Process mapping overview
•Download as PPTX, PDF•
1 like•1,015 views
This document discusses process mapping and the differences between process flow mapping and value stream mapping. It defines a process as a group of logically related activities and tasks that transform inputs into specified outputs. Process flow mapping visually depicts the steps in a process, how inputs become outputs, and links to other processes. Value stream mapping considers the whole value stream, identifies non-value added steps between processes, and enables long-term planning, while process flow mapping focuses on a single process, identifies non-value added within the process, and enables shorter-term tactical planning. An example of a process flow map for checking in a paper-based trailer is provided.
Report
Share
Report
Share
Recommended
Simple Process Mapping Techniques
This presentation gives simple but effective techniques for mapping a business process. Process Mapping is a strong initial step in continuous improvement of any business process.
Value stream mapping training
Full description of value stream mapping and how to implement and get improvements from it, highly recommendable
Waste Walk ~ Audit
This document outlines a waste walk/audit process to identify and eliminate waste using Lean tools. It defines different types of waste including transportation, excess inventory, excess motion, waiting, overproduction, overprocessing, defects, and underutilized talent. For each waste type, potential causes are identified along with recommended countermeasures. The waste audit process involves measuring and observing waste, identifying improvement ideas, and planning follow-up activities to ensure waste is removed on an ongoing basis. The overall goal is to structure a process to eliminate waste through the appropriate application of Lean principles and tools.
Process mapping
This document outlines a process framework for continuous business process improvement. It discusses identifying best practices, analyzing the current ("As Is") state and envisioning an improved ("To Be") state. Two approaches are business process improvement, which simplifies and optimizes existing processes, and business process reengineering, which radically redesigns processes from scratch. Principles for improvement include simplifying processes, using metrics to test changes, minimizing hand-offs, integrating tasks, leveraging IT, working backwards from outputs to inputs, establishing clear ownership, and viewing processes from the customer perspective. The document also lists information needed to map processes, such as responsibilities, key performance indicators, activities, inputs/outputs, suppliers, customers, and volumes.
Value Stream Mapping
Value Stream Mapping is a great tool to visually display a process. Used properly, a VSM is a powerful business tool.
VSM – Current & Future
The document discusses value stream mapping (VSM) which focuses on maximizing overall flow across the entire value chain. It provides an overview of VSM including why, what, when and who is involved. The document outlines key aspects of VSM including identifying value-added versus non-value added activities, defining process boundaries and metrics, mapping current and future states, and developing implementation plans and targets. The goal of VSM is to identify and eliminate waste to improve processes and flow through visualization.
Value Stream Mapping
Recorded webinar: http://bit.ly/1uVqMJC
Subscribe: http://www.ksmartin.com/subscribe
Purchase the book: http://www.bit.ly/VSM
These are slides from a webinar done with APICS Heartland on the topic of Value Stream Mapping.
This webinar covers:
• How to use value stream mapping as an organizational transformation & leadership alignment tool
• How to plan for a value stream mapping activity
• The mechanics of mapping, including key metrics
for office/service/knowledge work
• How to create an actionable Value Stream Transformation Plan
Value Stream Mapping -The Concept
This says about the basic concepts pertaining to Process Mapping and Value Stream Mapping , as an initiative towards Lean implemntation in Industrial environment.
Recommended
Simple Process Mapping Techniques
This presentation gives simple but effective techniques for mapping a business process. Process Mapping is a strong initial step in continuous improvement of any business process.
Value stream mapping training
Full description of value stream mapping and how to implement and get improvements from it, highly recommendable
Waste Walk ~ Audit
This document outlines a waste walk/audit process to identify and eliminate waste using Lean tools. It defines different types of waste including transportation, excess inventory, excess motion, waiting, overproduction, overprocessing, defects, and underutilized talent. For each waste type, potential causes are identified along with recommended countermeasures. The waste audit process involves measuring and observing waste, identifying improvement ideas, and planning follow-up activities to ensure waste is removed on an ongoing basis. The overall goal is to structure a process to eliminate waste through the appropriate application of Lean principles and tools.
