Value Stream Analysis and Mapping for Project Management - Revision history

Tkokotas at 12:43, 18 December 2018

2018-12-18T12:43:53Z

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			''Developed by Carlos Sanchez Garcia''


	[[File:ULTIMAVERSION.png\|500px\|thumb\|right\|'''Figure 1:''' Project management value stream in a definable process - Source:<ref name="VSr2wrA as lean">http://dspace.mit.edu/bitstream/handle/1721.1/81908/PDVSM_V.1_2005.pdf?sequence=1</ref>]]		[[File:ULTIMAVERSION.png\|500px\|thumb\|right\|'''Figure 1:''' Project management value stream in a definable process - Source:<ref name="VSr2wrA as lean">http://dspace.mit.edu/bitstream/handle/1721.1/81908/PDVSM_V.1_2005.pdf?sequence=1</ref>]]

Carlos145 at 21:08, 26 September 2016

2016-09-26T21:08:58Z

← Older revision		Revision as of 21:08, 26 September 2016
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	[[File:ULTIMAVERSION.png\|500px\|thumb\|right\|'''Figure 1:''' Project management stream ~~of value~~ in a definable process - Source:<ref name="VSr2wrA as lean">http://dspace.mit.edu/bitstream/handle/1721.1/81908/PDVSM_V.1_2005.pdf?sequence=1</ref>]]		[[File:ULTIMAVERSION.png\|500px\|thumb\|right\|'''Figure 1:''' Project management value stream in a definable process - Source:<ref name="VSr2wrA as lean">http://dspace.mit.edu/bitstream/handle/1721.1/81908/PDVSM_V.1_2005.pdf?sequence=1</ref>]]

	This article intends to provide a tool for Project Managers who would like to '''improve''' their own processes by '''applying''' <span class="plainlinks">[https://en.wikipedia.org/wiki/Lean_product_development '''lean''']</span> concepts. In particular, throughout <span class="plainlinks">[https://en.wikipedia.org/wiki/Value_stream_mapping Value Stream Analysis and Mapping]</span> (VSA/M).		This article intends to provide a tool for Project Managers who would like to '''improve''' their own processes by '''applying''' <span class="plainlinks">[https://en.wikipedia.org/wiki/Lean_product_development '''lean''']</span> concepts. In particular, throughout <span class="plainlinks">[https://en.wikipedia.org/wiki/Value_stream_mapping Value Stream Analysis and Mapping]</span> (VSA/M).

Carlos145 at 21:08, 26 September 2016

2016-09-26T21:08:29Z

← Older revision		Revision as of 21:08, 26 September 2016
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	[[File:ULTIMAVERSION.png\|500px\|thumb\|right\|'''Figure 1:''' Project management value ~~stream~~ in a definable process - Source:<ref name="VSr2wrA as lean">http://dspace.mit.edu/bitstream/handle/1721.1/81908/PDVSM_V.1_2005.pdf?sequence=1</ref>]]		[[File:ULTIMAVERSION.png\|500px\|thumb\|right\|'''Figure 1:''' Project management stream of value in a definable process - Source:<ref name="VSr2wrA as lean">http://dspace.mit.edu/bitstream/handle/1721.1/81908/PDVSM_V.1_2005.pdf?sequence=1</ref>]]

	This article intends to provide a tool for Project Managers who would like to '''improve''' their own processes by '''applying''' <span class="plainlinks">[https://en.wikipedia.org/wiki/Lean_product_development '''lean''']</span> concepts. In particular, throughout <span class="plainlinks">[https://en.wikipedia.org/wiki/Value_stream_mapping Value Stream Analysis and Mapping]</span> (VSA/M).		This article intends to provide a tool for Project Managers who would like to '''improve''' their own processes by '''applying''' <span class="plainlinks">[https://en.wikipedia.org/wiki/Lean_product_development '''lean''']</span> concepts. In particular, throughout <span class="plainlinks">[https://en.wikipedia.org/wiki/Value_stream_mapping Value Stream Analysis and Mapping]</span> (VSA/M).

