Value Stream Mapping in Program Management
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Furthermore, Ohno divided waste into seven different forms, which also help to identify waste at all.<ref name="Ohno"></ref> The process of creating value without waste is further defined through six widely accepted Lean Principles (see also Section 3). | Furthermore, Ohno divided waste into seven different forms, which also help to identify waste at all.<ref name="Ohno"></ref> The process of creating value without waste is further defined through six widely accepted Lean Principles (see also Section 3). | ||
| − | Over the years Lean Thinking became the dominant paradigm through many major industries. Based on Toyota’s lean TPS, as a role model for efficiency in manufacturing systems | + | Over the years Lean Thinking became the dominant paradigm through many major industries. Based on Toyota’s lean TPS, as a role model for efficiency in manufacturing systems<ref name="San">Javier Santos, Richard Wysk, Jose ́ Manuel Torres: ''Improving Production with Lean Thinking'', 2006<ref/>, many large companies established and developed their own “holistic” systems (e.g. Bosch Production System, Mercedes Benz Production System). The triumph in repeatable manufacturing temporary led to the misconception, that the concept is not applicable in one-off work environments. Despite this, Lean Thinking was successfully transferred to various fields of application including product development and engineering. <ref name="Opp"/> |
Value Stream Analysis and Value Stream Mapping | Value Stream Analysis and Value Stream Mapping | ||
Although the headline of this article names only Value Stream Mapping, this article also includes its preceding method named Value Stream Analysis (VSA) as they are undoubtedly connected by their nature. To understand this connection as well as the differences, the two methods will be briefly introduced. | Although the headline of this article names only Value Stream Mapping, this article also includes its preceding method named Value Stream Analysis (VSA) as they are undoubtedly connected by their nature. To understand this connection as well as the differences, the two methods will be briefly introduced. | ||
Revision as of 11:37, 2 December 2014
“All we are doing is looking at the time line from the moment the customer gives us an order to the point when we collect the cash. And we are reducing that time line by removing the non-value added wastes.”[1] (Taiichi Ohno, 1988)
Value Stream Mapping (VSM) is a widespread tool in Lean manufacturing environments. It enables practitioners to distinguish between value adding and non-value adding activities, supports to eliminate the waste, and thereby gain efficiency. The ongoing extension of Lean principles to applications other than production also involves the VSM methodology. VSM, as well as other concepts, therefore need to be adapted to the specific new purposes and environments.
Background
Lean Thinking
The term Lean Thinking was introduced in the best-selling book “The Machine That Changed the World: The Story of Lean Production”[2] published by the MIT International Motor Vehicle Program (IMVP) in 1990. The term was further established in IMVP’s second bestseller “Lean Thinking: Banish Waste and Create Wealth in Your Corporation” [3]. In their in-depth study of Toyota’s prominent Toyota Production System (TPS) the authors James P. Womack and Daniel T. Jones identified a basically new management paradigm.
Already in the 1970’s scientists and practitioners, with Edward Deming leading the way, started to explore Japanese management techniques. Prior Japanese companies had overtaken U.S. consumer electronics and auto markets by higher quality and cheaper products. The outcomes were single practices such as Total Quality Management (TQM) and Six Sigma, which were later adopted by Lean Thinking.[4]
The essence of Lean Thinking can be represented by the concepts value, waste and process of creating value without waste. Value is basically interpreted as “what the customer says it is, considers important, and is willing to pay for”[4] while waste can be described as "any human activity that absorbs resources but creates no value”[5]. Regarding that, Lean Thinking assigns any work activity to either:
- Value Added Activities (VA);
- Required Non-Value Added (RNVA or Type I waste) or;
- Non-Value Added Activities (NVA or Type II waste).[3]
Furthermore, Ohno divided waste into seven different forms, which also help to identify waste at all.[1] The process of creating value without waste is further defined through six widely accepted Lean Principles (see also Section 3).
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