TABLE OF CONTENT

Title page

Approval page



Dedication

Acknowledgment

Abstract

Table of content

CHAPETR ONE

1.0 INTRODUCTION

1.1 Background of the study



1.2 Statement of problem

1.3 Objective of the study

1.4 Research questions

1.5 Research hypotheses

1.6 Significance of the study

1.7 Scope and limitation of the study



1.8 Operational Definition of terms

1.9 Organization of the study

CHAPETR TWO

LITERATURE REVIEW

2.1 introduction

2.2 conceptual review



2.3 empirical review

CHAPETR THREE

3.0 Research methodology

3.1 sources of data collection

3.3 Population of the study

3.4 Sampling and sampling distribution

3.5 Validation of research instrument

3.6 Method of data analysis

CHAPTER FOUR

DATA PRESENTATION AND ANALYSIS AND INTERPRETATION

4.1 Introductions



4.2 Data analysis

CHAPTER FIVE

5.1 Introduction

5.2 Summary

5.3 Conclusion

5.4 Recommendation

Appendix
Abstract

The study focused on value stream mapping and organizational excellence in Nigeria. Value Stream Mapping is not a project that covers a specific period of time; instead it is a working methodology to differentiate activities that add value compared with the non-value added, and is addressing to all employees, to the management, suppliers and customers. Many companies are using this improving method because it identifies the problems from the production process, analyze them and provide some potential solutions for a better process.


CHAPTER ONE

INTRODUCTION

1.1 Background of the study

Value Stream Mapping is a Lean technique used to analyze the current material and information flow necessary to bring out the products or provide services for the customer. This technique includes all the activities that follow the product from the customer order, going through the entire production process and the finally delivery to the customer. Value Stream Mapping is the perfect argument for Lean practitioners to show where data comes into play, how it is collected quickly and efficiently, and how Lean project action plans are created from this data. Because anywhere is a process there is also waste, it is our concern to find the best solutions and techniques to reduce it or even eliminate waste at all. The advantage of using this method allows anybody to “see” both process flow and communications flow within the process or value stream (Nash 2008). Because of this ability to gather, analyze and present information in short period of time, this method has rapidly gained popularity in the process of continuous improvement. The most important goal of Value Stream Mapping method is that identifies opportunities for improvement for future periods of time. Regarding the main domain of using the Value Stream Mapping methodology, it can be applied to direct production activities (known as: Door-to-Door method) and include all the process steps from the daily production, and non-production activities (known as: Order-to-Cash method), referring to those supporting activities or processes for daily production needed the enterprise (Womack and Jones 2006). We can use VSM as a Lean method to identify the opportunities of improvements for future periods of time. VSM method is also associated with production activity, being used for: efficiency of production activities; logistics activities; supplying activities; software development; developing new products; industrial activities related. Because the VSM is an analytical method, and is based on details, depending on the level of details, the VSM can address only to a process step, to one or the production lines, or to the entire factory. Several methods and approaches exist such as computer simulation, statistical analysis and lean tools for improving the efficiency by determining the best combination of resources in production lines or construction process [1-2]. In recent years, there has been a substantial growth in profit in most of the leading manufacturing companies around the world due to the use of lean manufacturing for supporting their competitiveness in the international market [3]. Some of the benefits of applying LM in companies include cost reduction, cycle time elimination, and waste decrement. In fact, the major aim of lean manufacturing is to decrease cost by reducing the non-value added performances. Lean manufacturing employs diverse tools and methods such as Just-In-Time (JIT), Total Productive Maintenance (TPM), Cellular Manufacturing and 5S, for realizing this objective (Abdullah 2003). Lean operating values originated from the workplace and also had different names with same meanings like Lean Manufacturing, Toyota Production System, and Lean Production. It is generally purported to have started in Japan, specifically in Toyota, although Henry Ford had utilized the components of lean in the beginning of 1920’s according to proof denoted in this following quotes; “One of the most noteworthy accomplishments in keeping the price of Ford products low is the gradual shortening of the production cycle” (Abdullah 2003). At first, the meaning of lean was introduced by the National Institute of Lean Network Standards and Technology Manufacturing Extension Partnerships (Abdullah 2003), as an organized way for identifying and reducing operation stoppages so as to achieve nonstop smooth operation flow during the product manufacturing (Abdullah 2003). Usually, lean is made up of personality and individual mechanisms, which serve as building blocks in lean planning, when used in companies to improve efficiency (Monden 2008). Fundamentally, lean manufacturing is organized to remove any form of devastation or features which often leads to waste in an organisation and thus, preventing loss of resources (Feld 2000). This process eliminates non-value additional processes in the manufacturing lifecycle, improves production efficiency and motivates customers’ choice. In addition, faster production workflow invariably increases return on investment (ROI) for the organization and reduces waste, increases earnings of employees, renders higher profits to shareholders and added feature value for consumers. A brief description of the various available lean methods are explained as follows: Cellular Manufacturing: systematize the whole processing for a particular product or related products into a set or cell that it includes all the needed equipment, machines, and operators.

