A: First evaluate the "current state" value stream map. Office Supplier Ware- house Pre-Fab 2 Hour Engine 1 Hour Wiring 2 Hour Customer $1,000,000 $100,000 $500,000 10 days = 240 Hours (2+1+2)/240 = 2% This example shows an assembly plant for a small motor bike company. The time shown is the average movement and work taking place for each motorbike through the assembly shop. It produces 10 bikes per day Lead time is 10 days (Time from order to delivery) Price $20,000 per bike In general terms, on receiving an order, the supplier transports all the required parts to the company's warehouse. The warehouse sorts all the parts and issues the required parts to the assembly plant. The frames are then pre-fabricated, the engines mounted in the frame, the electric harness is fitted along with painting, fitting wheels, brakes and other ancillary items. The finished products are then shipped in batches to the customer. The whole process takes 10 days to complete, from receipt of the customer order to delivery. The actual direct labour is 5 hrs per motorbike in total. Draw your possible "future state" value stream map for this manufacturing system. B: A wide range of analysis tools can also be used to measure effectiveness and efficiency of a manufacturing system. Suggest some tools which may be used alongside value stream mapping. Explain what they are, how they could be implemented. How would they assist in reaching your predicted "future state" value stream map. C: Review value stream mapping as a production planning tool. Explain some of the advantages it brings but also highlight any limitations when used in isolation. Review other key performance indicators which could be used to assist in increasing efficiency. $400,000