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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 ...
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.
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.
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.
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]
Waiting for other activities, teams, processes is waste. Relearning requirements to complete work is waste. Defects and lower quality are waste. Managerial overhead not producing real value is waste. A value stream mapping technique is used to identify waste. The second step is to point out sources of waste and to eliminate them.
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.
The basic concept is to identify and quickly remove waste. 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 ...