Continuous improvement of complex process flows by means of stream as the “standardized cross-enterprise value stream management method”

2017 ◽  
Author(s):  
C. Oberhausen ◽  
M. Minoufekr ◽  
P. Plapper
Keyword(s):  
Continuous Improvement ◽  
Enterprise Value ◽  
Value Stream ◽  
Stream Management ◽  
Complex Process ◽  
Management Method

Standardized Value Stream Management Method to Visualize, Analyze and Optimize Cross-Enterprise Value Stream Data

2017 ◽  
Vol 15 (2) ◽  
pp. 25-36 ◽  
Author(s):  
Christof Oberhausen ◽  
Meysam Minoufekr ◽  
Peter Plapper
Keyword(s):  
Lean Manufacturing ◽  
Global Supply Chain ◽  
Stream Data ◽  
Supply Chain Networks ◽  
Enterprise Value ◽  
Value Stream ◽  
Stream Management ◽  
Management Method ◽  
Standard Development

This article describes how on the way towards a reliable and efficient collaboration in global supply chain networks, organizations are seeking for suitable methods and tools to enhance product and information flows. Based on the evolving Lean Manufacturing methodology in combination with the increased exploitation of ICT, new and diverse Value Stream Management (VSM) approaches are currently used. Thus, a common VSM standard is sought to analyze and visualize valuable data and to synchronize capacities and flows. In this article, the authors present a review of existing VSM approaches, patents and software solutions. Furthermore, a classification comprising four categories that serve as a basis for the ongoing VSM standard development within ISO/TC 154 and a case study of an administrative value stream are shown.

scholarly journals Creation of an ISO Standard at the Example of Value Stream Management Method

2020 ◽  
pp. 1-26
Author(s):  
Jeff Mangers ◽  
Christof Oberhausen ◽  
Meysam Minoufekr ◽  
Peter Plapper
Keyword(s):  
National Standards ◽  
Use Case ◽  
Information Flows ◽  
Limited Impact ◽  
Supply Chain Networks ◽  
Value Stream ◽  
Stream Management ◽  
Globalized Economy ◽  
Management Method ◽  
Standardization Organization

The main objectives of this chapter are to elucidate the necessity of a standardized value stream management (VSM) and to clarify how this standard can effectively increase corporate performance within cross-enterprise supply chain networks (SCNs). VSM is an effective tool to collect, evaluate, and continuously improve product and information flows within companies in a common and standardized manner. The findings of this chapter are not only valid for consistent product and information flows but are representative for the relevance of standards in general. In a globalized economy, standards need to be generally accepted and valid for all countries. Thus, corporate or national standards only have limited impact. The International Standardization Organization (ISO) provides the means to develop, negotiate and communicate standards, which are globally binding. This chapter shares the experience of ISO 22468 standard development within ISO/TC 154 WG7 and proves its applicability by an administrative use case.

scholarly journals Lean Management in SPA

2020 ◽  
pp. 46
Author(s):  
Marco Vieri ◽  
Daniele Sarri ◽  
Stefania Lombardo ◽  
Marco Rimediotti ◽  
Riccardo Lisci ◽  
...  
Keyword(s):  
Structural Optimization ◽  
Continuous Improvement ◽  
Lean Production ◽  
Value Stream Mapping ◽  
Lean Management ◽  
Total Quality ◽  
Value Stream ◽  
Productive Process ◽  
Management Method ◽  
Set Up

Lean “slim” is a management method that increases efficency of the process analizing sequence, times and infrastructures to create more value with less work. Pillars of Lean production are multiple optimizing actions: 5S (sort, set-up, shine, standardize, sustain), Seven Waste Identification, Value Stream Mapping, Total Productive Mainteinance, error proofing, FastChangeovers, CI Blitz. Born in Toyota following the evolution of Scientific Method of Management, Taylorism and Total Quality is the actual efficiental method in the productive process. It is a new born method in farming but already used in agro-industry process like winery. It is a partecipative, continuous improvement action that is based on human involvement and structural optimization.

