Please create a value stream map based on the case material provided. Can you please share the actual drawing of the value stream map? Also, please also consider pointing out issues and improvements in the value stream map by using the kanban system. Thank you.

Case study: KE

KE$,$ a stock company, develops and produces filter systems for both stationary and mobile applications. KE has staffs of approx. $2,800$ and a turnover of almost $400$ million Euro. KE would like to conduct a value stream

analysis for their oil filters for buses, which are produced for twelve factories of different customers at an annual volume of $192,000.$ The entire production runs three shifts on $240$ days per year with an hour's break per shift.

The basic body of a KE oil filter consists of a milled aluminium die$-$casting body housing. In addition, the finished product contains another twenty$-$four purchased parts. In general, the product needs to passe through six

production processes: The cast piece is received, milled and washed, subsequently assembled in a two$-$step assembly process and finally shipped as described in the following detailed process description:

$1.$ Shipping $-$The filters are shipped in pallets with $5$ layers of $60$ pieces each. On average, the preparing and loading of each pallet, the printing and allocating of the respective shipping documents takes $30$ minutes. In

addition, the receipt and taking into storage of the goods transferred from production approximately take another $10$ minutes. This results in an operation time per piece of $8$ seconds $(40mi\frac{n}{5}\frac{?}{6}).$ The process is also

used for other products, $\frac{1}{2}$ manpower is allocated to the oil filters. This results in a cycle time of $16$ seconds. Note that the shipping personnel works in single shifts $(7$ hours$).$

$2.$ Assembly $-$ The process finishes with the aligning and mounting of the plastic components of the casing, which takes one worker $156$ seconds. In the case of two identical workstations with one worker each, the cycle time is $78$ seconds.

$3.$ Pre$-$assembly All small parts are assembled in the cast housing, which takes one worker $144$ seconds. As two identical workstations are used $($one staff works for one workstation$),$ the cycle time is $72$ seconds.

$4.$ Washing $-$ The milled cast parts in containers of $20$ pcs$.$ are automatically washed in continuous processes of $15$ minutes each. Division of the processing time by the number of containers results in a cycle time of $45$ seconds.

$5.$ Milling $-$ The unfinished castings are entirely mechanically processed on two milling machines. The operation time per piece is $164$ seconds, the cycle time is therefore $82$ seconds. However, the quality defect rate for the

milling process is a bit high, with a percentage of $18\%$ and time loss due to rework should be taken into consideration.

$6.$ Inspection $-$ Random samples are taken from $3$ pallets of $240$ pcs$.$ The handling time is of $60$ minutes for the $3$ pallets. The operation time per piece is thus $60$min. $720$ pcs$.=5$ seconds. The receiving dock is also available

for other cast parts and works in single shifts $(7$ hours$).$ One worker assigns one quarter of his time to this product family, therefore the cycle time is $20$ seconds.

At KE$,$ stocks are counted between all production processes, i$.$e$.$ at five different locations. In order to convert the stocks into range of coverage in days, we can assume the daily demand of the product is constant and stable

$1.$ Finished goods storage. There are $47$ full pallets with a total of $2,820$ oil filters.

$2.$ Unfinished goods $1.$ Before and during assembly, a total of $1,800$ pre$-$assembled oil filters are counted.

$3.$ Unfinished goods $2.$ Before and during pre$-$assembly, a total of $4,200$ processed cast parts. It was observed that the stocks were piled up high.

$4.$ Washing. The milled cast parts are washed immediately. There is a buffer for $200$ parts upstream of the washing machine.

$5.$ Unfinished castings storage. Thanks to daily deliveries, the raw material inventory was decreased considerably even before commencement of the value stream analysis. On the first day of value stream mapping, there were $1,400$ pieces.

All external KE transport is done by truck. XAG daily delivers aluminium die$-$cast housings in pallets of $240$ pieces each. Orders must be placed two days before delivery. Shipping is daily on pallets of $60$ oil filters each.

At KE$,$ according to the demand forecast submitted by the customer, a weekly production is developed. In addition, milling and pre$-$assembly are equipped with order documents. On a daily basis, the shipping

department's TMS system is supplied with the relevant dispatch information via SAP interface. Depending on the customers' specifications, carriers must be selected and notified of the impending dispatches incl. volumes. The

"shipping" process receives the delivery documents and a picking list to retrieve the respective oil filters from the finished goods storage. The customers forward non$-$binding demand forecasts to the SAP system, reflecti