Value stream mapping

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Value stream analysis in value stream management

The value stream analysis is a business method to improve process management in production and services. It is also known as value current consumption of an actual condition referred to English. Value stream mapping (VSM).

This first step of the so-called value stream management ( Value Stream Management ) provides a model of the material and information flows of the individual value streams .

The non-value-adding processes are identified in the analysis. In the following design approach, an improved value stream is designed in the context of a value stream design, in which the non-value-adding activities and unnecessary idle times are eliminated. The comparable approach in service management does not minimize idle times, but the individual waiting times between activities.

In the Toyota production system in particular , the elimination of (time) waste is an important component. The Japanese word for waste is muda , the process for eliminating waste is called muda elimination .

Action

The characteristic date of the value stream analysis is the share of the processing time in relation to the total processing time . With a total lead time of 4 weeks, for example, the processing time can only be 10 minutes. Only the 10 minutes in which the workpiece is machined add value to this process. The rest are idle times as either unavoidable non-added value or waste that needs to be minimized.

The analysis is initially usually carried out backwards from the end customer ( customer ) through production ( producer ) to the supplier ( supplier ). Subsequent steps alternating forwards and backwards can improve the model. This modeling is used separately for each product family.

The current production situation is modeled with the analysis. When all data (such as stocks, cycle times, processes, material movements, ...) have been recorded, a "value stream loop" shows where improvements are possible. Such a value stream loop usually includes an action plan that describes who is responsible for what, what exactly is to be achieved in each case and, above all, by when the measures should be completed.

customer focus

The aim is to reduce the response times after a customer has called up a production lot. When recording the actual situation (value stream analysis), the “customer cycle” is determined. This is the period of time that the customer waits for the delivery after being called, i.e. H. the period of time that regularly elapses before a finished product has to leave the company's own production facility in order to meet the customer's regular requests.

example

The customer's annual requirement is 20,000 pieces.
The company's production capacity is 50 weeks (5 working days in two shifts with 8 working hours (= 480 minutes) per shift).

criticism

The modeling provides a rough picture for a steady stream of recurring similar calls for series products. Flexible one-off production can hardly be served with this model approach.

See also

literature

  • Thomas Klevers: Value stream mapping and value stream design. Recognize waste - increase added value . mi-Fachverlag Redline GmbH, Landsberg am Lech 2007, ISBN 978-3-636-03097-9
  • Mike Rother, John Shook: Learning to See - Value-stream mapping to create value and eliminate muda. Lean Enterprise Institute; German translation: Mike Rother, John Shook: Learning to see - using value stream design to increase added value and eliminate waste. Workbook, ed. from the Lean Management Institute, Aachen 2004, ISBN 978-3-9809521-1-8