1.2 STATEMENT OF THE PROBLEM

Organizational management has identified quality improvement QI using the Lean process improvement approach as a vehicle for achieving a robust, scalable, replicable and reusable operation model. Lean focuses on improving business value by streamlining process flow, identifying and eliminating redundancies. Value Stream Map (VSM), one of Lean’s components, is the first stage in helping organizations identify and understand how their current processes work from the viewpoint of the customer. Without the insight VSM provides, it is difficult to successfully and systematically streamline workflows by identifying and eliminating redundant steps (Arthur 2011, Morgan & Brenig-Jones 2012). VSM is a pictorial representation of existing processes, getting organizations to consciously think about what they do, how they do it and what operational value it provides (Arthur 2011, Morgan & Brenig-Jones 2012) but most organization do not have the necessary personnel to implement VSM.

1.3 OBJECTIVE OF THE STUDY

The study has one major objective, which is further broken down into general and specific objectives, the general objective is to examine the effect of value stream mapping and operational excellence in Nigeria organizations; the specific objectives are:

i) To examine the effect of value stream mapping on organizational performance
ii) To ascertain if there is any significant relationship between value stream mapping and organizational productivity
iii) To examine the impact of value stream mapping on operational excellence

iv) To proffer suggested solutions to the identified problem
1.4 RESEARCH QUESTIONS
i) Does value stream mapping has any effect on organizational performance?
ii) Is there any significant relationship between value stream mapping and organizational productivity?
iii) Does value stream mapping has any impact on operational excellence?

1.5 RESEARCH HYPOTHESES

The following research hypotheses were formulated by the researcher to aid the completion of the study;

H0: value stream mapping does not have any impact organizational performance

H1: value stream mapping does have an impact organizational performance

H0: there is no significant relationship between value stream mapping and organizational productivity

H2: there is a significant relationship between value stream mapping and organizational productivity

1.6 SIGNIFICANCE OF THE STUDY



It is believed that at the completion of the study, the findings will be of great importance to the management of business organizations as the findings tend to explore the avenues of improving organizational efficiency in Nigeria, the study will also be of great importance to employee of the organization as the study seek to explore avenues to improve organizational efficiency, the study will also be of great importance to researchers who intend to embark on a study in a similar topic as the study will serve as a reference point to further studies. Finally, the study will be of importance to students, teachers, academia’s lecturers and the general public as the study will contribute to the pool of existing literature on the subject matter and also contribute to knowledge.
1.7 SCOPE AND LIMITATION OF THE STUDY

The scope of the study covers value stream mapping and operational excellent, but in the cause of the study, there were some factors that limit the scope of the study;

AVAILABILITY OF RESEARCH MATERIAL: The research material available to the researcher is insufficient, thereby limiting the study

TIME: The time frame allocated to the study does not enhance wider coverage as the researcher have to combine other academic activities and examinations with the study.

FINANCE: The finance available for the research work does not allow for wider coverage as resources are very limited as the researcher has other academic bills to cover.

1.8 OPERATIONAL DEFINITION OF TERMS

Value stream mapping

Value-stream mapping is a lean-management method for analyzing the current state and designing a future state for the series of events that take a product or service from its beginning through to the customer with reduced lean wastes as compared to current map

Operational excellence

Operational Excellence is the execution of the business strategy more consistently and reliably than the competition. Operational Excellence is evidenced by results

Organization

An organization or organization is an entity comprising multiple people, such as an institution or an association, that has a particular purpose.



1.9 ORGANIZATION OF THE STUDY

This research work is organized in five chapters, for easy understanding, as follows

Chapter one is concern with the introduction, which consist of the (overview, of the study), statement of problem, objectives of the study, research question, significance or the study, research methodology, definition of terms and historical background of the study. Chapter two highlight the theoretical framework on which the study its based, thus the review of related literature. Chapter three deals on the research design and methodology adopted in the study. Chapter four concentrate on the data collection and analysis and presentation of finding. Chapter five gives summary, conclusion, and recommendations made of the study.

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