Energiewertstrom

Reinhart, Günther; Karl, Florian; Krebs, Pascal; Reinhardt, Saskia

doi:10.3139/104.110401

Cited by 13 publications

(1 citation statement)

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“…There are several proposals in order to extend the VSM to an EVSM [8][9][10][11][12][13][14]. But none of them is built on an exclusively dual assessment of the time and energy input only referring to the criteria valueadding or not.…”

Section: Above)mentioning

confidence: 99%

Energy Value-Stream Mapping - A Method to Optimize Value-Streams in Respect of Time and Energy Consumption

Müller

Stock

Schillig

2014

Enabling Manufacturing Competitiveness and Economic Sustainability

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In the industry, Lean Production Systems have been successfully used for years to reduce inventories and lead times. The Value-Stream Mapping Method (VSM) has proven itself to be the best practice tool for this purpose. With this method process steps can easily be divided into value-adding and non value-adding ones. However, the VSM does not provide any information about the process energy consumption and, as a consequence, it does not give any hint at how much of the energy used actually serves value-adding purposes. Would it be known how much energy is used for value-adding and for non value-adding process steps, then it would be possible to optimize value-streams in a holistic way, simultaneously considering time and energy consumption. This paper describes how the VSM can be extended to an Energy ValueStream Mapping Method (EVSM) while maintaining its original character and its inner logic. Keywords:Energy Value-Stream Mapping; Energy efficient production and logistics; Lean and Green Manufacturing INTRODUCTIONWhile the manufacturing industry is one of the main energy consumers, it is at the same time also the key factor for our prosperity. Considering the continuously rising energy cost and an increasing public awareness of the need for a sustainable economic activity, many branches of industry have in the meantime declared energy efficiency their strategic business objective.During the second half of the last century, labour productivity has increased almost fourfold, while energy productivity has not even doubled during the same period of time [1]. In the past, the industry's rationalizing efforts have focused on increasing the degrees of automation while simultaneously cutting down the cycle times.When in the nineties of the last century the methods of the Toyota Production System (TPS) came to be known in the Western world, numerous companies tried to adopt them for their own use. At that time the TPS was considered, and today still is, a benchmark for designing highly efficient value-streams and very often it is also described as a lean production system. THE TOYOTA PRODUCTION SYSTEMTaiichi Ohno, who is one of the TPS's architects, describes its essence as follows: ‚All we are doing is looking at the time line from the moment the customer gives us an order to the moment when we collect the cash. And we are reducing that time line by removing the non value-added wastes' [2]. So, the point in the TPS is to keep the time interval between the placement of an order and the payment of the product as short as possible. Therefore, the creation of value should be as efficient as possible, in other words it should be achieved while avoiding waste. To accomplish this, non valueadding processes (waste) should be eliminated wherever possible. If complete elimination is not possible waste should be at least reduced to a minimum. To identify non value-adding processes systematically, Ohno classified the types of waste as follows [2]:• Waste of overproduction• Waste of time on hand (waiting)• Waste in transport...

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Section: Above)mentioning

confidence: 99%