Draw a value stream map for this company

using the following information from this case study. I will give a perfect rating for coming up with an answer. Thank you!

Premiere Manufacturing Case Study Assignment - Current State Mapping

Background:

Premiere Manufacturing, Inc., is a Tier 1 automotive supplier producing #4, #6, #8 and #10 coolant hoses for six key customers .Over time, Premiere has been making improvements through kaizen activities.Recentlythe company replaced two screw machines with two dual-spindle CNC machines, which have not proven to be as reliable as expected.

One of Premiere's key customers, Cord, Inc., has been consolidating its supply base.Cord has been auditing and analyzing their suppliers' abilities to meet quality and delivery demands while also reducing costs.Premiere's long term agreement (LTA) with Cord is about to expire.Cord is willing to keep doing business with Premiere but is demanding:

A 5 percent cost reduction annually over the next two years

On-time delivery of 98 percent or higher

A lead-time reduction of 6 weeks to less than two weeks

The plant manager decides to sign the new LTA immediately, because he does not want to run the risk of losing Cord's business.He is confident that you will apply lean tools and methods to achieve the performance goals that Cord demands.

Current State Map.

This value stream is to focus on the #4 (0.25-inch) and #6 (0.125-inch) coolant hoses

The team has gone back to the floor and collected the data, beginning with the shipping area and working back to the machining process.The data they collected is as follows.

Premiere Current State Data Collection

Customer Requirements

Average demand: 10,080 units per month = 504 per day:

6,720 #4 hoses 336 per day

3,360 #6 hoses 168 per day

Shipping month: 20 days

Units per container: 24

Containers per day: 21

Supplier Information

Premiere receives a weekly shipment of 2,500 units from its supplier, ABC, Inc

Premiere Process Attributes

Availability: Total available production time is 8.5 hours (510 minutes) per shift. There is a 30-minute unpaid lunch break and two 10-minute breaksa total of 50 regularly scheduled minutes of planned downtime. Therefore, the available production time is 460 minutes (27,600 seconds) per shift.

Shipping:

Location = staging area

Frequency/method = daily/UPS

Finished-goods inventory = 2,000 units

Marking:

Cycle time = 50 seconds

Changeover = 5 minutes

Availability = 27,600 seconds

Uptime = 99%

Operator =1

WIP = 2000 units between testing and marking

Testing:

Cycle time = 30 seconds

Changeover = 5 minutes

Availability = 27,600 seconds

Uptime = 99%

Operator =1

WIP = 2000 units between crimping and testing

Crimping:

Cycle time = 40 seconds

Changeover = 5 minutes

Availability = 27,600 seconds

Uptime = 99%

Operator =1

Shifts =1

WIP = 3,500 units between deburring and crimping

Deburring:

First-in, first-out (FIFO) lane between machining and deburring

Cycle time = 5 seconds

Changeover = 0

Availability = 27,600 seconds

Uptime =100%

II Operator = 0 (Machining operator also runs deburring when necessary)

Shifts =1

WIP = 3,360 #4 and 1,680 #6 between Machining and Deburring

Machining:

Cycle time (CT) = 45 seconds

Changeover time (C/O) = 60 minutes

Availability = 27,600 seconds

Uptime = 87 percent

Operator =1

Shifts =1

WIP: 2,500 prior to machining

Flow of Information and Material

All communications with customer and supplier are electronic.

Production control receives monthly forecasts and weekly orders from Cord.

Production control transmits monthly forecasts and weekly orders to ABC (supplier).

There is a weekly order release to the production supervisor.

There is a daily order release from the production supervisor to machining, crimping, testing, and marking.

All material is pushed, so there is a push icon between each process.

There is a FIFO lane between machining and deburring.