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Economics of Additive Manufacturing
Published in Linkan Bian, Nima Shamsaei, John M. Usher, Laser-Based Additive Manufacturing of Metal Parts, 2017
In 2013, there was $9.5 trillion in global manufacturing value added of the total $53.7 trillion value added (also referred to as gross domestic product or GDP) for all industries, according to the United Nations Statistics Division. The top five manufacturing countries accounted for $5.5 trillion or 57.6% of the manufacturing value added: the United States (18.8%), China (18.5%), Japan (10.5%), Germany (7.0%), and France (2.8%) (UNSD 2015). Value added is the increase in the value of output at a given stage of production; that is, the value of output minus the cost of inputs from other firms (Dornbusch et al. 2000). The primary elements that remain after subtracting inputs are taxes, compensation to employees, and gross operating surplus; thus, the sum of these also equals value added. Gross operating surplus is used to calculate profit, which is gross operating surplus less the depreciation of capital such as buildings and machinery.
What Is Lean?
Published in Gerhard J. Plenert, Lean Management Principles for Information Technology, 2011
The value stream incorporates all the events and activities in a product or process’ supply chain that would affect those items to which the customer gives “value,” which brings us to the point where we need to differentiate between value-added and non-value-added activities. Value-added activity—anything that directly increases the value of the product or service being performed (from a customer’s perspective).Non-value-added activity—any support activity that does not directly add value to the product or service. Activities that add cost or time to the process, such as control systems, are non-value-added.
Specification and LCC Management
Published in McCarthy Dennis, Early Equipment Management (EEM), 2017
During the review, value engineering principles are applied to assess the value added by each design element. The purpose is to understand the value of each design feature/element and where possible reduce the cost of providing that value. An example of the questions used at the HLD, detailed design, and installation planning stages is set out in Figure 4.9.
Smart manufacturing systems: a futuristics roadmap towards application of industry 4.0 technologies
Published in International Journal of Computer Integrated Manufacturing, 2023
Amrinder Singh, Geetika Madaan, Swapna Hr, Anuj Kumar
Order-to-logistics management is possible because they are linked horizontally to a variety of value networks. Consequently, products are becoming more intelligent to satisfy operational and functional requirements. This is also true for the increasing vertical integration of embedded manufacturing systems, which employ various techniques and methodologies. As an added benefit, both necessitate comprehensive, value-added engineering across the ‘entire value chain’.
Methodology for integrated management system improvement: combining costs deployment and value stream mapping
Published in International Journal of Production Research, 2020
Jaouad Abisourour, Mohsine Hachkar, Badia Mounir, Abdelmajid Farchi
Value-added (VA) refers to any activity that increases the value of the final product, that is, the activities for which the customer is willing to pay. In this case study VAA are Coating of product (Remove dust) (5 s), weighting product automatically (10 s) and Draft survey of the ship (2H = 7200 s). The sum of these added-values is 7215 s. The percentage (PCE) of VAA CT over Turnaround Time (TT) is 0.86%.