Question

case: Value Stream Mapping (LO14-3) 

Value stream mapping involves first developing a baseline map of the current situation of a company's external and/or internal operations, and then applying lean concepts, and developing a future state map that shows improved operations. Exhibit 14.16, for example, shows the current state with a production lead time of 4.5 days. This system is a hatch/push system (indicated by striped arrows) resulting in long delays and inventory buildups. Exhibit 14.17 shows the future state map with a production lead time of 0.25 day This was accomplished by moving to a continuous-flow pull system and attacking the seven wastes. Value stream mapping uses a number of special icons and display formats of boxes and flows. For a more complete discussion of the methodology, see Jared Lovelle. 

Questions

 1 Eliminating the queue of work dramatically quickens the time it takes a part to flow through the system. What are the disadvantages of removing those queues?

 2 How do you think the machine operators would react to the change?

 3 What would you do to ensure that the operators were kept busy? 

Answer 1

1. Queues indicate inventory pile-up. Inventory means increase in space cost and reduced cash flow. Therefore the more the inventory, the cost increases. Thereby eroding the profits. Hence in order to improve the overall efficiency of the process, queues have to be eliminated or minimized.

2. Change is often met with resistance if not conveyed and implemented effectively. Hence the primary reaction of workers would be negative, but once they are conveyed the benefits what they would and the company would achieve by improving the process , they will support the implementation of changes positively.

3. Provide them a challenge, that they need to improve a little everyday. This would keep them challenging themselves and improving the overall process leadtime.

Answer 2

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The main competitive advantage is its innovative operating model, allowing it to encourage high brand awareness, support crowdsource activities and capture significant market share. That is because of its willingness to transform the manner in which customers catch, handle and distribute entertaining information. In other terms, as mentioned, GoPro markets an opportunity rather than a commodity.

They 're not only selling a video device, they 're selling the wave 's memory or the ski ride down the piste. It has built a powerful reputation and promoted user-generated content that GoPro has utilized as a resource to crowd-source advertising campaigns, directly targeting its users, and has added successfully to its successful Word of Mouth Advertising approach. It, in effect, has created a strong position in the market for the action camera and a stronger market share for GoPro relative to its rivals.

This seems ambiguous, but the best advantage GoPro has is really its name. Both on tv or in your own life, anytime you talk of action sports, companies like GoPro and Red Bull still appear to be in the event. That, given the rivalry, has culminated in a loyal following.

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