Impact of Vacuum-Drying on Efficiency of Hardwood Products

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Impact of Vacuum-Drying on Efficiency of Hardwood Products ( impact-vacuum-drying-efficiency-hardwood-products )

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map representing the current state of the 3.25” wide red oak flooring line was created, and then a simulation model was developed based on the VSMs. The simulation was validated by comparing the values of processing times for the machines, and the throughput with the values obtained from the actual companies. In Plant C, the simulation model was validated, two new models were derived: one to simulate the 3.25” red oak flooring line, for both case studies, using vacuum drying with air drying, and one only using vacuum drying with no air drying, because vacuum drying can be used directly to green wood or it can be used with air drying. Finally, two future state maps were developed with the results obtained from the simulation. The future state map presented the improvements in WIP and cycle time that the 3.25” red oak flooring line can achieve by using vacuum technology. 3.4.1 SIMULATION MODEL Often, companies that want to implement lean manufacturing use results reported from other manufactures that implemented lean as a guide. According to Detty and Yingling (2000), one of the problems with lean is that predicting inventory levels throughout the production line is difficult when using only a future state map. A value stream map does not show how the inventory levels will differ when using different scenarios with improvements (McDonald et. al 2002). This is why a complementary tool is needed to validate changes to the future state map. Simulation can create dynamic views of inventory levels, lead times and machine utilization for different future state map. Information of WIP, throughput and cycle time that is provided by simulation allows managers to compare the expected behavior of the proposed lean system towards the existing system before replacing it. Simulation can validate the improvement changes in the future state map for companies that want to adopt lean (Detty and Yingling 2000). Simulation can help supplement value stream mapping by (Surya 2004): a) Evaluating the impact of proposed map. b) Analysis, evaluation and improvement for different scenarios of the future state map, and 54

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