. Therefore, management was interested in
driving waste out of the upstream processes.
Statement of the Problem
Wallace Carlson Printing’s facility was spread out which required long travel times
between processes. This created excessive motion between processes resulting in reduced
productivity. In addition, job tickets lacked information whether jobs had been produced
previously or it was a new job. This increased lead times as well as work in progress (WIP).
The increased lead times and WIP created a competitive disadvantage.
Purpose of the Study
The purpose of the study was to create metrics for the processes upstream of the
production floor such as preflight, planning, desktop, proofing, and plating. The objective was to
make a value stream map of the processes; which would provide an understanding of where in
the value stream waste could be removed. Next, a future state map was created with the goal of
9
suggesting ways of reducing WIP, excessive motion, as well as excessive communication
between departments due to missing information. The results of the future state map were
utilized and applied to the new layout for the desktop department. While creating the new
layout, simple lean principles like 5S were used to reduce excessive motion and increase flow in
the new layout.
Assumptions of the Study
Before the project was started, support from the management of the company was
requested. Consequently, the project was supported by all employees at Wallace Carlson
Printing particularly employees in the desktop and planning departments. In addition, the
following assumptions were made about the extent of support and the use of data collected.
1. That management provided support for the process improvement project.
2. That the data gathered and suggestions made will be of use specifically to Wallace
Carlson Printing.
3. The information gathered will not represent a sample nor be relevant to printing
companies industry wide.
Definition of Terms
5S. 5S is a tool normally used in the first stages of lean implementation to organize a
work cell and begin to create a flow between processes.
Desktop process. Operators in the desktop process are responsible for ensuring the files
meet specs before printing proofs for customers and making plates for production. Operators in
the desktop process at times will create designs or make minor changes to files.
Gemba. Gemba is a hands-on approach to management. It means to go to where value
is being created; most of the times this is the production floor. Managers must get out from
10
behind their desks and understand the work being performed as well as to identify issues that
arise.
Jidoka. Jidoka is a form of mistake proofing. It is a tool used to ensure that no defect
moves further down a production line. It allows workers to stop a production line as soon as
they notice a defect and then determine a solution.
Muda. Muda is the Japanese word for waste.
Pacemaker. Pacemaker is the process within the production system that sets the pace of
production. The pacemaker is the only process with which scheduling communicates.
Planning process. The planning process involves both the estimation of jobs and the
creation of job tickets. Job tickets contain information about all the processes that will be used to
produce a job.
Platemaking process. In the platemaking process, plates are made for the printing
process.
Preflight process. The operators in the preflight process view all images and files
submitted by clients that will be used during production to ensure that there are no problems
during down stream processes.
Pull production. Ideally pull production focuses only upon producing to customer
demand, with little focus on long term or mid range scheduling for materials and production.
Takt time. Takt time is the total production time including value added and non-value
added time divided by the amount of products in demand by customers weekly (Rother & Harris,
2001).
Limitations of the Study
The limitations of this study include that:
11
1. The value stream mapping procedure was limited to the support processes, such as
order entry, planning, proofing, prepress, and platemaking processes for Wallace
Carlson Printing.
1. Suggestions for process improvements were limited to improvements that have low to
no cost to implement.
2. Although management supported change, some employees had specific work habits
and were unwilling to change.
3. The space within the facility was compact due to the amount of equipment and WIP.
It was possible to move equipment, although there was a limited amount of space
because of the size of some of the equipment as well as the need for electrical wiring
to where equipment could be moved.
Methodology
The study was focused upon the upstream processes within Wallace Carlson Printing.
These included areas like planning, preflight, desktop or prepress, proofing, and plating. The
planning and prepress processes are responsible for multiple deliverables. As a result, the pace
of work relies upon these two processes. Wallace Carlson Printing is different from many
manufacturing facilities. Since the company is customer driven and relies upon a make to order
strategy. The result was that process times and job lengths varied. Therefore information was
gathered to show both a minimum and maximum time for each process. Next, a current state
map of the upstream processes was created. After the development of the current state map, a
future state map was created. The future state map provided suggestions for improvement of the
processes. Once the future state map had been created and areas for improvement identified, the
planning and desktop areas were redesigned.
12
Chapter II: Literature Review
Two and half years ago Wallace Carlson Printing had to declare bankruptcy. In spite of
this it has been able to generate positive growth by using process improvement in their facility.
One processing issue Wallace Carlson Printing still faced was the long travel distances between
processes due to the location of workstations and equipment within their facility. These issues
increased lead times as well as the amount of work in progress. Another problem Wallace
Carlson Printing encountered was to reduce the space used by the desktop and planning
departments as a result of losing the current area occupied by the sales department.
Chapter two covers literature about lean manufacturing, the Toyota Production System,
the tools and techniques used within lean manufacturing, value stream mapping, facility design,
and just in time production.
Lean Manufacturing
Taiichi Ohno developed a set of principles known formally as the Toyota Production
System (TPS) while working for Toyota Motor Company (Liker, 2004). Consequently, Ohno
identified seven wastes that are present in all companies whether manufacturing or service. He
developed a series of concepts to reduce waste based upon a range of experiences. The first is
the experience and knowledge passed down by the Toyoda family and Toyota executives (Liker,
2004). Second, Ohno was not only interested in manufacturing in Japan but also the practices in
America and gained insights from touring U.S. automotive factories as well as supermarkets.
The main focus of TPS is to determine the steps within each process that add value as
well as to eliminate non-value added steps from the production process, reducing the seven
wastes to create a more efficient production system (Liker, 2004; Sugimori et al., 1977; Thun,
13
Druke, & Grubner, 2010). Similarly, the goal of TPS is to only perform steps that customers are
willing to pay for.
As mentioned, Ohno describes seven different types of waste that can be found within the
manufacturing process. Whether observing manufacturing or the service industry, similar wastes
or inefficiencies can be found within the processes. These wastes or muda are: (Liker, 2004;
Wilson, 2010)
1. Transportation: This waste occurs when moving parts and materials between stations
or cells. Minimizing transportation distance reduces this waste.
2. Waiting: Anytime employees are not working.
3. Overproduction: The production of unneeded finished goods as well as starting to
produce products earlier than needed. By overproducing products it affects all other
wastes. (Transportation, inventory, movement, excessive processing, defects or scrap,
and waiting)
4. Defects or scrap: Defects found in physical products are one form of waste.
Similarly Ohno thought that the time and man-hours spent creating the defect is
another form of waste (Wilson, 2010).
5. Inventory: Inventory is considered a waste unless it is has been already sold.
6. Movement: Excessive motion to perform a job is waste (i.e. looking for parts or
tools).
