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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 ...
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. Front-line workers should be involved in VSM activities.
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.
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 ...
Another approach is that of the kaizen burst, a specific kaizen activity on a particular process in the value stream. [ 28 ] In the 1990s, Professor Iwao Kobayashi published his book 20 Keys to Workplace Improvement and created a practical, step-by-step improvement framework called "the 20 Keys".
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]
The value chain framework quickly made its way to the forefront of management thought as a powerful analysis tool for strategic planning. 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]
Lean IT, like its lean manufacturing counterpart, involves a methodology of value-stream mapping [10] — diagramming and analyzing services (value streams) into their component process steps and eliminating any steps (or even entire value streams) that do not deliver value.
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