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Supply chain mapping and evaluation
Published in Thomas E. Johnsen, Mickey Howard, Joe Miemczyk, Purchasing and Supply Chain Management, 2018
Thomas E. Johnsen, Mickey Howard, Joe Miemczyk
Once the issues around environmental impact are understood in relation to the business as a whole, the appropriate tools must be selected. Some tools, such as value stream mapping, can be used to gauge not only efficiency and effectiveness, but also potential hotspots or areas in the firm or supply chain where resources are being wasted. Life-cycle analysis data can provide in-depth and accurate analysis of disposal options, as well as the environmental impact of different consumer options. Firms must understand the iterative and often shifting nature of sustainable supply chain implementation, where changes by policy drivers (and makers) may require a response in approach from the market. Purchasing is on the front line of coping with such changes, where buying products or services with a reduced carbon footprint when compared to alternatives requires extensive knowledge of the process from material extraction to product disposal. This means lead organizations must be better at connecting with all levels of their business, not just tier 1, and communicating the benefits of a coordinated supply chain implementation with all participants: buyers, suppliers, customers, governments and NGOs.
Selected Lean Tools for Maintenance
Published in Girn Blanco Javier, Dederichs Torsten, Lean Maintenance, 2018
Girn Blanco Javier, Dederichs Torsten
The value stream map shows the process steps involved in the delivery of products or services, the internal and external information flow, process times, stock levels, and other information that you want to connect with your process. Once developed, you can use it to thoroughly analyze your process. Normally, you are surprised to find that the actual time needed to produce or deliver a product or service is very much less than the overall lead time (e.g., think about a visa application). The difference is, literally speaking, waste in the process. Discovering this is your first step toward improvement.
The Property of Goal Seeking in TPS, Part 1
Published in Marksberry Phillip, The Modern Theory of the Toyota Production System, 2012
One of the most popular tools in the implementation of Lean manufacturing is the use of value stream maps. A value stream map is a form of system optimization that encourages predictions about a future state to be made from analyzing the current state. Value stream mapping is iterative in nature, always searching and switching from an initial state to a better one. The technique combines process charting, system charting, and rapid problem solving. Figure 3.12 illustrates the optimization sequence.
Optimizing patient flow, capacity, and performance of COVID-19 vaccination clinics
Published in IISE Transactions on Healthcare Systems Engineering, 2022
Leonardo Valladares, Valentina Nino, Kenneth Martínez, Durward Sobek, David Claudio, Sally Moyce
Other industrial engineering tools employed in the improvement of healthcare systems include those focused on examining processes, including process flow charts or process mapping. Studies using process mapping (often as part of a Lean Six Sigma approach) have provided benefits in the in-patient hospital setting, including reducing the length of hospital stay after surgical intervention (Improta et al., 2017) or improving patient flow through an emergency department (Eitel et al., 2010), In the outpatient setting, process mapping has been used to improve treatment algorithms for patients with chronic diseases, such as diabetes (Kutz et al., 2018). Similarly, value stream mapping identifies areas of waste in a system to improve process flow (Teichgräber and de Bucourt, 2012). In healthcare, it has been employed in various settings from identifying patients who are likely to be admitted to the hospital from the emergency department (King et al., 2006) to improving the handling of surgical specimens (Hung et al., 2015).
A BPMN-VSM based process analysis to improve the efficiency of multidisciplinary outpatient clinics
Published in Production Planning & Control, 2022
Najla Omrane Aissaoui, Hana Ben Mbarek, Safa Bhar Layeb, Atidel B. Hadj-Alouane
In summary, the main contributions of this research are:A BPMN-VSM based process analysis to handle MDOC complexity. It embraces a step-by-step methodology to (i) model the PCDP, in a systematic way, and identify the Critical Patient Pathway (CPP) for further quantitative analysis(‘Define’ phase), (ii) build and assess the current state (‘Measure’ phase), (iii) identify the bottlenecks as well as the root causes of increased lead-times and homecomings (‘Analyse’ phase), and (iv) propose the future state and management guidelines (‘Improve’ phase).An enriched Business Process Model and Notation (BPMN) model that not only describes providers stakeholders, activities’ logic and dependence as well as their input and output variables, but also provides expectations and key performance indicators.A tailored Value Stream Mapping (VSM) model to easily detect non-value-added activities and major wastes in the current process. This new proposed VSM incorporates patient, information and material flows, while emphasising face-to-face contact between patients and clinic staff.
Lean Six Sigma principles and practices under a management perspective
Published in Production Planning & Control, 2020
Fernando Juliani, Otávio José de Oliveira
In addition, the identification of value-added within a given process should be enabled by the process mapping practice, with process steps being known and respective activities categorised in value-added, non-value added or non-value-added but necessary activities (Tagge et al. 2017; Panat et al. 2014; Vinodh, Vasanth Kumar, and Vimal 2014; Ratnayake and Chaudry 2017; Wang and Chen 2012; Roberts, Wilson, and Quezado 2017). The value stream mapping can be developed in multidisciplinary configurations to ensure that the team is able to provide information and understand process objectives, knowing how the value is produced from customer perspective and where variation and waste occur (Antony et al. 2012; Lee et al. 2014; Dowell et al. 2017; Gijo, Palod, and Antony 2018; Lee and Wei 2010).