7. Excessive processing: This is caused by the addition of non-value added steps to
processes. For example, producing a product that is beyond the customer’s
expectations requiring more work during production. (Liker, 2004; Wilson, 2010)
14
In addition to these seven wastes listed, lean practitioners have developed identified an
eighth waste, the under utilization of employees (Thun et al., 2010; Wilson, 2010). According to
Sugimori et al. (1977) another aspect of the Toyota Production System is a respectful and open
working environment. As a result, workers are given more respect and the respects helps to
ensure that workers are able to utilize their full range of knowledge and skills. This is a response
to the eighth waste, the under utilization of employees. Therefore the goal is to fully utilize
workers capabilities (Sugimori et al. 1977). For example, workers are given more authority for
decisions within the workplace.
Batch processing is standard practice in many manufacturing companies that runs
counters to the Toyota Production System. In industries with high capital costs, producing large
volumes and devoting less time to product changeovers is often considered more economical
(Brown, Collins, & McCombs, 2006). In other words, companies use economies of scale to
reduce the cost per unit. Minimizing the number of changeovers increases the utilization. The
result is a large inventory of products, which is the opposite of lean philosophy. For example,
overproduction is one of the main wastes that can be found within batch processes. It has the
tendency to hide errors as well as increase the other six wastes (Brown et al., 2006). A
consequence of overproduction is that inventory is increased, which increases excess movement
by requiring surplus placing products to be placed in storage. As a result of overproduction and
large inventories a company is more likely to experience excessive processing.
Another consequence of batch processing is the departmentalization of the processes as
well as human process (Brown et al., 2006). For example, communication silos are a result of
departmentalization. Communication silos tend to happen when all communication occurs
within the functional department, while the only person to communicate with other the
15
departments is the manager. This can lead to defects or errors not being addressed in a timely
manner. According to Brown et al. (2006) in comparison with single piece flow; batch processes
have the downside of concealing many of the wastes that lean principles try to remove.
During the transition from a batch process to a lean culture, manufacturing facilities are
affected by their accounting systems. According to Ahlstrom and Karlsson (1996), the
accounting system is affected three ways during the change process technically, through the
design of the accounting system, formally; the importance to an organization and last, through
the depth of use within the organization. A consequence of a traditional accounting system is
that it emphasizes the cost of goods compared to customer service or quality (Ahlstrom &
Karlsson, 1996). According to Ahlstrom and Karlsson (1996) enterprise wide accounting
systems are large investments and are not always flexible which makes measuring different data
such as quality and customer service a hard transition. For example, one of biggest issues with
traditional accounting systems is that inventory is debited as an asset and therefore, artificially
benefits the bottom line. On the other hand, lean accounting measures different metrics than a
traditional accounting systems. For example, lean accounting measures total case incident rate
(safety), defects per million (quality), on-time to promise (delivery), sales per full-time
equivalent (cost) (Brosnahan, 2008).
In order to transform a company from a batch process to a single piece flow a company
must go through a series of steps. The first step when transitioning to a lean production system
is to use the 5S tools to organize the workstations, reduce excessive motion, and create a better
flow between processes (Imai, 1997). Depending on the process supermarkets can be created to
even the flow of production. According to Rother and Harris (2009) a process can produce to a
super market, which levels production. A super market is basically a holding area for parts
16
before they are assembled. As parts are pulled from the super market, the previous process
refills the super market. Another step towards a lean production system is to synchronize jobs
based upon a single process, also known, as the pacemaker, as well as determining the amount of
time each process should take. Cycle time can be defined as the amount of time it takes to create
a finished product or the total amount of time it takes to for a process including non-value added
time (Rother & Harris, 2001). Furthermore, cycle times can differ slightly from takt time
depending on the efficiency and utilization of the operators and equipment within the facility.
Finally, processes can be leveled by using the takt time to release an even amount of work across
processes.
Tools and Techniques
A range of tools has been developed overtime for various situations, such as leveling
production, scheduling, communicating, evening out flow, or organizing a work cell. The
majority of lean tools are used for the actual improvement process. Within the following section
the different tools that are used to change a company from using a batch processing to a lean
production system are discussed.
Takt time. According to Rother and Harris (2001), takt time is the total production time
divided by the quantity of products in demand by customers each week. Takt time is used most
effectively in manufacturing environments with low product mixes and high volume. For
example, the implementation of takt time enables companies to start to develop a flow based
production system. Similarly, takt times provides companies a simple technique to level the
amount of work scheduled for each process within the value stream (Rother & Harris, 2001).
Takt time was used by study Pattanaik and Sharma (2009) in their research on lean
manufacturing. They measured the production process and determined that the takt time was 72
17
seconds to produce a subcomponent. Takt time is a metric, which can be used as a base line, to
make other improvements in the plant. Therefore by removing wasteful steps and leveling the
other processes to meet the 72 second takt time, from raw materials entering the facility to
finished product, process time decreased from 2,309 seconds to 2,074 seconds (Pattanaik &
Sharma, 2009). This meant that time to produce one product from raw material to finished good
was decrease by 4 minutes or 235 seconds. Since the total production time for facility was
28,000 seconds or 466.67 minutes an extra 23 parts can be produced per day.
5S. 5S is considered one of the starting points during the implementation of lean
principles. For example, 5S provides techniques for companies to change from an unorganized
workplace to an environment that is based upon visual controls. According to Imai (1997) the
five steps are:
1. Sort (Seiri)
2. Set in order (Seiton)
3. Shine (Seiso)
4. Systematize (Seiketsu)
5. Standardize (Shisuke)
Sort, the first step within the 5S process relies on employees to determine the tools and
equipment used on a regular basis compared to anything that may be un-necessary to employees
work routine (Imai, 1997). According to Imai (1997) a red tag event was commonly used to
determine all unnecessary tools or equipment within an assembly cell. For example, after
employees had determined the equipment used in their daily work, it was possible to regain up to
50% of the floor space previously occupied (Imai, 1997).
18
Set in order or seiton involves minimizing the motion and time it takes to currently access
the tools and materials to perform the job (Gapp, Fisher & Kobayashi, 2008). Not only does
seiton impact the organization of tools, but also the creation of simple visual techniques to
control the flow of material into the assembly cells. Another important part of seiton is the
establishment of locations or homes for the tools within the production cell. Therefore, it is
much easier to determine if something is missing or there is too much work in progress. These
same ideas can be expanded to the whole facility, not just a single assembly cell.
Shine or seiso is the act of simply cleaning the area and machines in the operator’s
surrounding (Imai, 1997). According to Imai (1997), while operators clean the facility, work
area, and the equipment used daily it is possible for the employees to catch small problems that
could easily be fixed. As a result, the small problems that were easily fixed will not return as
large issues (Gapp et al., 2008).
