Value stream analysis differs from process mapping since it collects and shows a much larger range of information, involves more processes, used in wider circumstances and is used to find out where the focus of future events should be placed. Also referred to as an “end-to-end” map, value stream analysis does not only use the information regarding various activities leading up to a product or service, but also incorporates other elements of the entire process such as information and management methods.
It is an excellent tool for lowering time within a sequence since it allows us to find out valuable information regarding the process of making decisions as well as the actual process itself.
The two main stages of constructing a value stream analysis is to map out the various stages in the process itself and conclude that information by placing a map above with the flow of information that is involved in the process.
All the activities involved in the creation of a service or product are listed in a value stream analysis. This makes it easier to view the difference between meaning and necessary activities against those that are a waste of time or are prone to error. A good example of a value stream analysis makes it easy to separate the time by dividing activities that are deemed valuable and non-valuable. The analysis will make it clear as to which processes can be improved and can also be used to solve a specific problem, such as to find out where further efforts can be made to enhance production.
It is meant to be used a tool for continuous improvement. Instead of jumping into value stream analysis in one go, it is wiser to start implementing it in segments instead. This can also help to reduce the initial costs that it can take to start implementing the changes involved in a value stream analysis.
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