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No value added (NVA) is a management term loosely related to the lean manufacturing movement as codified in the 1980s by a landmark MIT study [1] of the automobile industry, which explained lean production for the first time. No Value Added programs can be formal or whimsical. Generally, they involved seeking input and opinion from every level ...
The first step in designing any lean laboratory is to specify value. Every activity in the laboratory is identified and categorizing as "value added," "non-value added" (from the customers perspective), and "incidental." Incidental work is non value add in itself but is essential to enable value add tasks to be carried out.
Lean manufacturing adopts the just-in-time approach and additionally focuses on reducing cycle, flow, and throughput times by further eliminating activities that do not add any value for the customer. [1] Lean manufacturing also involves people who work outside of the manufacturing process, such as in marketing and customer service.
Several types of non-value added activity, or waste (muda in Japanese), are common in government administrative and service processes. Lean methods focus on identifying and eliminating these wastes. The list below identifies common administrative process wastes. [6]
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 ...
Lean IT promises to identify and eradicate waste that otherwise contributes to poor customer service, lost business, higher than necessary business costs, and lost employee productivity. To these ends, Lean IT targets eight elements within IT operations that add no value to the finished product or service or to the parent organization (see ...
Muda type I: non value-adding, but necessary for end-customers. These are usually harder to eliminate because while classified as non-value adding, they may still be necessary. Muda type II: non value-adding and unnecessary for end-customers. These contribute to waste, incur hidden costs and should be eliminated.
Lean enterprise is a practice focused on value creation for the end customer with minimal waste and processes. [4] The term has historically been associated with lean manufacturing and Six Sigma (or Lean Six Sigma) due to lean principles being popularized by Toyota in the automobile manufacturing industry and subsequently the electronics and internet software industries.