Systematizing originally known as seiketsu in the Japanese language focuses upon the
continual improvement of the employees workplace (Gapp et al., 2008). In contrast to
performing the 5S steps once, systemize (seiketsu) requires performing the sort, set in order, and
shine on a regular basis, whether the 5S process is completed daily, weekly, monthly, or
quarterly.
The last step is standardizing. At this stage, the company should be able to implement
the first four stages of 5S. Standardize or seiketsu involves the creation of procedures that will
ensure that the current progress is sustained and improved upon. (Gapp et al., 2008)
According to Imai (1997) there are numerous ways to review the level of 5S, specifically:
1. “Evaluation of self
2. Evaluation by an expert consultant
19
3. Evaluation by a superior
4. A combination of the above
5. Competition among gemba groups” (Imai, 1997, p. 71)
As employees finish with each step of the 5S process, it is management’s or a
combination of management’s and consultant’s responsibility to decide whether the facility is
ready to move to the next step.
Just-in-time. The just-in-time (JIT) production system is a form of quantity control.
Although the JIT production system provides tools to improve and maintain quality within the
production process, the main focus is to supply “only the necessary products, at the necessary
time, and in the necessary quantity” (Sugimori et al., 1977, p. 553). According to Li (2009), JIT
production is less of a system than a culture of integrating every aspect of an organization, from
a production line employee to top management. In addition, (Li, 2009) the goal of JIT
production is to continually reduce inventory, waste, and space. The ultimate goal is to move
from a batch process towards a single piece flow, although for many companies a single piece
flow will never be achievable because of their product mix.
The actual implementation of a JIT production system includes the use of 5S and kanbans
to even the flow, as well as a range of other lean tools to accomplish this goal. According to
Liker (2004), kanbans provide an essential tool to move a company from a batch process toward
an even flow. Kanbans reduce inventory levels and increase on-time performance by reducing
cycle times. According to Thun et al. (2010) kanbans are only one step towards creating a pull
production system; other tools are required in order to transition to a pull production system.
Jidoka is one key tool used to achieve a Just in Time production system. Jidoka means,
“to make the equipment or operation stop whenever an abnormal or defective condition arises”
20
(Sugimori et al., 1977, p. 557). One of the main uses for jidoka is to prevent a line from over
producing a product, which is one of the seven wastes (overproduction). Another use for jidoka
is quality control. Instead of allowing products with defects to progress through the production
line, equipment is stopped at the first sign of a defect and a solution is devised. Therefore more
time is not wasted scrapping and reworking sub-components or final products that do not meet
standards. Not only has jidoka been used as a tool to affect the quality of a product but also the
safety of workers on a production line (Sugimori et al., 1977). For example, the employees on
Toyota’s production line are determined and concentrate upon productivity. Therefore if a
problem occurred on the production line, an employee might not stop the operation. Instead he
might opt for a fix that is dangerous and may result in an injury. One of the reasons the Jidoka
system was developed was to reduce the risk of injury and allow employees to stop the
production line.
There has been less research conducted on the human aspects of the Toyota Production
System compared to research about transforming batching processes using lean principles.
Although according to Sugimori et al. (1977), the human or worker factors of the production
system, however, continue to be important to Toyota’s JIT system. As discussed earlier, JIT
systems seek to eliminate wasteful and non-value added movement. Consequently two different
types of wasteful movement have been identified. The first is non-value added movement that
occurs as a result of the over production of products. This has been one of the easiest wastes to
remove. A second instance of unneeded movement is the use of employees to perform
operations that are hazardous or dangerous to their wellbeing (Sugimori et al., 1977).
Kaizen events are a coordinated way of quickly performing process improvement
projects, by creating specific goals and utilizing a cross-functional team. In addition kaizen
21
events may be the result of analyzing the current state of the manufacturing process and utilizing
a value stream map or similar tools. On the other hand, kaizen events may be a regular practice
within a company or organization. According to Glover, Van Aken, Farris, Doolen, and Worley
(2008) kaizen events have become popular ways for the first round of improvement projects. In
spite of the significant gains, one issue with kaizen events is ensuring that improvements made
throughout an event are sustained. Therefore, a few factors have be to examined to determine
whether a kaizen event is successful, such as employee follow-up and involvement, updating
work methods, audits, performance reviews, and work area management support (Glover et al.,
2008).
Small lot sizes are an important aspect of JIT production systems. For example, smaller
lot sizes allow for greater flexibility within the production system and allow manufacturers to
produce to customer’s demands instead of creating large batches. Most importantly, reducing lot
sizes can affect many areas such as holding costs, minimizing storage space, reducing inspection
time and reworking costs (Li, 2009). In contrast, large lot sizes conceal waste within a
production system. By reducing the lot sizes, waste becomes more visible and is easier to
address (Li, 2009).
Single minute exchange of dies. According to Ulutas (2011) the single minute exchange
(SMED) of die process is a tool that was developed to reduce the lot sizes within manufacturing
facilities. Shingo developed the single minute exchange of dies process specifically for die
presses and the changeover process (Ulutas, 2011). Essentially, SMED is a process of
standardizing and simplifying the steps to change from one product to another. The majority of
the time SMED is considered to be a part of Total Preventative Maintenance. Single minute,
however, “does not mean that all changeovers and startups should take only one minute, but that
22
they should take less than 10 minutes” (Ulutas, 2011, p. 101). However, One-Touch Exchange
of Die (OTED) does mean that the process should take just over a minute or 100 seconds.
Furthermore, Shingo separated the setup process into two parts, the internal and external setup.
First, the internal setup could only be done while the machine was shutdown or when the process
is complete. However, the external setup could be done while the machine was processing.
The steps within the SMED process are (see Figure 1):
Figure 1. Change Over To Next Job
1. Separating internal and external setup
2. Converting internal setup to external setup
3. Streamlining all aspects of the setup operation
Figure 1. The above figure is an example of the change over process from one product to another. The non-value added time in-between the last good part and first good part is one area SMED concentrates. Shortening the time needed for internal changeover time. (Ulutas, B. (2011). An application of SMED methodology. World Academy Of Science, Engineering &
Technology, 79100-103. Retrieved from http://www.waset.org/) Consequently, the process of converting internal setup to external setup and streamlining the
setup process, enables smaller lot sizes, reduces setup time, and optimizes machine utilization.