Process mapping
This document outlines a process framework for continuous business process improvement. It discusses identifying best practices, analyzing the current ("As Is") state and envisioning an improved ("To Be") state. Two approaches are business process improvement, which simplifies and optimizes existing processes, and business process reengineering, which radically redesigns processes from scratch. Principles for improvement include simplifying processes, using metrics to test changes, minimizing hand-offs, integrating tasks, leveraging IT, working backwards from outputs to inputs, establishing clear ownership, and viewing processes from the customer perspective. The document also lists information needed to map processes, such as responsibilities, key performance indicators, activities, inputs/outputs, suppliers, customers, and volumes.
Value Stream Mapping
Value Stream Mapping is a great tool to visually display a process. Used properly, a VSM is a powerful business tool.
VSM – Current & Future
The document discusses value stream mapping (VSM) which focuses on maximizing overall flow across the entire value chain. It provides an overview of VSM including why, what, when and who is involved. The document outlines key aspects of VSM including identifying value-added versus non-value added activities, defining process boundaries and metrics, mapping current and future states, and developing implementation plans and targets. The goal of VSM is to identify and eliminate waste to improve processes and flow through visualization.
Value Stream Mapping
Recorded webinar: http://bit.ly/1uVqMJC
Subscribe: http://www.ksmartin.com/subscribe
Purchase the book: http://www.bit.ly/VSM
These are slides from a webinar done with APICS Heartland on the topic of Value Stream Mapping.
This webinar covers:
• How to use value stream mapping as an organizational transformation & leadership alignment tool
• How to plan for a value stream mapping activity
• The mechanics of mapping, including key metrics
for office/service/knowledge work
• How to create an actionable Value Stream Transformation Plan
Value Stream Mapping -The Concept
This says about the basic concepts pertaining to Process Mapping and Value Stream Mapping , as an initiative towards Lean implemntation in Industrial environment.
13. value stream mapping
This document provides information on value stream mapping (VSM), including:
1. VSM is a visual tool that maps the flow of materials and information needed to bring a product to a customer. It identifies value-added and non-value added activities to improve process flow and eliminate waste.
2. There are three main types of value streams: raw material to finished product, concept to launch, and order to cash.
3. A current state map visually depicts the actual state of the current process flow, including metrics like cycle times and changeover times.
4. A future state map is then created to design an improved process flow based on eliminating waste and improving flow, with goals and an
Value stream mapping
The document describes the steps to construct a value stream map (VSM). It involves defining the current state map by gathering information on physical and information flows, cycle times, bottlenecks and defects. The future state map is then created by mapping an improved process and an implementation plan is made to achieve this. Key steps include identifying the product family, start/end points, gathering data on times, flows, inspections and linking this to create a current state map with production lead times. Future state suggestions aim to reduce changeovers and level production.
Value Stream Mapping Project Template by Operational Excellence Consulting
Value Stream Mapping Project Template by Operational Excellence ConsultingOperational Excellence Consulting
Value stream mapping is a practical and highly effective way to learn to see and resolve disconnects, redundancies, and gaps in how work gets done.
This VSM project template helps you and your project team to put together a "storyboard" for effective presentation to your key stakeholders. It includes four key phases:
1) Define and pick product/service family
2) Create a current state map
3) Develop a future state map
4) Develop an implementation plan
This document consists of a VSM project template in Powerpoint format and a set of Excel templates comprising VSM charter, Results table, Implementation Plan and common VSM icons.Â
Value Stream Analysis
Value Stream Analysis Kaizen Training provides an overview of lean concepts and terminology, and details the value stream analysis process. The process involves 3 phases: pre-event planning, the main event where current, ideal and future state value stream maps are created, and an accountability process. Key elements of the training include identifying value-added vs. non-value added activities, eliminating waste, developing future state plans, and setting short-term goals for improvement.
Value stream mapping study with example
What is Value Stream Mapping?
History:
What is Value?
What is a Value Stream?
Different things flow through the Stream:
Reason for Mapping & Analysis :
Objectives:
Team Members and Roles in VSM Study Project:
How to create a Value Stream Mapping?:
Value Stream Mapping Process with example
Step 1 - Gather Data and Information:
Step 2 - Create a Current State Map
VSM Study Symbols:
Collecting Data and Time Studies in VSM Study:
Examples of data required in this study:
Process Steps in VSM Study:
Analysis of the Current State Map:
Step 3 – Future State Map & Action Plans:
Creating an Ideal and Future State
Analysis of Future State Map:
Step 4 – Execute the Plan:
Step 5 – Align & Analysis of Current and Future State:
Keys Points for Successful VSM Study:
Mouhcine NAHAL
090 Process Mapping
This document discusses quality improvement through process mapping and analysis. It explains that quality is judged based on process output, not individual worker performance. To improve quality, the process itself must be improved. Simply defining a process is not enough - management must make changes and use data to demonstrate improvements. The document then describes process mapping techniques like SIPOC, flowcharts, identifying value-added vs. non-value added steps, measuring cycle time, and bottlenecks.
