Your assignment is to write a paper titled $$The value of non$-$value added activities$.$ In your conclusions, I want you to tell me how much you think non$-$value added activities are worth.

Using the following outline as a guide. Write a $1500-2000-$word paper on $$The value of non$-$value added activities. Use a $12$ point times new roman font.

Writing style: The attached paper is an example of the writing style regarding abstract$,$ outline, how to cite references in the body of the paper, and how to write the reference page at the end of the paper.

BACKGROUND AND INFORMATION ABOUT YOUR PAPER.

The essence of manufacturing is first an idea, then purchase of raw materials, then hiring of labor, then we turn on the electricity and transform our raw material into our product. Clearly there is far more to manufacturing than idea, raw materials, labor, and electricity, but the essence gives us a foundation we can build on$.$

Broadening the essence of manufacturing we may begin to identify all the activities necessary in order to turn raw materials into a finished product ready for sale. Once we begin to identify all the activities necessary to make our product, time will give us an indication of how each activity may be refined, streamlined, improved, or perhaps eliminated.

$***$any activity that cannot be eliminated is a value$-$added activity. Since a rational manufacturer would not pay one cent for something with zero value, if we pay anything for a process or activity; by default the process or activity must have value$****$

$***$Anything you are willing to pay for has value............

Creating customer requirements are shifting many manufacturing companies from mass production of standard products to small$-$lot production of customized products, with even greater emphasis on quality. $(1)$

Lean manufacturing is a systematic approach to identifying and eliminating waste $($non$-$value added activities$)$ thru continuous improvement to allow product flow at the pull of the customer in purist of perfection. It focuses on elimination non$-$value activities from your company$$s processes while streamline value$-$added activities. A people oriented approach that empowers a team to take action to achieve improvements, lean is the best way to effectively use a company$$s most valuable resource$$its people. $(1)$

Any activity that doesn$$t add to the market form or function of the product $($things for which the customer is willing to pay$)$ is a non$-$value added activity $(1).$

Lean manufacturing focuses on e specific major wastes

$1.$ Overproduction

$2.$ Inventory

$3.$ Defects

$4.$ Processing

$5.$ Transportation

$6.$ Waiting

$7.$ Motion

$8.$ People

Lean manufacturing as a form of continuous improvement isn$$t a destination, but rather a journey: An ongoing process. $(1)$

Lean Manufacturing is the production of your product to your customer$$s maximum daily demand in balanced sequ$3$enced flow process with minimal lead time using only the value$-$added elements of that process. All non$-$value added activities, such as material handling, changeover, waiting, moving, and defects manufacturing are wither eliminated or minimized. $(2)$

LEAN TRADITIONAL

SIMPLE AND VISUAL COMPLEX

BUILD TO DEMAND BUILD TO FORECAST

MINIMAL INVENTORY EXCESSIVE INVENTORY

FOCUS ON NON$-$VALUE ADDED FOCUS ON VALUE ADDED WORK

MINIMUM LOT SIZE BATCH PROCESSES

MINIMAL LEAD TIMES LONG LEAD TIMES

QUALITY THROUGH PROCESSES QUALITY THROUGH INSPECTION

VALUE STREAM OWNERS DEPARTMENTAL SUPERVISION

$(2)$

The principles and concepts of lean manufacturing are based on the Toyota production system and can be allied to nearly every manufacturing environment $(2)$

Something that is value added must meet three criteria

The customer is willing to pay for it

A process, object, or service has to be physically changed

The process object, or service is made$/$done right the first time. $(3)$

In short, value added is anything that is not waste...the majority of activities included in process are non$-$value added activities. In fact, estimates peg only about $5$ percent as truly value add, the rest waste.

Overview of waste: defects, overproduction, waiting, non$-$utilized talent, transportation, inventory, motion, extra processing $(3)$

$$

Non$-$value added steps should be simplified, combined, and eliminated $4..$allnoch

Activity analysis may be sued to capture a variety of different attributes such as the amount of time spent performing activities, whether they are perceived to be value added or non$-$value added, what the quality level is of the process and its output and whether it was performed on time..$\mathrm{.}4.$ Sharman

Value added activities...$\mathrm{.}5$

Ordering raw materials

Shipping to customer

Entering orders

Preparing engineering drawings,

Assembling products,

Fueling delivery trucks,

Selling concert tickets,

Examining patients,

Filing insurance claims,

Non$-$value All example with solution