Value stream mapping for lean development ebook

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    Value Stream Mapping for Lean Development: A How-To Guide for Streamlining Time to Market - Kindle edition by Drew A. Locher. Download it once and read it. Written by one of the world's most respected consultants on Lean, this work presents a methodology for value stream mapping that is appropriate for any. Written by one of the world s most respected consultants on Lean, this work presents a methodology for value stream mapping that is.

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    Value Stream Mapping For Lean Development Ebook

    Written by one of the world's most respected consultants on Lean, this work presents a methodology for value stream mapping that is. Value Stream Mapping for Lean Development. FULL ACCESS eBook Published 2 May Pub. location New York eBook ISBN PDF Value Stream Mapping for Lean Development: A How-To Guide for Streamlining Read online Get ebook Epub Mobi, (Download Ebook).

    But you might be surprised to learn that 50 percent of the maps I am asked to review are just current states with no true future states. Most often it is a current-state map with dozens of "kaizen bursts" ideas for improvement applied. These kaizen bursts are transferred to a list that is then prioritized by some means. Names and dates are assigned and the value stream mapping 'event' comes to a close with implementation occurring over the ensuing months. This approach is akin to a 'waste war,' which is what too many lean efforts embody. When I ask the mapping team questions such as how flow will be improved to meet market needs, or if capacity will be in line with expected future demand, the response is usually just a puzzled look. Modest projected improvements in lead time and process time are often pointed to as a reply. In each book there is a set of prescriptive questions that embody lean thinking as it is applied to these three primary value streams. The first question is some form of 'What does the customer really need?

    The Complete Lean Enterprise (2nd ed.)

    Thankfully, Lean has a way to get you ahead of the competition by visualizing and enhancing the value stream you are delivering to your customers. The Value stream mapping process allows you to create a detailed visualization of all steps in your work process. It is a representation of the flow of goods from supplier to customer through your organization.

    For example, the value a software company delivers to its customers are software solutions and all features inside. A value stream map puts on display all the important steps of your work process necessary to deliver value from start to finish.

    It allows you to visualize every task that your team works on and provides single glance status reports about the progress of each assignment. It is important to clarify that according to Lean, value is everything that the customer would pay for. A clear example of such steps are the quality inspections that are an irreplaceable step in every production process.

    What is the Purpose of Value Stream Mapping? The primary purpose of creating a value stream map is to show you the places where you can improve your process by visualizing both its value-adding and wasteful steps.

    You just have to put on display every important step of your workflow and evaluate how it brings value to your customer.

    This allows you to analyze your process in depth and provides you with hints where you should make changes to improve the way you work. History of Value Stream Mapping Value stream mapping became a popular practice with the rise of Lean in the second half of 20th century. Your list has reached the maximum number of items.

    Please create a new list with a new name; move some items to a new or existing list; or delete some items. Value Stream Mapping for Lean Development: Value stream mapping for Lean development: Value stream mapping for lean development: Home About Help Search.

    All rights reserved. Privacy Policy Terms and Conditions. Remember me on this computer. Most often it is a current-state map with dozens of "kaizen bursts" ideas for improvement applied.

    These kaizen bursts are transferred to a list that is then prioritized by some means. Names and dates are assigned and the value stream mapping 'event' comes to a close with implementation occurring over the ensuing months.

    What Too Many Value Stream Maps Completely Miss

    This approach is akin to a 'waste war,' which is what too many lean efforts embody. When I ask the mapping team questions such as how flow will be improved to meet market needs, or if capacity will be in line with expected future demand, the response is usually just a puzzled look. Modest projected improvements in lead time and process time are often pointed to as a reply. In each book there is a set of prescriptive questions that embody lean thinking as it is applied to these three primary value streams.

    The first question is some form of 'What does the customer really need?

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