Cross-enterprise value stream assessment

2017 ◽  
Vol 14 (2) ◽  
pp. 182-193 ◽  
Author(s):  
Christof Oberhausen ◽  
Peter Plapper
Keyword(s):  
Supply Chain ◽  
Stream Assessment ◽  
Content Type ◽  
Supply Chain Networks ◽  
Enterprise Value ◽  
Value Stream ◽  
Stream Management ◽  
Value Streams ◽  
Multi Level ◽  
Different Levels

Purpose In most cases, the conventional assessment of value streams is based on key performance indicators (KPIs) like the share of added value, the degree of flow or a comprehensive lead time analysis. To evaluate cross-enterprise value streams of manufacturing, business or service processes in detail, a holistic methodology is needed. The paper aims to discuss this issue. Design/methodology/approach In this research paper, the assessment of value streams within complex cross-company networks is described. After a presentation of relevant KPIs in the fields of value stream management (VSM) and supply chain management (SCM), an approach for a cross-enterprise evaluation of value streams on different levels of detail is shown. In addition, the use of an absolute VSM evaluation, in contrast to a relative VSM assessment, is examined. Findings Based on a uniform and well-balanced set of KPIs and other VSM and SCM parameters, a performance assessment on different levels of value stream detail is enabled. Further investigations reveal the advantages of a relative compared with an absolute VSM assessment. Research limitations/implications In addition to a comprehensive overview of existing KPIs for a value stream assessment beyond company borders, a holistic and multi-level VSM approach is presented in this paper. In contrast to existing VSM approaches, the described method allows an evaluation and subsequent improvement of value streams within supply chain networks. Up to now, the presented approach for the assessment of cross-enterprise value streams has only been tested in specific industrial environments. In future, the proposed methodology shall also be validated for other process types like business, service or further manufacturing processes. Practical implications The described cross-company performance measurement approach shows a high practical relevance for organizations operating in supply chain networks. Due to the integrated use of different VSM parameters, the evaluation of highly interconnected value streams across corporate boundaries is facilitated. By means of a case study, the proposed methodology is validated under real industry conditions and proves its practical applicability. Originality/value One of the novel features of this research is the extension of the traditional VSM method with respect to a relative evaluation of value streams based on a set of significant KPIs. In addition, the allocation of these KPIs to different value stream layers and categories leads to an innovative approach for a multi-level assessment according to the needs of the specific VSM application, e.g. a more standardized use of VSM in complex supply chain networks.

scholarly journals Service Value Stream Management (SVSM): Developing Lean Thinking in the Service Industry

2011 ◽  
Vol 04 (04) ◽  
pp. 428-439 ◽  
Author(s):  
Andrea Bonaccorsi ◽  
Gionata Carmignani ◽  
Francesco Zammori
Keyword(s):  
Service Industry ◽  
Lean Thinking ◽  
Service Value ◽  
Value Stream ◽  
Stream Management

Material Handling and Assembly Process Optimization using Value Stream Mapping

2017 ◽  
Vol 6 (1) ◽  
pp. 59
Author(s):  
Daniel Derrell Forest ◽  
G.H. Massiha
Keyword(s):  
Process Optimization ◽  
Continuous Improvement ◽  
Lean Manufacturing ◽  
Material Handling ◽  
Design Method ◽  
Added Value ◽  
Value Stream Mapping ◽  
Assembly Process ◽  
Workplace Design ◽  
Value Stream

<span>The purpose of this project is to evaluate and optimize an assembly process for ergonomic and productivity considerations. Companies use lean manufacturing as a method for continuous improvement in order to increase throughput and for to reallocate resources for more important tasks. For this project, value stream mapping (VSM) was used to evaluate, analyze, and improve the ergonomic factors of an assembly process and to increasing throughput. With the use of VSM, researchers are able to see the areas of added value, non-added value, and bottlenecks. This project illustrates the implementation of VSM for the minimization of waste, by using the design method to restructure the process of assembly. The results show drastic improvement in assembly time and ergonomic workplace design, while providing a platform for a continuous improvement system.</span>

ERMM: An Engineering Requirements Management Method

2003 ◽  
Author(s):  
Beverly Becker ◽  
Nanxin Wang
Keyword(s):  
Product Development ◽  
Development Process ◽  
Large Body ◽  
Requirements Management ◽  
Complex Process ◽  
Entire Vehicle ◽  
Standards And Regulations ◽  
Management Method ◽  
Vehicle Development Process

Automotive product development is a lengthy and complex process. There exists a large body of various requirements, standards, and regulations, which need to be followed by all engineering activities throughout the entire vehicle development process. The underlying relationships between these requirements are very complicated. Although most of engineering requirements can be found in various engineering databases, it is the lack of the underlying relationship between the requirements and their association with the design that makes it extremely difficult for even experienced engineers to follow the requirements in their dayto-day work. This paper introduces an Engineering Requirements Management Method (ERMM) that captures these interrelationships and associations using a matrix-based representation. A case study with a real automotive component is also presented.

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