The seven value stream mapping tools

Abstract

IntroductionWork carried out in the first Supply Chain Development Programme (SCDP I), together with early work in the second programme (SCDP II), has shown that in order fully to understand the different value streams [1] in which the sponsors operate, it is necessary to map these intercompany and intracompany valueadding processes. These value-adding processes make the final product or service more valuable to the end consumer than otherwise it would have been. The difference between the traditional supply or value chain and the value stream is that the former includes the complete activities of all the companies involved, whereas the latter refers only to the specific parts of the firms that actually add value to the specific product or service under consideration. As such the value stream is a far more focused and contingent view of the valueadding process.At present, however, there is an ill-defined and ill-categorized toolkit with which to understand the value stream, although several workers (e.g. [2-5]) have developed individual tools. In general these authors have viewed their creations as the answer, rather than as a part of the jigsaw. Moreover, these tools derive from functional ghettos and so, on their own, do not fit well with the more crossfunctional toolbox required by today's best companies. It is the purpose of this paper to construct a typology or total jigsaw to allow for an effective application of sub-sets of the complete suite of tools. The tools themselves can then effectively be applied, singularly or in combination, contingently to the requirements of the individual value stream. Waste removal inside companiesThe rationale underlying the collection and use of this suite of tools is to help researchers or practitioners to identify waste in individual value streams and, hence, find an appropriate route to removal, or at least reduction, of this waste. The use of such waste removal to drive competitive advantage inside organizations was pioneered by Toyota's chief engineer, Taiichi Ohno, and

On the meaning of ‘Waste’: review and definition

“…Thus, contrary to Hines & Rich (1997) -who argued for the adaptation of the seven wastes to particular industries and non-Japanese settings -they are acontextual, meaning product/service elements and cultural aspects are assumed to have no impact. For example, Bicheno & Holweg (2008) argued for an adaptation of the seven wastes to meet service processes.…”

“…The three categories of movement identified by Ohno (1988) have been interpreted as non-value adding (or pure waste), necessary nonvalue adding, and value adding activities (e.g. Hines & Rich 1997;Browning, 2003;Sahoo et al, 2008). This definition raises the question as to what exactly constitutes value?…”

“…This leads to inconsistencies if waste is defined as seven wastes and non-value added (e.g. Hines & Rich, 1997;Rawabdeh, 2005;Ramesh & Kodali, 2012;Liu et al, 2013) ; or if the wastes used are not from the operation dimension, i.e. refer to the process (e.g.…”

Knowledge Transfer Partnerships at the University of the West of England

“…Preparation for certification required thorough investigation of the existing business processes. The relatively simplistic method of Business Process Mapping (Hines & Rich, 1997) was chosen for this purpose; suggested by the Lead Academic for the project whose knowledge and experience of continuous improvement, ISO9000 and business consultancy were well aligned to the KTP's aims.…”

Application of Value Stream Mapping in Papad Manufacturing

“…The value stream is that which is refers only to particular (Specific) parts of the firms that actually add value to the specific product or service under consideration. [1] In 1999, Peter Hines et.al defined VSM as a new variant of process benchmarking for the development of a supplier network around a prominent distributor of electronic, electrical and mechanical components in supply chain context. This involved mapping the activities of the firm identifying opportunities for improvements and then undertaking the firm with an improvement program.…”