Carlos145 at 21:07, 26 September 2016

2016-09-26T21:07:48Z

← Older revision		Revision as of 21:07, 26 September 2016
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	[[File:~~Last version~~.~~jpg~~\|500px\|thumb\|right\|'''Figure 1:''' Project management value stream in a definable process - Source:<ref name="VSr2wrA as lean">http://dspace.mit.edu/bitstream/handle/1721.1/81908/PDVSM_V.1_2005.pdf?sequence=1</ref>]]		[[File:ULTIMAVERSION.png\|500px\|thumb\|right\|'''Figure 1:''' Project management value stream in a definable process - Source:<ref name="VSr2wrA as lean">http://dspace.mit.edu/bitstream/handle/1721.1/81908/PDVSM_V.1_2005.pdf?sequence=1</ref>]]

	This article intends to provide a tool for Project Managers who would like to '''improve''' their own processes by '''applying''' <span class="plainlinks">[https://en.wikipedia.org/wiki/Lean_product_development '''lean''']</span> concepts. In particular, throughout <span class="plainlinks">[https://en.wikipedia.org/wiki/Value_stream_mapping Value Stream Analysis and Mapping]</span> (VSA/M).		This article intends to provide a tool for Project Managers who would like to '''improve''' their own processes by '''applying''' <span class="plainlinks">[https://en.wikipedia.org/wiki/Lean_product_development '''lean''']</span> concepts. In particular, throughout <span class="plainlinks">[https://en.wikipedia.org/wiki/Value_stream_mapping Value Stream Analysis and Mapping]</span> (VSA/M).

Carlos145 at 21:05, 26 September 2016

2016-09-26T21:05:27Z

Show changes

Carlos145: /* History behind VSA/M */

2016-09-26T20:57:44Z

History behind VSA/M

← Older revision		Revision as of 20:57, 26 September 2016
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	*Work to reach a stable rate of production.		*Work to reach a stable rate of production.

	These advancements mainly focused on the manufacturing aspect of business would afterwards be developed to shop floor and non-shop floor activities.		These advancements mainly focused on the '''manufacturing aspect''' of business would afterwards be developed to shop floor and non-shop floor activities.

	These first studies where focused mainly on manufacturing processes in spite of project management. But as menctioned, the principles can still be applied either to shop floor and non-shop floor activities. And as Womack and Jones describe it, the main principles of lean for product development are<ref name="WCM535">http://www.lean.org/Bookstore/ProductDetails.cfm?SelectedProductId=160</ref><ref name="WCM766">http://web.mit.edu/esd.83/www/notebook/WomackJones.PDF</ref>:		These first studies where focused mainly on manufacturing processes in spite of project management. But as menctioned, the principles can still be applied either to shop floor and non-shop floor activities. And as Womack and Jones describe it, the main principles of lean for product development are<ref name="WCM535">http://www.lean.org/Bookstore/ProductDetails.cfm?SelectedProductId=160</ref><ref name="WCM766">http://web.mit.edu/esd.83/www/notebook/WomackJones.PDF</ref>:

Carlos145: /* History behind VSA/M */

2016-09-26T20:57:07Z

History behind VSA/M

← Older revision		Revision as of 20:57, 26 September 2016
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	=='''History behind VSA/M'''==		=='''History behind VSA/M'''==
	Lean theory originated at <span class="plainlinks">[https://en.wikipedia.org/wiki/Toyota Toyota Motors Corporation]</span>. In order to understand its origins we must look back into the early 40s. By then, Toyota was trying to compete with the American automobile market by productivity means. <span class="plainlinks">[https://en.wikipedia.org/wiki/Taiichi_Ohno Taiichi Ohno]</span> in 1956 traveled to the US in order to visit the automobile plants and see how could he improve its production system back in Japan. Despite what he saw on those production plants, what catches his attention is the self-service supermarkets in which he could choose exactly what he wanted and how much of it. That idea was efficient as well as timely saver for him and where to become later the fundamentals for pursuing manufacturing improvements.		Lean theory originated at <span class="plainlinks">[https://en.wikipedia.org/wiki/Toyota Toyota Motors Corporation]</span>. In order to understand its origins we must look back into the early 40s. By then, Toyota was trying to compete with the American automobile market by productivity means. <span class="plainlinks">[https://en.wikipedia.org/wiki/Taiichi_Ohno Taiichi Ohno]</span> in 1956 traveled to the US in order to visit the automobile plants and see how could he improve its production system back in Japan. Despite what he saw on those production plants, what catches his attention is the self-service supermarkets in which he could choose exactly what he wanted and how much of it. That idea was efficient as well as timely saver for him and where to become later the fundamentals for pursuing manufacturing improvements.
	Along the next years ~~'''~~Ohno~~'''~~ will ~~'''~~develop~~'''~~ this production system on a '''systematic framework based on Lean''' and <span class="plainlinks">[https://en.wikipedia.org/wiki/Just-in-time_manufacturing Just-In-Time principles]</span>.		Along the next years Ohno will develop this production system on a '''systematic framework based on Lean''' and <span class="plainlinks">[https://en.wikipedia.org/wiki/Just-in-time_manufacturing Just-In-Time principles]</span>.
	Toyota defined six elementary rules<ref name="WCM2"> http://world-class-manufacturing.com/Kanban/kanban.html</ref>:		Toyota defined six elementary rules<ref name="WCM2"> http://world-class-manufacturing.com/Kanban/kanban.html</ref>:
	*Never send defective products downstream to the next process.		*Never send defective products downstream to the next process.

Carlos145: /* History behind VSA/M */

2016-09-26T20:56:53Z

History behind VSA/M

Carlos145 at 20:54, 26 September 2016

2016-09-26T20:54:42Z

← Older revision		Revision as of 20:54, 26 September 2016
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	This article intends to provide a tool for Project Managers who would like to '''improve''' their own processes by '''applying''' <span class="plainlinks">[https://en.wikipedia.org/wiki/Lean_product_development '''lean''']</span> concepts. In particular, throughout <span class="plainlinks">[https://en.wikipedia.org/wiki/Value_stream_mapping Value Stream Analysis and Mapping]</span> (VSA/M).		This article intends to provide a tool for Project Managers who would like to '''improve''' their own processes by '''applying''' <span class="plainlinks">[https://en.wikipedia.org/wiki/Lean_product_development '''lean''']</span> concepts. In particular, throughout <span class="plainlinks">[https://en.wikipedia.org/wiki/Value_stream_mapping Value Stream Analysis and Mapping]</span> (VSA/M).
	VSA/M is a tool for business process improvement.<ref name="VSA as lean">http://dspace.mit.edu/bitstream/handle/1721.1/7333/Value%20Stream%20Analysis%20and%20Mapping.pdf?sequence=1</ref> The tool, focuses on the development of tasks which add value to the final product, efficiently '''linking''' them together to form a '''continuous flow stream of value'''.<ref name="VSA as lean">http://dspace.mit.edu/bitstream/handle/1721.1/7333/Value%20Stream%20Analysis%20and%20Mapping.pdf?sequence=1</ref>		VSA/M is a tool for business process improvement.<ref name="VSA as lean">http://dspace.mit.edu/bitstream/handle/1721.1/7333/Value%20Stream%20Analysis%20and%20Mapping.pdf?sequence=1</ref> The tool, focuses on the development of tasks which add value to the final product, efficiently '''linking''' them together to form a '''continuous flow stream of value'''.<ref name="VSA as lean">http://dspace.mit.edu/bitstream/handle/1721.1/7333/Value%20Stream%20Analysis%20and%20Mapping.pdf?sequence=1</ref>
	It is meant to map the project processes “as whole“, find its '''wastes''', inefficiencies and '''non-value-added actions''' that can be erased in order to ~~achieve a~~ '''“future state”'''. Giving insights into the plausible “ideal future state” that it seeks to improve the overall stream of value.		It is meant to map the project processes “as whole“, find its '''wastes''', inefficiencies and '''non-value-added actions''' that can be erased in order to '''achieve a “future state”'''. Giving insights into the plausible “ideal future state” that it seeks to improve the overall stream of value.


