文档介绍：The Lean Enterprise Value Analysis Flow Analysis
The Lean Enterprise
Value Analysis/ Flow Analysis
Lean Foundations
Continuous Improvement Training
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Motion
Waiting time
Overproduction
Processing time
Defects
Inspection
Transportation
Problems/ Causes
Incorrect layouts
Lack of proximity of machines
Off-line resources
Waiting workers, machines, materials
Long set-ups and lead times
Large batches, raw material stocks
High WIP, finished goods stocks
Making for the sake of it
Ignoring customer demands
Long cycle times- process, itself
Reduced efficiency- over processing
High overall lead times
Long delays for rectification
Costly rework
Dissatisfied customers
Approvals of approvals
High number of verification steps
Reliance- Mass inspection techniques
Unnecessary movement
Extra handling
Types of Waste
(7W’s)
Value Added
Non- Value Added,
but necessary
Waste
Focus on reduction
People
Process
Product
The Causes of Waste in most Processes
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Value Analysis
Overview
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Methodology For Reducing Muda (waste)
Value-Added Flow Analysis (VA/ FA)
A Group of Practices (using rigor and discipline) which evaluates the individual steps or activities in a process to determine if they ‘add value’ to the output
VA/ FA can be used to improve the process or aid in the creation of a new process
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Definitions
Value Added
Any activity or operation performed that helps transform a product or service from its raw state into its finished form.
Completed right the first time.
Any activity customer is prepared to pay for. Activity required to ensure that a product or service is delivered in conformance to specification.
Non-Value Added
Any activity that doesn’t help to transform a product or service into its final form. Activity not performed right. Activity customer not willing to pay for.
This includes:
Unnecessary process steps
Movement of inventory, paperwork, etc.
Re-work, correctio