Value stream design
The value stream design , engl. Value Stream Design (VSD), the second step of the so-called value stream management ( Value Stream Management ), a business management tool in the field of production planning and control .
The procedure draws the draft ("target state") of a common vision for an improved customer-oriented material and information flow of the entire value stream (VSD vision). Previously, the actual status was recorded in the value stream analysis , starting with the end customer ( customer ) via production ( producer ) to the supplier ( supplier ).
The value stream design describes how current production should work in the future. A value stream is created in which activities that do not add value are eliminated. The measures required for this are recorded in an activity plan that is implemented step by step.
Action
The draft of an improved customer-oriented value stream provides for the implementation of the BPS principles and the consideration of the value stream guidelines. The seven steps are:
- Take customer cycle into account
- Decision: produce directly for shipping or go to the supermarket?
- Introduce continuous flow
- Introduce supermarket pull system
- Plan only one point (pacemaker process)
- Small batch production and compensation in the pacemaker process
- Clock-based removal on the pacemaker process
Properties of value stream design
In contrast to other methods, not only the flow of materials is used, but also the flow of information that controls production, viewed and designed. The value stream design is repeatedly adapted and refined over time. It serves as a template with the help of which one tries to ensure that individual improvement efforts ultimately result in a complete whole and lead to a better system.
One of the most important goals of value stream design is to link all processes in the value stream in such a way that a flow is created. This value stream is largely controlled by the customer pull. By closely linking the processes within the value stream, an attempt is made to shorten lead times and, at the same time, reduce inventory, errors and rejects. Attempts are also made to shift the control of individual processes to the control of an entire, efficient, customer-oriented value stream.
Goals of the value stream design
The aim of value stream design is to improve the whole thing - from gate to gate and then even beyond the factory gates to the supply chain .
Further objectives when using the procedure:
- Reduction of stocks (raw, semi-finished and finished goods)
- Reduction of lead time (from receipt of the customer's order to delivery of goods)
- Increase in quality through immediate error feedback
- Increase in delivery reliability to the customer
See also
literature
- Thomas Klevers: Agile processes with value stream management - A handbook for practitioners - Reduce inventories - Reduce throughput times - React more flexibly . CETPM Publishing; Edition: 1st (July 5, 2012), ISBN 978-3940775108
- 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
- Klaus Erlach: Value Stream Design. The Path to the Lean Factory (2nd, edited and expanded edition). Berlin et al .: Springer, 2010, ISBN 978-3-540-89866-5