Total preventative maintenance (TPM). According to Afefy (2010), TPM and
reliability-centered maintenance (RCM) are based on the same concepts. For example, RCM is
23
the planning and implementation of the optimal level of maintenance based upon time or interval
(Afefy, 2010). On the other hand, TPM includes RCM as well as a range of other methods to
improve productivity. Essential to RCM / TPM (Afefy, 2010) are the factors the programs are
composed of, reactive maintenance, preventive maintenance, condition based maintenance, and
proactive maintenance. During the TPM process a range of tools are used to identify
opportunities to improve and determine the root cause of an equipment failure. For example,
Afefy (2010) used logic tree analysis; failure mode, effect and criticality analysis (FMEA /
FMECA), root cause failure analysis, and a functional block diagram to analyze the processes in
a case study. As a result of determining the root causes for the failures and creating programs to
prevent further downtime the (Afefy, 2010) company was able to save $74,400 dollars per year
on labor costs. In addition, they saved 80% of the downtime costs and 22.17% of the cost of
current spare parts program.
Value Stream Mapping
Value stream mapping (Braglia, Carmignani, & Zammori, 2006; Rother & Shook, 2009)
examines the overall process from supplies entering the facility to a final product being produced
and shipped to the customer. According to Rother and Shook (2009), the current state map
involves the documentation of not only value added steps but also non-value added steps, instead
of applying lean principles without knowledge of the processes or information about where
wastes exist. As a result of the current state map, the implementation team has a baseline or
starting point to develop an implementation plan. Furthermore, the current state map provides
the implementation team with a visual display of where the waste is within the facility. Not only
does the current state map show each process’s lead-time, efficiency, uptime, number of
operators, and process time, but it also provides a visual of how information is communicated
24
(Braglia et al., 2006; Rother & Shook, 2009). The selection of a product family is key to
progressing with the value stream map. Selecting a set of processes with a similar product is
crucial to realize process improvements.
A case study by Prabhu, Surekha, Holla, and Patel (2008) created a current and future
state map of the logistics industry in India. In this study, a trucking operation focused on a few
areas, picking up the load, moving the goods, unloading goods and charging for services. There
were many small steps that added waste into the process, whether it was lack of coordination
between driver and suppliers or just workers’ laziness. Once the current state was developed the
(Prabhu et al., 2008) total value added time was 174 minutes out of 444 minutes plus 368
minutes for transportation. The time value that was added to the product or service was 39.2%
(Prabhu et al., 2008). After non-value added steps were identified and removed the total
transportation time decreased from 992 minutes to 662 minutes, which is a process ratio of 57%.
The majority of the time the value stream mapping process is very hands-on, requiring
the improvement team to go to the production floor or “gemba” and document each process
within a product family. According to Rother and Shook (2009) value stream mapping is a
pencil and paper process. As technology has progressed, however, software has provided value
stream managers with the ability to perform the mapping process on computers. Since value
stream mapping is a visual process there is a standard set of icons to describe the processes and
flow of information within a facility. For example, a visual of a truck represents a shipment
either to or from the company. There are a range of visual icons used to identify different
processes (see Figure 2 & 3).
25
Figure 2. Current State Map Icons
Figure 2. Commonly used icons used in both the current state and future state maps. The icons are used to describe the processes within the value stream. For example, although the flow of information may change to the production, the icons to describe this will not. (Braglia, M. M., Carmignani, G. G., & Zammori, F. F. (2006). A new value stream mapping approach for complex production systems. International Journal of Production Research, 44(18/19), 3929-3952. Retrieved from http://www.tandf.co.uk/journals/titles/00207543.asp ) Figure 3. Future State Map Icons
Figure 3. An example of the icons used to show the implementation of lean tools. A majority of the time the above icons are mainly used in to the future and ideal states (Braglia, M. M.,
26
Carmignani, G. G., & Zammori, F. F. (2006). A new value stream mapping approach for complex production systems. International Journal of Production Research, 44(18/19), 3929-3952. Retrieved from http://www.tandf.co.uk/journals/titles/00207543.asp )
As value stream mapping became more accepted and provided significant results, the value
stream mapping process started to be used in transactional environments (i.e. sales, office
environments, service sector, etc.).
After the creation of a current state map and the identification of waste within the
production process, a future state map is created to show how removing waste will affect the
productivity. Furthermore, a future state map is a plan for implementation that is achievable
within a short period of time at a low cost (Rother & Shook, 2009). Further designs of future
state maps can suggest improvements that are more costly and time consuming.
Facility Design
According to Zhenyuan, Xianohong, Wei, Defeng, and Lijun (2011) there are two
approaches to designing a facility. The first is a quantitative approach, in which the goal is
minimize the cost to transfer work between processes. The cost to transfer work between
processes is believed to make up 20% - 50% of the operating expenses in a manufacturing
facility. A new facility layout could reduce these costs by 10% - 30% (Tomkins & White, 1996).
Conversely, the second method is qualitative, based mainly on reducing the distance between
processes. As a result of the advance in technology, computer aided system layout planning
(CASLP) has made facility planning faster and simpler (Zhenyuan et al., 2011).
Although there are two approaches to facility design, there are many different methods to
reaching a similar goal. First, facility layout designs were initially analyzed and created using
tools like flow charts, process charts, and previous experience and knowledge gained from
similar facility layout problems (Heragu, 1997). Then relationship charts were used, relationship
27
charts are the basis for systematically solving facility problems. Finally, unsophisticated
mathematical methods were established (Ahmad, 2005). Recently, creating a quadratic
assignment problem solves most facility layout problems. Basically, this involves defining a set
of variables that, depending on the algorithm used, will minimize one or all of these factors; the
material handling cost, deviation cost, work in progress (WIP) cost, and relocation cost
(Dhamodharan, Nagalingam, & Gurd, 2009). Therefore, the three categories of algorithms used
in facility layout problems are exact, heuristic, meta-heuristic algorithms. Exact algorithms use
non-linear, linear, and mixed integer programming to solve problems (Heragu, 1997). Although
exact algorithms provide the best answer, they are limited in the size and scope of the problem.
On the other hand, heuristic algorithms have been designed to solve much larger problems.
According to Heragu (1997), heuristic algorithms require further improvement even after the
problem has been solved. As a result, meta-heuristic algorithms allow for larger problems and
place a value, from zero to one, which determines the best layout compared to the worst (Pham
& Karaboga, 2000).
According to Zhenyuan et al. (2011) there are four separate parts to a lean facility layout,
information management, workshop drawing, facility layout, and layout simulation. During the
design of a lean facility layout the initial layout, then optimized layout, finally a lean layout is
created. While designing a new facility layout, measuring the flow of products through the
facility is important to help to determine the ideal spacing between workstations and machines.
For example, the amount of room needed currently for work in progress (WIP) as well as moving
between stations may increase in the future. If it is the case that demand will increase, a facility
plan runs the risks of creating bottlenecks or similar issues in the future if the risks are not
mitigated. An example is a printing environment which produces a range of products and
28
demand that varies greatly throughout the year, from low to almost over capacity. In order to
gain a basic idea of future changes, forecasting is used. According to Krishnan, Jithavech, and
Liao, (2009) the larger the differences between products produced in one facility, the greater the
risks associated with the layout.
