Please answer this question only.

- How can suppliers help with decreasing their customer's production leadtime? Explain as much as possible.

As always thank you!

Case: Value Stream Mapping Value stream mapping involves first developing a base- line map of the current situation of a company's exter- nal and/or internal operations, and then applying lean concepts, 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 batch/push system, 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. Questions 1. Eliminating the queue of work dramatically quick- ens 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? Exhibit 14.16 Map of the Current State Suppliers Production control (ERP) Customer Daily Daily Machine 1 Machine 2 Assembly 90 90 90 Production 1.2 min 2.2 min 3 min lead = 4,5 days 1 day 5 day Process time - 3.9 min. involte, "Mapping the Value Stream." ME Solutions 33, no 2 (February 2001), 32 3 days 422 Section 3 Supply Chain Processes Exhibit 14.17 Map of the Future State Suppliers Production control (ERP) Customer Daily Daily Machine 1 Machine 2 Assembly Combine FIFO 90 machines 1 and 2 into a single machine cell Production 5 min (1.2 min 2.2 min One piece One-piece lead = 25 day 25 day flow flow Process time = 3.9 min Source: Jared Lovelle, "Mapping the Value Stream" NE Solutions 33, no. 2 (February 2001), p. 32