Value Stream Mapping at Sysinteg
Part One
Several concerns influenced XS in decision making towards the implementation of value stream mapping into their operations. First and foremost, many different low-quality products get into production. Customers tend to discredit low-quality products; hence adopting value stream mapping is encouraged, bearing in mind that while manufacturing, the flow of standard material is paramount (Darden, 2009).
Similarly, the adoption of a wide range of routing products plays a massive role in influencing the approval of the management system. Tracking on supplier’s performance on critical issues like cost and quality is vital. Incorporating value stream mapping (VSM) in XS operations is salient to solve production challenges coupled with finite onsite inventory capacity. There is also a need for cutting down carrying costs brought about by overstocking of manufactured goods. VSM intends to solve production gaps triggered by stock-out situations in the production stage.
Part Two
Rohani & Zahraee argues that hiring manufacturing extension partner (MEP), has a significant impact on performance 2015. MEP assists suppliers personnel to identify waste and lessen lead-time in production and distribution operations. Likewise, hiring consultants like MEP guarantees an economic chance for expert advice, which positively impacts the business. The consultant recommends the reduction of manufacturing essential time outlined in the production line by the use of simple tools and processes. Such measures aid the company to stay afloat in the competitive global market. Correspondingly, a lot of attention should be focused on lead-time reduction. Working with consultancy experts like MEP is a big win for the company since they offer tailor-made solutions and recommendations which nourish the business considering production to customer satisfaction while factoring wastage of resources. MEP offers its services at a subsidized cost, which is an advantage to ventures.