The method used to arrive at the facility layout depends upon area and type of facility
problem, for example, a manufacturing setting where utilization of space needs to optimize while
material handling reduced. Quadratic equations are optimal for these situations. Ideally, an
optimized layout should reduce waiting time, transfer distance between machines as well as
material handling costs and allow the process to be conducted by one operator or at least reduce
the number operators currently being used.
Conclusion
The concepts within the Toyota Production System have continually developed over the
past 50 years. Although the main concept of removing waste to create a more efficient system
has not changed, while the methods to reach this goal have advanced. For example, the research
surrounding the Toyota Production System and the tools used, such as kanbans, jidoka, just in
time production and so forth. Finally, there is a range of methods for optimizing a facility’s
layout, ranging from relationship maps to quadratic equations. The researcher used an approach
similar to a relationship map to develop the new layout. Furthermore, value stream mapping was
the first step in the process to develop a new facility layout. The next chapter discusses the
methodology used to improve the flow of the desktop and planning process.
29
Chapter III: Methodology
The focus of the study was the upstream processes within Wallace Carlson Printing.
Upstream processes may differ depending upon the capabilities of the printing facility. For
example, at Wallace Carlson Printing the desktop department was responsible for multiple
processes such as file prep and imposition, proofing, and plating. As a result of being
responsible for multiple deliverables, the desktop and planning department helped to set the pace
for production. Wallace Carlson Printing operates two eight-hour shifts. The first shift has
multiple operators within both the desktop and planning departments, while the second shift was
a skeleton crew. One of the problems Wallace Carlson Printing faced was to reduce the space
used by the desktop and planning departments in order to consolidate the sales department into
the main section of the building.
The desktop department was the main focus of the value stream map and eventual
process improvements. Compared to many manufacturing facilities, printing production is very
customer driven and an on-demand process. The time for setup and production may change
depending on the job. Similarly, within the desktop department jobs may last days or take fifteen
minutes to prepare.
This chapter includes information about the instrumentation used for gathering data and
measurements. The methodology chapter also includes information about the value stream
mapping process and data that were used within the value stream map. Finnally, the limitations
of the research performed at Wallace Carlson Printing are described.
Instrumentation
The researcher used similar tools as Rother and Shook (2009) to gather data on the
current processes. The main tools included a stopwatch, pen, and paper. In order to create and
30
analyze the current and future value stream maps as well as to analyze the flow of movement
throughout the planning and desktop departments, Microsoft Visio 2010 was used. MS Visio
created diagrams of the overall flow of a job through the upstream processes within a printing
facility.
Value Stream Mapping
The researcher spent time on the production floor observing each specific step as well as
the steps that were required to start a new task. For example, a reoccurring step within the
production process, was the movement of the correct information between each process.
Therefore the operators within the prepress process acted as the last check before information
was released to operators on the production floor.
The first step or phase was to gather data about each step within the production process.
For example, one of the first steps within the production process was the desktop or prepress
department. There were multiple processes within the desktop department such as proofing,
desktop, and plating. Each process creates a separate deliverable. Since the length of jobs
varied, data was recorded multiple times for each process to determine the time for a short job
compared to the time for longer more complex jobs. Since time varied greatly between jobs, it
was impossible to use takt time to level production.
For each step within the production process, the same metrics were collected:
Process time
Lead-time
Number of operators or employees that work within a production cell.
Non-value added time
31
In addition to these, the final metric collected was the utilization of the plate making
process. After all the data had been collected for each step within the production process, from
planning to plate making, a current state map was created. The current state map displays all
information for each process and provided a visual description of the processes.
5S
The next step in the methodology was to apply lean techniques, such as 5S, to redesign
the current processes. Since the desktop and planning department were moving to new areas it
was a good opportunity to use the knowledge gained during the value stream mapping process to
start to improve and impact each process. The first lean tool considered after analyzing the
current state map were the 5S principles, sort, set in order, shine, systemize, and standardize.
Sort – Determined the tools needed daily, weekly, and monthly for each process, then
removed and placed in storage materials, tools, and equipment that was not used daily or
weekly. Finally, recycled or threw away old and unused supplies, jobs, proofs, and other
unneeded material.
Set in order – After the tools and equipment needed on a daily basis were determined,
simple ways of locating and replacing tools in the correct location were created. During
this step equipment was rearranged, the distance was shortened between equipment and
supplies, and the logical order for work to flow was created.
Shine – Before starting the 5S process the desktop area was particularly cluttered with
left over samples of job tickets and proofs, extra desks, computers and furniture, as well
as daily paper work and memos that were no longer needed. After the area had been
organized and extra supplies removed, there was more room than expected.
32
Systemize – Focuses upon the continual improvement of the flow within the cell whether
it is standardizing the process further, finding ways to remove steps, and further refining
the processes. This is a continual process and the researcher was only present for the first
round of process improvements.
Standardize – Since there was a large variability in job lengths not all processes could be
standardized. Standardization was implemented during the creation and preparation of
proofs for clients and production staff.
Facility Design
In order for the sales staff to move from their offices on the second floor to the first,
construction must occur to create more space for the sales staff offices. As a result of the
construction and the relocation of the sales and planning departments, the desktop department
lost space, a little under half of their current space.
While waiting for construction to be completed, the researcher utilized MS Visio to
develop a new layout for the equipment within the desktop department. Before developing the
layout for the desktop department the researcher took measurements of all the furniture and
equipment that were in the current desktop department. The researcher was also able to use a
previous CAD layout of facility for the basis of new facility design.
The company had office furniture made specifically for the redesign of the facility. The
maker of the office furniture helped to provide a layout of the furniture within the new space.
Before construction was started, all of the equipment had to be protected from dust and other
effects of construction. Once construction was finished, using the layout created by the
researcher and the consultant the planning, sales, preflight, and desktop processes were
redesigned.
33
Limitations
The data was collected on all processes that were upstream of the production floor to
determine where there was an opportunity for improvement. The data collected was significant
specifically to Wallace Carlson Printing and was not relevant industry wide. Another limitation
of the study was that the collection of data for the value stream map does not provide a large
enough sample to do statistical calculations. The advantage of value stream maps is to reduce or
remove the need for statistics, instead relying on observations and visual cues to optimize the
production process. Down stream processes (i.e. press, binding, shipping) were out of the scope
of the study. Lastly, there was a large variation between the lengths of jobs making it difficult to
determine metrics for each process. Finally, since the sales department was required to be in
moved to the middle of the building it significant cut into the space the desktop department
previously occupied.
Summary
The focus of the study was the upstream processes within Wallace Carlson Printing. The
researcher spent the majority of the time observing each step and establishing metrics that would
apply to all of the processes. In addition, data were collected in order to create a current state
map of the upstream processes. Although value stream mapping did not provide data that could
be used for statistical calculations, it provided a visual way of identifying areas for improvement.