Value Stream Mapping
Value stream mapping is a lean management tool used to analyze and improve the flow of materials and information required to bring a product or service to a customer. It involves mapping the current state of the value stream and designing a future state with less waste. Key steps in value stream mapping include specifying value from the customer perspective, identifying the value stream, making products flow through pull systems, and continuously improving toward perfection. Value stream mapping helps organizations connect improvement activities by providing a vision and plan to eliminate waste across the entire process of delivering value to customers.
Standard work training
Standard work is a prescribed work process that balances each step of a job to the required pace of production. This document outlines standard work elements, tools, and assignments for improving standard work. Operators are tasked with auditing and revising standard work instructions this week to balance work content, minimize variation, and train operators on any changes. Standard work aims to optimize production throughput, quality, and costs.
VSM - Value Stream Mapping
Value stream mapping (VSM) is used to map the material and information flows for a product from raw materials to delivery to the customer. It involves mapping the current state, identifying waste, and developing a future state that reduces waste. Key aspects of VSM include identifying product families, mapping material and information flows, analyzing the current state using standard icons, identifying sources of waste, and developing a continuous flow-based future state with level production and a single pacemaker process.
Process Mapping
Process mapping is a method to graphically describe the steps that make up a process. It involves documenting, analyzing, controlling, improving, and redesigning processes. The major steps of process mapping are process identification, information gathering, interviewing, and map generation and analysis. Process mapping provides benefits like understanding processes visually, taking a holistic view, developing employee buy-in and pride, and creating customer-focused processes. Potential pitfalls include mapping without a clear purpose, getting lost in details, and not focusing on customers' needs.
Process mapping with flowcharts
A flowchart is an outline or schematic drawing of the process your team is trying to measure or improve. It can also be a picture of an ideal process that you would like to use.
I invite you to join as a member of the PEX Network Group http://tinyurl.com/3hwakem, you will have access to Key Leaders Globally, Events, Webinars, Presentations, Articles, Case Studies, Blog Discussions, White Papers, and Tools and Templates. To access this free content please take 2 minutes for a 1 time FREE registration at http://tiny.cc/tpkd0
Warm Regards,
Steven Bonacorsi, LSS MBB, President
International Standard for Lean Six Sigma
Cell: 603-401-7047
skype: sbonacorsi
E-mail: sbonacorsi@comcast.net
Twitter: http://twitter.com/Sbonacorsi (Follow Lean Six Sigma Content)
LinkedIn: http://www.linkedin.com/in/StevenBonacorsi
FREE Lean Six Sigma and BPM content - register at http://tiny.cc/tpkd0
Lean Tools
The document discusses various Lean tools that can be used to eliminate waste and improve processes, including:
- The 5S methodology for organizing and standardizing the workplace.
- Value stream mapping to visualize and improve the flow of processes.
- Kanban systems for signaling material needs and limiting work-in-progress.
- Kaizen events which implement rapid process improvements through multidisciplinary teams.
- Takt time analysis to synchronize production with customer demand.
Value Stream Mapping Process
The document provides an overview of value stream mapping (VSM) process. It discusses defining the current state and future state maps which involve mapping the material and information flows, identifying value-added and non-value added activities, calculating metrics like cycle time and takt time, and developing an implementation plan to eliminate waste and create flow. The future state aims to optimize processes, improve flow, implement pull systems, and achieve continuous improvement through periodic reviews.
Process Audit
The document contains questions about evaluating different aspects of business processes, including whether processes are documented, have defined owners and interfaces, have performance indicators and targets, undergo improvement efforts like benchmarking, and reviews. It also asks about defining process roles and responsibilities, ensuring a safe work environment, and identifying legal requirements. The overall goal appears to be assessing how well processes are designed, managed, improved, and meet requirements.
Lean Process Improvement Techniques
This document outlines the topics and activities for a 10-day training course on improving service quality with lean process tools. The course covers topics such as lean process techniques, value stream mapping, six sigma methodologies, and business process management. On each day, participants work on a final project applying the concepts learned. Activities include project planning, cause analysis, implementation planning, and paper reviews. The document also provides examples of value stream mapping and lean process improvement techniques like 5S, waste identification, and process mapping.
