Value Stream Analysis and Mapping for Project Management
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These first studies where focused mainly on manufacturing processes in spite of process design. But the principles can still be applied either to shop floor and non-shop floor activities. | These first studies where focused mainly on manufacturing processes in spite of process design. But the principles can still be applied either to shop floor and non-shop floor activities. | ||
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| + | As Womack and Jones describe it, the main principles of lean are<ref name="WCM564">http://web.mit.edu/esd.83/www/notebook/WomackJones.PDF</ref: | ||
| + | *Value-Added: Those activties that unambiguously create value. | ||
| + | *Type One Muda: Activities that create no value but seem to be unavoidable with current technologies or production assets. | ||
| + | *Type Two Muda: Activities that create no value and are immediately avoidable. | ||
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Revision as of 09:19, 22 September 2016
Value Stream Analysis and Mapping (VSA/M) is a tool for business process improvement.[1] Value Stream Analysis (VSA) is a method that implements lean principles for the examination of business processes. The tool, focus on the development of tasks which add value to the final product, efficiently linked together to form a continuously flowing stream of value.[1]
Contents |
History
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. Taiichi Ohno 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 Just-In-Time principles. Toyota defined six elementary rules[2]:
- Never send defective products downstream to the next process
- Each process only orders what it currently needs from the upstream process
- Each process only produces the quantity ordered by the downstream process
- Maintain a level rate of production
- Use Kanban to fine-tune the rate of production
- Work to reach a stable rate of production
These first studies where focused mainly on manufacturing processes in spite of process design. But the principles can still be applied either to shop floor and non-shop floor activities.
As Womack and Jones describe it, the main principles of lean areCite error: Closing </ref> missing for <ref> tag
Advantages
Limitations
Related Articles
The lessons from Toyota for product development had been captured by Fujimoto and Clark[3] and Ward and Sobek.[4][1] Follow the references for further study.
Key references
- ↑ 1.0 1.1 1.2 http://dspace.mit.edu/bitstream/handle/1721.1/7333/Value%20Stream%20Analysis%20and%20Mapping.pdf?sequence=1
- ↑ http://world-class-manufacturing.com/Kanban/kanban.html
- ↑ https://books.google.fr/books?id=7cCAASTW6IQC&hl=es
- ↑ https://books.google.dk/books/about/Principles_that_Shape_Product_Developmen.html?id=ZbYGtwAACAAJ&redir_esc=y