As a result of completing the current state map, a future state or ideal state map was created that
identified areas for improvements and suggested lean tools or principles that could be used to
remove waste. After the creation of a current and future state map, the desktop and planning
departments were rearranged utilizing information that was gathered during the creation of the
34
value stream maps. Finally, the majority of the 5S principles were used to remove un-needed
equipment and materials and to increase flow.
35
Chapter IV: Results
Two and a half ago, Wallace Carlson Printing declared bankruptcy as a result of their
inefficient practices, which were tying up the company’s money in inventory and work in
progress (WIP). After just one year Wallace Carlson is profitable again. In order to become
profitable management focused upon process improvements on the production floor, monitoring
productivity, on time delivery, and other process improvements. Recently management moved
their attention to upstream processes, such as the planning and desktop processes. Although they
had implemented process improvements on the production floor, Wallace Carlson still
encountered issues with excess WIP, communication, movement, and missing information on job
tickets. The current state value stream map is in Appendix B.
Summary of Value Stream Map
After data about the non-value and value added time was collected, both the current and
future state value stream maps were created and analyzed to determine the flow of work through
the preflight, planning, desktop, proofing, and plating processes. Supervisors of each process,
preflight, planning, desktop, and sales meet daily with the person in charge of production
coordination to discuss the daily production schedule and any jobs that require special attention.
According to the current value stream map, the sales process initiates and brings orders into the
business daily. After sales are processed and customers approve the quote, customer’s files are
received and processed during the preflight process to determine if there will be any quality
issues that may occur during the production. On average, it takes 19 minutes 25 seconds after a
job enters the preflight process until it is completed and moves on to the next the next process
(see Appendix B).
36
After the preflight process, a job moves to the planning processes. During the planning
process, all the steps to produce a job are determined as well as the quantity of paper required,
the number of hours to produce the job, and the costs for each step to produce a job (i.e. raw
materials, image editing, folding, cutting, binding). There are two employees within the
planning department. As a consequence of Wallace Carlson Printing’s small size, the employees
within the planning department have taken on extra roles such as customer service representative
and estimator. The planning process is very fast, taking only seven minutes and 21 seconds, and
this has consequently allowed for enlargement of job duties (see Appendix B).
After client’s files have been checked for errors and quality issues in the preflight process
and the job has been accurately planned, the job moves into the desktop process. During the
desktop process, operators produce at least four different deliverable. These deliverables are the
imposition for the printing customer files, the proofs for customer approval, the plates for
printing presses, and the design and correction of customer files. Operators within the desktop
department create both digital and hard copy proofs of customers’ files. On average, it takes 26
minutes to create contract proofs for customers, but different aspects of the job influence the
required time (see Appendix B). For example, a complex job such as a magazine or book will
take longer to proof. Once proofs have been created, employees send them for approval by
customers. During and after production of a job, hard copy proofs are stored for a period if a job
needs to be reprinted. According to the press supervisor there were no standards for determining
how long proofs are kept. Once proofs were sent for approval, Wallace Carlson Printing had
little or no control over the amount of time customers scrutinized the proofs. Therefore the time
a proof can be out for approval has ranged from 30 minutes to 1,575 minutes or 26 hours and 20
minutes (see Appendix B). Potentially, a client could take weeks to approval a proof.
37
After the customer has approved the job, the job ticket is placed in the queue to create
plates for production. Since Wallace Carlson Printing has multiple presses this requires them to
be able to create plates of different sizes. The presses can handle plates that are 19”x13”,
29”x35”, 40”x36” (two color press), and 40”x42” (six color press). For instance, Table 1
displays the number of plates created each week and for which presses. Thus plates are normally
printed in sets of two to thirty two or more. Once a plate has been loaded, such as 19”x13”, it
will take less time to continually print 19”x13” plates than to switch sizes. According to the
value stream map it takes about 17 minutes and 57 seconds to create four plates. Although, the
utilization of the plate maker is fairly low ranging from 17% on a slow day to 52% on a busy
day.
Table 1
Data from company records on plate use per day over a week
Day 19”x13 29”x24” 40”x36” 40”x42” Total 3/22/2012 3 26 4 32 65 3/23/2012 0 20 15 20 55 3/26/2012 6 17 4 0 27 3/27/2012 8 24 1 33 66 3/28/2012 5 24 8 48 85 3/29/2012 4 16 3 65 88 3/30/2012 5 8 2 32 47 4/2/2012 0 0 4 47 51
Total 31 135 41 277 484 Note. The table displays a week’s production of plates separated by the different sizes that are utilized for their presses. Further processing is required so that plates are ready for press such as punching holes on each
plate and placing tissue paper between each plate to protect the image side against scratches.
The time required for this processing depends on the size of the plate and the press. Once the
plates have been prepared for press they are brought out to the production floor.
38
Since there is a large variability between jobs two sets of data were gathered for each
process the minimum and the maximum amount of time to complete a process. The minimum
total processing time to produce a job at was 100 minutes and the maximum was 155 minutes.
Although the amount of non-value added time is much greater than the value added time. The
total non-value added time ranged between a minimum of 2,748 minutes and a maximum of
2,853 minutes (see Figure 4).
Analysis of Current State Value Stream Map
Once the current state value stream map was completed, the researcher was able to
identify areas for improvement. Unfortunately, because of the variability with each job, it was
not possible to use takt time to level the production load. Although the current state map
displayed that one of the longest queue / waiting times was between the planning and desktop
processes. Therefore, the movement of the job tickets between the two processes was an area in
need of improvement. First, there was the opportunity for incorrect information to be passed
from the planning department to the desktop department, which would require further processing
to fix this error. Also both operators in the planning departments and desktop department had a
long walk that would take them away from their workstations when employee either had to get
new tickets, deliver tickets to the desktop department, or organize the tickets by priority. These
walks the operators away from processes required at their workstation. Finally, only the prepress
supervisor organized the tickets by priority there was not a standardized way of arranging the job
tickets for production.
During the creation of the value stream map, the researcher observed the process on the
production floor. The workstations lacked standardization. There were no designated spots for
tools or supplies. For example, supplies for the printing of proofs for customers were not close
39
to the printers. This required excessive movement by employees to walk back and forth between
printers and supplies. Also during the plating process, operators must walk between the plate
maker and the whole punch in order to get paper to place between before plates before they are
brought out to the production floor. The paper helps to protect the plates from damage prior to
being placed in the press.
Finally, the arrangement of equipment could be modified to help standardize the creation
of proofs. The equipment to print and prepare proofs for customers was spread out. Since
printers had been acquired over time they had ben placed in the desktop area with little regard to
the flow of work. Similarly, the tools used to prepare proofs were spread out causing excessive.
