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Value-adding: The transformation taking place within the process must add value to the recipient, either upstream or downstream. Embeddedness: A process cannot exist in itself, it must be embedded in an organizational structure. Cross-functionality: A process regularly can, but not necessarily must, span several functions.
A value stream is the set of actions that take place to add value to a customer from the initial request through realization of value by the customer. The value stream begins with the initial concept, moves through various stages of development and on through delivery and support. A value stream always begins and ends with a customer.
An industry value-chain is a physical representation of the various processes involved in producing goods (and services), starting with raw materials and ending with the delivered product (also known as the supply chain). It is based on the notion of value-added at the link (read: stage of production) level.
The concept of business processes – interrelated activities aiming at creating a value added output to a customer – is the basic underlying idea of BPR. These processes are characterized by a number of attributes: Process ownership, customer focus, value adding, and cross-functionality. [citation needed]
Value renewal also includes steadily updating value, where by adding new features to existing value preposition customer value is increased. [16] Value transfer: At the last stage of the value cycle, there is a possibility that a customer transfers the acquired value after its consumption.
The value stream map is then created using the following symbols: [15] In a build-to-the-standard form, Shigeo Shingo [16] suggests that the value-adding steps be drawn across the centre of the map and the non–value-adding steps be represented in vertical lines at right angles to the value stream. Thus, the activities become easily separated ...
Activity-based management focuses on managing activities to reduce costs and improve customer value. Kaplan and Cooper [1] divide ABM into operational and strategic: Operational ABM is about doing things right, using ABC information to improve efficiency. Those activities which add value to the product can be identified and improved.
The Workflow Management Coalition, [6] BPM.com [7] and several other sources [8] use the following definition: Business process management (BPM) is a discipline involving any combination of modeling, automation, execution, control, measurement and optimization of business activity flows, in support of enterprise goals, spanning systems, employees, customers and partners within and beyond the ...