	Since this tool has a <span class="plainlinks">[https://en.wikipedia.org/wiki/Lean_manufacturing Lean background]</span>, there will be a brief introduction regarding this matter. Then, the concept of VSA/M will be depicted between two environments, under manufacturing processes and project management processes. Followed by the set of activities which must be performed in order to improve the overall stream of value.		Since this tool has a <span class="plainlinks">[https://en.wikipedia.org/wiki/Lean_manufacturing Lean background]</span>, there will be a brief introduction regarding this matter. Then, the concept of VSA/M will be depicted between '''two environments''', under manufacturing processes and project management processes. Followed by the set of '''activities''' which must be performed in order '''to improve the overall stream of value'''.

Carlos145 at 20:53, 26 September 2016

2016-09-26T20:53:37Z

← Older revision		Revision as of 20:53, 26 September 2016
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	This article intends to provide a tool for Project Managers who would like to '''improve''' their own processes by '''applying''' <span class="plainlinks">[https://en.wikipedia.org/wiki/Lean_product_development '''lean''']</span> concepts. In particular, throughout <span class="plainlinks">[https://en.wikipedia.org/wiki/Value_stream_mapping Value Stream Analysis and Mapping]</span> (VSA/M).		This article intends to provide a tool for Project Managers who would like to '''improve''' their own processes by '''applying''' <span class="plainlinks">[https://en.wikipedia.org/wiki/Lean_product_development '''lean''']</span> concepts. In particular, throughout <span class="plainlinks">[https://en.wikipedia.org/wiki/Value_stream_mapping Value Stream Analysis and Mapping]</span> (VSA/M).
	VSA/M is a tool for business process improvement.<ref name="VSA as lean">http://dspace.mit.edu/bitstream/handle/1721.1/7333/Value%20Stream%20Analysis%20and%20Mapping.pdf?sequence=1</ref> The tool, focuses on the development of tasks which add value to the final product, efficiently linking them together to form a continuous flow stream of value.<ref name="VSA as lean">http://dspace.mit.edu/bitstream/handle/1721.1/7333/Value%20Stream%20Analysis%20and%20Mapping.pdf?sequence=1</ref>		VSA/M is a tool for business process improvement.<ref name="VSA as lean">http://dspace.mit.edu/bitstream/handle/1721.1/7333/Value%20Stream%20Analysis%20and%20Mapping.pdf?sequence=1</ref> The tool, focuses on the development of tasks which add value to the final product, efficiently '''linking''' them together to form a '''continuous flow stream of value'''.<ref name="VSA as lean">http://dspace.mit.edu/bitstream/handle/1721.1/7333/Value%20Stream%20Analysis%20and%20Mapping.pdf?sequence=1</ref>
	It is meant to map the project processes “as whole“, find its wastes, inefficiencies and non-value-added actions that can be erased in order to achieve a “future state”. Giving insights into the plausible “ideal future state” that it seeks to improve the overall stream of value.		It is meant to map the project processes “as whole“, find its '''wastes''', inefficiencies and '''non-value-added actions''' that can be erased in order to achieve a '''“future state”'''. Giving insights into the plausible “ideal future state” that it seeks to improve the overall stream of value.