Operators had to walk around equipment, or back and forth between workstations in order to
create proofs.
Analysis of Future State Map
A consequence of the variability between every job was that it was not possible to
determine a takt time. For example, one job may take 15 minutes since Wallace Carlson Printing
has already printed it. Proofs are not needed because the customer has already approved the job;
the operators only have to create plates. While other jobs take multiple days and customers
delay the printing not approving the job promptly.
According to the future state value stream map the one area to make improvement is
between the planning department and the desktop department. According to the current state
map there was a large amount of non-value added time related to moving between processes.
Therefore it was suggested that 5S principles be implemented to create a better flow between the
two processes, decreasing non-value added time. As a result of implementation of 5S principles,
it also effected how proofs were created. There was a large amount of informal communication
40
between departments about errors on the job tickets or changes required by customers. As a
result employees spent time away from their workstations
Implementation of 5S principles also effected how proofs were created. For example,
arranging equipment into a cell layout decreased the amount of walking between workstation and
to gather supplies to produce proofs. Since the desktop and planning area had to be changed for
new facility layout and construction, the 5S tools could be in planning, but may need to be
refined when construction of new space is completed.
Facility Redesign
Previously the desktop, planning, and sales departments were in separate areas. In order
to save on space, the sales staff was consolidated into the space originally shared by the planning
and desktop departments. Although knocking down the walls between the desktop and planning
departments created space, the desktop department still lost about half of their previous space.
This provided Wallace Carlson Printing the opportunity to implement the changes suggested
after the completion of the current and future state maps. Before the construction or layout of
new areas was started, the researcher, prepress manager, and consultant who designed the new
office furniture for Wallace Carlson Printing developed computerized and hand drawn layouts of
the current and new space. Management decided to use the researcher’s layout of the new space.
The 5S process was not completely implemented until the new layout was created. The majority
of the changes to the facility layout were part of the set in order phase of the 5S process.
In order to house the sales staff, a wall was built to separate the desktop and sales
departments. Essentially, the wall decreased the size of the desktop department significantly. In
contrast to the previous layout, the queue for new jobs was moved closer to the prepress
supervisor and the employees in the desktop process. This reduced excessive motion that was
41
previously required by employees walking to and from the queue for tickets. Another
improvement to the new facility layout was how the equipment was positioned to create a better
flow. For instance, the equipment was positioned so that when proofs were created employees
would walk in a U shape. Essentially, a U shaped path is one of the most efficient work cell
configurations. With this change, employees could pick up prints from the two smaller proofing
printers, then pick up prints from the larger proofer, then move to the light tables to cut their
prints, and then drop off proofs to go to customers. Previously, materials like plates for the plate
maker and proofing paper had been located in a position that required excessive motion. In the
new layout, the materials have been relocated to positions closer to the processes where they are
needed.
Another improvement to the new layout was the creation of a scanning station. Before
the study, scanners had been in separate areas. The new scanning station consolidated the
scanners into one place. Equally important was that the copier/printer was relocated next to the
employee in charge of the preflight process since he uses the copier/printer most often. As a
result of relocating the copier/printer, excessive motion was drastically reduced. Finally, a
pathway was designated that had a better flow compared to the previous layout.
Conclusion
As a result of the current state and future state value stream maps opportunities for
improvement were identified, specifically the time between the planning and desktop process.
Another result of the value stream maps was the communication between processes was
identified. The majority of the communication was informal resulting from errors or changes to
tickets. After the future state value stream map was developed, a new facility layout was
42
developed based upon the opportunities identified. The new facility layout utilized principles
from the 5S process to even the flow when proofs are created and reduce excessive motion.
43
Chapter V: Discussion
Wallace Carlson Printing recently, two and a half years ago, declared bankruptcy and
restructured their business. In order to become profitable again management focused upon
process improvement on the production floor as well as renegotiation of contracts in order to
receive cost reductions. Recently management moved their attention from the production floor
to upstream process (i.e. planning, desktop, preflight, and proofing processes). Although
Wallace Carlson Printing had implemented process improvements on the production floor there
was still an opportunity to improve the upstream process. For example, the upstream processes
experienced long wait times for WIP. Also employees had to walk long distance between
processes which created excessive motion and took employees away from their workstation
reducing value added time.
In order to accurately show the process the researcher developed a current and future
state map. After the current state map was created process improvements were suggested and
incorporated into the future state map. Utilizing the knowledge gained from the current and
future state maps, process improvements were implemented once construction within the desktop
and planning departments was completed. Lastly, the researcher redesigned the facility layout.
Limitations
The project had a few limits that influenced the scope of the project.
1. The researcher was supposed to limit the value stream mapping process to the order
entry, planning, proofing, prepress, and platemaking processes for Wallace Carlson
Printing.
2. Process improvements were limited to low to no cost solutions.
44
3. The majority of employees, as well as management, supported the process, although a
few employees had a preference about how to work.
4. The space within the facility was compact due to the amount and size of equipment
and WIP. It was possible, however, to move certain equipment and shelving, like
printers, scanners, and shelving for proofing paper and plates.
5. The space for the new facility design required sales and planning to be moved into the
previous desktop area, thus reducing the size of the desktop department.
6. Since there was a large amount of variability between each job it was not possible to
use takt time to level workload across each process.
Conclusions
During the creation of the current state value stream map, three specific areas required
improvement. The first was the wait time between when a proof was sent to be approved by a
customer and a job was ready to be plated. Unfortunately, Wallace Carlson Printing does not
have control over the time customers take to respond to proofs. A second area that needed
improvement was the time between when a ticket was created and it arrived in the desktop
department. Finally, the time involved in informal communication between departments could
be reduced. By reducing the amount of informal communication between departments this
would decrease the amount of non-value added time and allow employees to spend less time
away from their workstations.
The facility was redesigned to relocate the majority of processes closer to each other.
This reduced the non-value added time and also minimized the non-value added time caused by
informal communication between department staff. Another significant change to the layout was
45
the creation of a better flow for the equipment for printing proofs, which has reduced the time to
prepare and deliver proofs to customers.
Recommendations
Since only one step of the 5S process could be completed during the span of the study
further improvements to each process can be made once the construction and new layout have
been finalized. First, each workstation can be improved by optimizing the location of tools used
each day. Second, standards need to be created for which jobs receive priority. Specifically,
decisions need to be made about how long a proof should kept on record. Another step within
the 5S process that could be taken once construction and the new layout is finalized is to
organize the workstations. For example, when the researcher first observed the prepress area it
was cluttered with old tickets, proofs, extra desks, furniture, and memos. Finally, a process to
continually improve the flow within the prepress and planning department should be developed
and implemented on a regular basis, every week, two weeks, or month.
