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Unit 5 - Value Stream Mapping Part 2 Assignment

Syed Fahim Abbas Kazmi

Project Management, University of Harrisburg

PMGT 574-50- B-2024/Spring - Lean Thinking

Assignment Due Date: 14 Feb 2024

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In the pursuit of operational excellence within the GSK asset maintenance site in

Collegeville, a comprehensive analysis of the current value stream map (VSM) has revealed

several opportunities for enhancing efficiency and eliminating waste. By adopting a Lean

approach, our goal is to streamline processes, minimize non-value-adding activities, and

significantly improve the maintenance lifecycle of assets. The Lean methodology identifies

seven types of waste, known by the acronym TIMWOOD: Transport, Inventory, Motion,

Waiting, Overproduction, Overprocessing, and Defects. Through the VSM analysis, we have

pinpointed specific inefficiencies within the current state that align with these categories and

have developed targeted strategies to address them in the future state.

Transport Waste: In the current process, assets are transported to third-party vendors for

repairs, incurring significant delays. To mitigate this, we recommend establishing strategic

partnerships with local vendors to reduce transportation times. Additionally, by investing in on-

site repair capabilities for common issues, we can significantly cut down the need for

transportation.

Inventory Waste: The current state reveals excess inventory levels in parts and tools

procurement, leading to higher holding costs. The implementation of a Just-In-Time (JIT)

inventory system in the future state will minimize stock levels and reduce the capital tied up in

unused inventory. This system will rely on accurate demand forecasting and real-time inventory

tracking to ensure that parts are available when needed without overstocking.
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Motion Waste: Analysis of the maintenance execution phase shows unnecessary

movements by technicians due to poorly organized workspaces. We propose the adoption of the

5S methodology to organize tools and parts efficiently, thus reducing the time spent retrieving

items. This approach streamlines technician motion, leading to faster and more ergonomic

maintenance activities.

Waiting Waste: A significant portion of lead time is attributed to waiting for parts

availability and decision-making processes. To address this, we suggest enhancing the decision-

making framework to expedite choices between in-house repairs and outsourcing. Additionally,

better coordination with suppliers to improve parts availability will reduce downtime.

Overproduction Waste: The current VSM does not indicate significant overproduction

waste, as maintenance activities are driven by need. However, there is room for improving the

scheduling system to ensure that maintenance work is not performed prematurely, thus

conserving resources.

Overprocessing Waste: The current quality inspection step appears to involve redundant

checks. In the future state, we recommend introducing automated quality assurance systems that

reduce the need for manual inspection without compromising on quality, ensuring that each asset

is subjected to the necessary level of scrutiny without excess.

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Defects Waste: Lastly, the presence of defects in repaired assets indicates a need for

improvement in both the maintenance execution and the quality inspection phases. The future

state will incorporate more robust training programs for technicians and implement a continuous

feedback loop, enabling immediate corrective action and reducing the recurrence of defects.

To successfully transition from the current to the future state, we will employ a phased

approach, beginning with the highest impact strategies. This includes implementing the JIT

inventory system and 5S workplace organization, which offer quick wins and set the foundation

for more complex changes. The shift to automated systems, such as the AI-based scheduling and

automated quality assurance, will follow, requiring a more significant investment but promising

substantial long-term benefits.

Change management practices will play a crucial role in this transition, emphasizing

training, communication, and stakeholder engagement. By empowering our workforce with the

skills and tools necessary for the future state, we aim to foster a culture of continuous

improvement. Performance metrics will be closely monitored to measure the impact of these

changes, allowing for iterative enhancements and ensuring alignment with our strategic

objectives.

In conclusion, the application of Lean principles through our VSM analysis paves the

way for a transformative journey towards efficiency and excellence. By addressing the identified

inefficiencies and strategically targeting the seven forms of waste, GSK Collegeville's asset
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maintenance process will not only meet but exceed the standards of operational performance,

delivering value to our customers and stakeholders.