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1. VSM is a paper and pencil based technique used primarily to document value streams. It is composed by physically walking along the value stream and recording what happens on the floor, which will limit both the level of detail and the number of different processes that can be addressed. 2. In real world situations, many companies are of a high variety, low volume type, meaning that many value streams are composed of many tens or hundreds of industrial parts and products. This adds a level of complication (and variability) that cannot be addressed by normal methods. Value Stream Map works like a design tool. It graphically presents the vision of how the process is working. While simulation is an analysis tool, and is used to evaluate the model and validate that vision (Donatelli and Harris 2001), VSM helps to formulate hypotheses to conduct actual experiments in a plant rather than on the computer. However, when there is no plant to do actual experiments, simulation is a helpful tool to develop and see the possible effects of applying experiments. According to Donatelli and Harris (2001), simulation gives to the value stream map a fourth dimension, time. This means that after being simulated, the VSM is no longer just a snapshot; but also a moving picture, offering perceptions that may have been missed if VSM was not simulated. According to Grimard and Marvel (2005), to validate a lean model with simulation helps to achieve the company’s goal of minimizing cycle time and having an effective production with a desired throughput rate. Also, the process of simulation can help to understand the following concepts of lean manufacturing: line balancing against Takt time, pull versus push manufacturing, batch versus one-piece flow, Kanban inventory control, and process variability reduction (Schroer 2004). Many researchers conducting case studies have identified the importance of using discrete simulation to validate the VSM and future state map before implementation. Lian and Van Landeghem (2007) found limitations in VSM and recognized additional benefits of using simulation as a training tool beyond just quantifying the benefits of the improvements. McClelland (1992) identified simulation as a method that firms could use to evaluate the impact 31PDF Image | Impact of Vacuum-Drying on Efficiency of Hardwood Products
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