← Older revision		Revision as of 20:56, 26 September 2016
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	=='''History behind VSA/M'''==		=='''History behind VSA/M'''==
	Lean theory originated at <span class="plainlinks">[https://en.wikipedia.org/wiki/Toyota Toyota Motors Corporation]</span>. In order to understand its origins we must look back into the early 40s. By then, Toyota was trying to compete with the American automobile market by productivity means. <span class="plainlinks">[https://en.wikipedia.org/wiki/Taiichi_Ohno Taiichi Ohno]</span> in 1956 traveled to the US in order to visit the automobile plants and see how could he improve its production system back in Japan. Despite what he saw on those production plants, what catches his attention is the self-service supermarkets in which he could choose exactly what he wanted and how much of it. That idea was efficient as well as timely saver for him and where to become later the fundamentals for pursuing manufacturing improvements.		Lean theory originated at <span class="plainlinks">[https://en.wikipedia.org/wiki/Toyota Toyota Motors Corporation]</span>. In order to understand its origins we must look back into the early 40s. By then, Toyota was trying to compete with the American automobile market by productivity means. <span class="plainlinks">[https://en.wikipedia.org/wiki/Taiichi_Ohno Taiichi Ohno]</span> in 1956 traveled to the US in order to visit the automobile plants and see how could he improve its production system back in Japan. Despite what he saw on those production plants, what catches his attention is the self-service supermarkets in which he could choose exactly what he wanted and how much of it. That idea was efficient as well as timely saver for him and where to become later the fundamentals for pursuing manufacturing improvements.
	Along the next years Ohno will develop this production system on a systematic framework based on Lean and <span class="plainlinks">[https://en.wikipedia.org/wiki/Just-in-time_manufacturing Just-In-Time principles]</span>.		Along the next years '''Ohno''' will '''develop''' this production system on a '''systematic framework based on Lean''' and <span class="plainlinks">[https://en.wikipedia.org/wiki/Just-in-time_manufacturing Just-In-Time principles]</span>.
	Toyota defined six elementary rules<ref name="WCM2"> http://world-class-manufacturing.com/Kanban/kanban.html</ref>:		Toyota defined six elementary rules<ref name="WCM2"> http://world-class-manufacturing.com/Kanban/kanban.html</ref>:
	*Never send defective products downstream to the next process		*Never send defective products downstream to the next process.
	*Each process only orders what it currently needs from the upstream process		*Each process only orders what it currently needs from the upstream process.
	*Each process only produces the quantity ordered by the downstream process		*Each process only produces the quantity ordered by the downstream process.
	*Maintain a level rate of production		*Maintain a level rate of production.
	*Use Kanban to fine-tune the rate of production		*Use Kanban to fine-tune the rate of production.
	*Work to reach a stable rate of production		*Work to reach a stable rate of production.

	These advancements mainly focused on the manufacturing aspect of business would afterwards be developed to shop floor and non-shop floor activities.		These advancements mainly focused on the manufacturing aspect of business would afterwards be developed to shop floor and non-shop floor activities.

	These first studies where focused mainly on manufacturing processes in spite of project management. But as menctioned, the principles can still be applied either to shop floor and non-shop floor activities. And as Womack and Jones describe it, the main principles of lean for product development are<ref name="WCM535">http://www.lean.org/Bookstore/ProductDetails.cfm?SelectedProductId=160</ref><ref name="WCM766">http://web.mit.edu/esd.83/www/notebook/WomackJones.PDF</ref>:		These first studies where focused mainly on manufacturing processes in spite of project management. But as menctioned, the principles can still be applied either to shop floor and non-shop floor activities. And as Womack and Jones describe it, the main principles of lean for product development are<ref name="WCM535">http://www.lean.org/Bookstore/ProductDetails.cfm?SelectedProductId=160</ref><ref name="WCM766">http://web.mit.edu/esd.83/www/notebook/WomackJones.PDF</ref>:
	*Value: providing the customer with the right product, for the right price, at the right time.		*'''Value:''' providing the customer with the right product, for the right price, at the right time.
	*Value Stream: the set of actions that bring a product from concept to realization, order to delivery, or raw material to finished good		*'''Value Stream:''' the set of actions that bring a product from concept to realization, order to delivery, or raw material to finished good
	*Flow: seamless movement through value-creating steps.		*'''Flow:''' seamless movement through value-creating steps.
	*Pull: acting only to satisfy customer needs, rather than forcing, or pushing, a product upon the marketplace.		*'''Pull:''' acting only to satisfy customer needs, rather than forcing, or pushing, a product upon the marketplace.
	*Perfection: continuously and relentlessly improving the value, value stream, flow, and pull in business operations.		*'''Perfection:''' continuously and relentlessly improving the value, value stream, flow, and pull in business operations.

	=='''Two contexts, one methodology'''==		=='''Two contexts, one methodology'''==