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Value-stream mapping has supporting methods that are often used in lean environments to analyze and design flows at the system level (across multiple processes).. Although value-stream mapping is often associated with manufacturing, it is also used in logistics, supply chain, service related industries, healthcare, [5] [6] software development, [7] [8] product development, [9] project ...
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.
Value-stream mapping (VSM) and 5S are the most common approaches companies take on their first steps to Lean. Lean can be focused on specific processes, or cover the entire supply chain. Lean can be focused on specific processes, or cover the entire supply chain.
These include: detailed flow-charts, work flow diagrams and value stream maps. Each map is helpful depending on the process questions and theories being considered. In these situations process map implies the use of process flow and the current understanding of the causal structure.
The simpler concept of value stream mapping, a cross-functional process which was developed over the next decade, [15] had some success in the early 1990s. [16] The value-chain concept has been extended beyond individual firms. It can apply to whole supply chains and distribution networks.
Value-stream-mapping software is a type of software that helps prepare and/or analyze value stream maps. The software typically helps design maps through utilizing a series of symbols representing activity and information/material flow, and as a supplement to manual calculations [ 1 ]
In addition to their use in qualitative comparison, Harvey balls are also commonly used in project management for project tracking; in lean manufacturing for value-stream mapping and continuous improvement tracking; and in business process modeling software for visualisation. [1]
Frederick Winslow Taylor analyzed non-value-adding parts of setups in his 1911 book, Shop Management (page 171). [2] However, he did not create any method or structured approach around it. Frank Bunker Gilbreth studied and improved working processes in many different industries, from bricklaying to surgery. As part of his work, he also looked ...
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