Since the research gathered for this project was focused solely on the manufacturing
environment at Wallace Carlson Printing, further research is required in order to develop results
that will apply in general to the printing industry. Although as a case study of the role of value
stream mapping in the printing industry, similar lean principles could be used to improve
processes in other print or manufacturing settings.
46
References
Afefy, I. H. (2010). Reliability-centered maintenance methodology and application: A case
study. Engineering, 2(11), 863-873. doi:10.4236/eng.2010.211109
Ahmad, A.-R., 2005. An intelligent expert system for decision analysis and support in multi-
attribute layout optimization. (Unpublished doctoral dissertation). University of
Waterloo, Ontario, Canada.
Åhlström, P., & Karlsson, C. (1996). Change processes towards lean production. International
Journal of Operations & Production Management, 16(11), 42-56.
Braglia, M. M., Carmignani, G. G., & Zammori, F. F. (2006). A new value stream mapping
approach for complex production systems. International Journal of Production Research,
44(18/19), 3929-3952. Retrieved from
http://www.tandf.co.uk/journals/titles/00207543.asp
Brosnahan, J. P. (2008). Unleash the power of lean accounting. Journal of Accountancy, 206(1),
60-66.
Brown, C. B., Collins, T. R., & McCombs, E. L. (2006). Transformation from batch to lean
manufacturing: The performance issues. Engineering Management Journal, 18(2), 3-13.
Retrieved from http://ieeexplore.ieee.org/xpl/RecentIssue.jsp?punumber=2221
Dhamodharan, R., Nagalingam, S. V., & Gurd, B. W. (2009). A genetic algorithm and queuing
theory based methodology for facilities layout problem. International Journal of
Production Research, 47(20) 5611-5635.
Gapp, R., Fisher, R., & Kobayashi, K. (2008). Implementing 5S within a Japanese context: An
integrated management system. Management Decision, 46(4), 565-579. doi:1472840641.
47
Glover, W. J., Van Aken, E. M., Farris, J. A., Doolen, T. L., & Worley, J. M. (2008). Kaizen
event follow-up mechanisms and goal sustainability: Preliminary results.
Heragu, S. S. (1997). Facilities design. Boston, MA: PWS Publications.
Imai, M. (1997). Gemba kaizen: A common sense, low-cost approach to management. New
York, NY: McGraw-Hill.
Krishnan, K. K., Jithavech, I., & Liao, H. (2009). Mitigation of risk in facility layout design for
single and multi-period problems. International Journal of Production Research, 47(21),
5911-5940. doi:10.1080/00207540802175337
Li, C. (2009). Research on a fast delivery production system: Just-in-time production system.
Canadian Social Science, 5(3), 121-126. Retrieved from
http://www.cscanada.net/index.php/css
Liker, J. K. (2004). The Toyota way. New York, NY: McGraw-Hill.
Pattanaik, L. N., & Sharma, B. P. (2009). Implementing lean manufacturing with cellular layout:
A case study. International Journal of Advanced Manufacturing Technology, 42(7/8),
772-779. doi:10.1007/s00170-008-1629-8
Pham, D. T., & Karaboga, D. (2000). Intelligent optimisation techniques: Genetic algorithms,
tabu search, simulated annealing and neural network. London, UK: Springer-Verlag.
Prabhu, B., D., R., Surekha, A., Holla, A. J., & Patel, K. M. (2008). Value stream mapping of
truck operations: A case study. South Asian Journal of Management, 15(2), 107-115.
Retrieved from http://sajm-amdisa.org/
Rother, M., & Harris, R. (2001). Creating a continuous flow: An action guide for managers,
engineers & production associates. (1 ed.). Cambridge, MA: Lean Enterprise Institute.
48
Rother, M., & Shook, J. (2009). Learning to see: Value stream mapping to create value and
eliminate muda. (1.4 ed., pp. 1-11). Cambridge, MA: Lean Enterprise Institute.
Sugimori, Y. Y., Kusunoki, K. K., Cho, F. F., & Uchikawa, S. S. (1977). Toyota production
system and kanban system materialization of just-in-time and respect-for-human system.
International Journal of Production Research, 15(6), 553. Retrieved from
http://www.tandf.co.uk/journals/titles/00207543.asp
Thun, J., Druke, M., & Grubner, A. (2010). Empowering kanban through TPS-principles - an
empirical analysis of the Toyota Production System. International Journal Of Production
Research, 48(23), 7089-7106. doi:10.1080/00207540903436695
Tompkins, J. A., & White, J. A. (1996). Facilities planning. New York: John Wiley & Sons.
Ulutas, B. (2011). An application of SMED methodology. World Academy Of Science,
Engineering & Technology, 79100-103. Retrieved from http://www.waset.org/
Wallace Carlson printing, a certified women business enterprise, has a company success story to
tell. (2012, February 21). Retrieved from http://www.myprgenie.com/view-
publication/wallace-carlson-printing-a-certified-women-business-enterprise-has-a-
company-success-story-to-tell
Wilson, L. (2010). How to implement lean manufacturing. New York, NY: McGraw-Hill
Companies.
Zhenyuan, J., Xianohong, L., Wei, W., Defeng, J., & Lijun, W. (2011). Design and
implementation of lean facility layout system of a production line. International Journal
of Industrial Engineering, 18(5), 260-269. Retrieved from http://ijietap.org/
49
Appendix A: Institutional Review Board
Protection of Human Subjects
Date: March 21, 2012 To: Michael Schwartz Cc: James Keyes
From: Sue Foxwell, Research Administrator and Human Protections Administrator, UW-Stout Institutional Review Board for the Protection of Human Subjects in Research (IRB)
Subject: Protection of Human Subjects After review of your project, "Value Stream Mapping at Wallace Carlson Printing” I concur that your research does not involve human subjects or official records about human subjects. Therefore, your project does not need further review and approval of the Institutional Review Board (IRB) for the Protection of Human Subjects.
Thank you for your cooperation with the IRB and best wishes with your project. *NOTE: This is the only notice you will receive – no paper copy will be sent.
50
Appendix B: Value Stream Maps
Current State Map - The current state value stream map has information about the cycle time
for each process, operators per process, shifts, lead time, value added time per process, and
communication between processes and customers.
51
Appendix C: Flow Chart of Wallace Carlson Printing
( £1JI'I.
'lo!N!Wo.....-WII$<1'W1.#>
:.~ .. i
y ""
'
...
... .,.,.
..__ ~
·-· 1
•• CII~T.Itr 1.:(1117•1!
PIOf'<.~
-....
~·to --( '"'
52
Appendix D: Previous Facility Layout
-
t t ..
53
Appendix E: New Facility Design
