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KeyModels at 12:34, 12 December 2018

2018-12-12T12:34:11Z

KeyModels at 10:57, 7 December 2018

2018-12-07T10:57:35Z

KeyModels: Created page with "{{DISPLAYTITLE: Value Stream Mapping}} == Value Stream Mapping == === The Way Of Thinking - Why (Reason) & Whither (Goal) === The Value Stream Mapping method - also referred t..."

2018-12-07T10:33:42Z

Created page with "{{DISPLAYTITLE: Value Stream Mapping}} == Value Stream Mapping == === The Way Of Thinking - Why (Reason) & Whither (Goal) === The Value Stream Mapping method - also referred t..."

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{{DISPLAYTITLE: Value Stream Mapping}}
== Value Stream Mapping ==
=== The Way Of Thinking - Why (Reason) & Whither (Goal) ===
The Value Stream Mapping method - also referred to as VSM - is a visualization tool oriented to the Toyota version of Lean Manufacturing (Toyota Production System). It helps to understand and streamline work processes by using the tools and techniques of Lean Manufacturing.

The goal of VSM is to identify, demonstrate and decrease waste in the process. Waste is defined as any activity that does not add value to the final product. The word is often used to demonstrate and decrease the amount of "waste" in a manufacturing system.

VSM can thus serve as a starting point to help management, engineers, production associates, schedulers, suppliers, and customers to recognize waste and identify its causes. As a result, Value Stream Mapping is primarily a communication tool, but it can also be used as a strategic planning tool and as a change management tool.

<div style="margin-right: 40px; padding: 10px; float: left;">
[[File:Value Stream Mapping.png|thumb|600px|left|alt=Value Stream Mapping|Value Stream Mapping.]]
</div>

<div style="padding: 10px; float: left;">
[[File:Value Stream Mapping -Extended-.png|thumb|600px|left|alt=Value Stream Mapping [Extended]|Value Stream Mapping [Extended].]]
</div>
<div style="clear: both;"></div>

The Plan–Do–Check–Act cycle is a four–step model for carrying out change. Just as a circle has no end, the PDCA cycle should be repeated again and again for continuous improvement.

The Plan-Do-Check-Act should be used as a model for continuous improvement:
*When starting a new improvement project.
*When developing a new or improved design of a process, product or service.
*When defining a repetitive work process.
*When planning data collection and analysis in order to verify and prioritize problems or root causes.
*When implementing any change.

=== The Way Of Working - What (Context) & Whence (Source) ===

The procedures for the Plan–Do–Check–Act is as follows:

#'''Plan''' - Recognize an opportunity and plan a change.
#'''Do''' - Test the change. Carry out a small-scale study.
#'''Check''' - Review the test, analyze the results and identify what you’ve learned.
#'''Act''' - Take action based on what you learned in the study step: If the change did not work, go through the cycle again with a different plan. If you were successful, incorporate what you learned from the test into wider changes. Use what you learned to plan new improvements, beginning the cycle again.

=== Details around Root Cause Analysis needed for the Way of Modelling: ===

{| class="wikitable" style="width: 80%;"
|- style="vertical-align: top;"
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Business Level'''
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Business Area'''
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Relevant Meta Object(s)'''
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Strategic Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Strategy
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | (X)
| style="text-align: left;" style="width: 20%; padding: 10px;" | Process Flow
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Tactical Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Organization
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Process
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Operational Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Finance
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Plan
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Governance
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Control
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Marketing & Sales
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Operations & Production
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Supply Chain & Procurement
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Innovation
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Transformation & Change Management
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Technology
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Human Resource Management
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Leadership
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
|}
<br>
'''X''' = Primary
'''(x)''' =Secondary
'''A''' =Advanced enhancements to the model

=== How Root Cause Analysis fits to Enterprise Architecture ===
While Plan Do Check Act Model can fit nearly all the enterprise layers e.g. Business, Information Systems, Technology, the discipline is a business layer concept with the sub-layer: value. It relates to the most to the competency layer with the focus on the organization i.e. enterprise, organizational units, areas, groups and functions. The Plan Do Check Act Model could also be used for a specific enterprise capability, location or resource.

=== Combinations To Other Models (Artefacts) ===
The Plan Do Check Act Model artefact can be used in the combination of the following other concepts, models/artefacts:
*Forces & Drivers Matrix
*Requirement Matrix
*Stakeholder Model
*Competency Canvas
*Business Model
*Revenue Model
*Cost Model
*Operating Model
*Workflow Model
*Rule Model
*Risk Matrix
*Security Matrix
*Case Model
*Process Matrix
*BPM Notations Model
*Service Matrix
*Application Matrix

=== Industry Focus ===
The Plan Do Check Act Model artefact can be used across all industries.

=== Relevant Roles ===
The Plan Do Check Act Model artefact is relevant for all roles that are involved with strategy; among others these are the following roles:

'''Executive Roles'''
*CSCO: Chief Supply Chain Officer
*COO: Chief Operating Officer
*CIO: Chief Information Officer

'''Subject Matter Expert Roles'''
*Business Architect
*Business Analyst
*Process eXpert
*Process Architect

=== Reference Material ===

*[http://en.wikipedia.org/wiki/PDCA Wikipedia]
*[http://asq.org/learn-about-quality/project-planning-tools/overview/pdca-cycle.html ASQ]

[[Category: Key Models]]

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−	~~=== How Value Stream Mapping fits to Enterprise Architecture ===~~
−	While Value Stream Mapping can fit nearly all the enterprise layers e.g. Business, Information Systems, Technology, the discipline is a business layer concept with the sub-layer: application. It relates to the most to the competency layer with the focus on the organization i.e. enterprise, organizational units, areas, groups and functions. The Value Stream Mapping could also be used for a specific enterprise capability, location or resource.

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-[[File:Value Stream Mapping -Extended-.png|thumb|600px|left|alt=Value Stream Mapping [Extended]|Value Stream Mapping [Extended].]]
+[[File:Value Stream Map -Artefact-.png|thumb|600px|left|alt=Value Stream Mapping [Artefact]|Value Stream Mapping [Artefact].]]
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LEAD Reference Content:Value Stream Mapping - Revision history

Admin at 09:21, 7 January 2019

KeyModels at 12:34, 12 December 2018

KeyModels at 10:57, 7 December 2018

KeyModels: Created page with "{{DISPLAYTITLE: Value Stream Mapping}} == Value Stream Mapping == === The Way Of Thinking - Why (Reason) & Whither (Goal) === The Value Stream Mapping method - also referred t..."