VSM - Value Stream Mapping for made-to-order manufacturing
Value stream mapping (VSM) is a lean manufacturing technique used to analyze and design the flow of materials and information required to bring a product to a customer. It involves mapping both the current state and future state of the value stream. The current state map documents all steps, information flows, and delays in the production process. The future state map proposes improvements to reduce waste and enable continuous flow and pull between steps. Key aspects of VSM include identifying product families, analyzing takt time, developing continuous flow where possible, identifying the pacemaker process, and using load leveling to smooth production.
Value stream mapping
1) Value stream mapping (VSM) is used to analyze and improve the flow of materials and information required to deliver a product or service to a customer.
2) The document outlines the key concepts of lean, benefits of VSM, symbols used in mapping, and the process for developing current and future state maps including identifying waste.
3) It provides an example of mapping the current state of a company called Acme Stamping and identifies overproduction as a key problem. The future state map aims to produce to takt time and establish supermarkets to enable continuous flow.
Process mapping
The document discusses process mapping and how it can be used to analyze and improve processes within an organization. Process mapping involves visually displaying the steps in a process, including inputs, outputs, responsibilities and issues. This helps identify non-value added activities, bottlenecks and other problems. An effective process map requires identifying the scope, capturing details in sessions with stakeholders, and analyzing metrics to find areas for quick wins and process improvements.
Business process mapping
The document provides an overview of the 4 steps to perform business process mapping (BPM): 1) Process Identification, 2) Information Gathering, 3) Interviewing and Mapping, and 4) Analysis. It describes each step in detail, explaining how to identify processes, gather relevant information through interviews and documentation, map the detailed process steps, and analyze the processes for improvements using techniques like the 7Rs framework. The goal of BPM is to improve organizational efficiency, effectiveness, and customer satisfaction by analyzing existing processes.
Learning to see (VSM)
The document discusses value stream mapping (VSM), which is a tool used to analyze and visualize the flow of materials and information required to bring a product to a customer. It describes the key aspects of creating a current state map to document the existing process, as well as developing a future state map to design an improved lean process. Some of the main points covered include establishing continuous flow, supermarkets with pull systems, leveling production to match takt time, and implementing changes through a value stream plan. VSM provides a way to analyze processes, identify waste, and develop plans to create efficient lean material and information flows.
Process Flow Mapping
The document outlines the overall process flow mapping process which includes defining the scope, creating current and future state maps, and developing an implementation plan. It provides details on each step, including identifying the process and stakeholders, mapping the current "as is" process, analyzing for improvements, and mapping an ideal future "to-be" process. Standard symbols and templates are suggested to create clear and consistent process flow maps. Examples of process maps are also included.
Day In The Life Of (DILO)
A DILO study helps individuals identify value added and non-value added tasks that they are performing so they can improve to be more effective.
More Related Content
What's hot
13. value stream mapping
This document provides information on value stream mapping (VSM), including:
1. VSM is a visual tool that maps the flow of materials and information needed to bring a product to a customer. It identifies value-added and non-value added activities to improve process flow and eliminate waste.
2. There are three main types of value streams: raw material to finished product, concept to launch, and order to cash.
3. A current state map visually depicts the actual state of the current process flow, including metrics like cycle times and changeover times.
4. A future state map is then created to design an improved process flow based on eliminating waste and improving flow, with goals and an
Value stream mapping
The document describes the steps to construct a value stream map (VSM). It involves defining the current state map by gathering information on physical and information flows, cycle times, bottlenecks and defects. The future state map is then created by mapping an improved process and an implementation plan is made to achieve this. Key steps include identifying the product family, start/end points, gathering data on times, flows, inspections and linking this to create a current state map with production lead times. Future state suggestions aim to reduce changeovers and level production.
Value Stream Mapping Project Template by Operational Excellence Consulting
Value Stream Mapping Project Template by Operational Excellence ConsultingOperational Excellence Consulting
Value stream mapping is a practical and highly effective way to learn to see and resolve disconnects, redundancies, and gaps in how work gets done.
This VSM project template helps you and your project team to put together a "storyboard" for effective presentation to your key stakeholders. It includes four key phases:
1) Define and pick product/service family
2) Create a current state map
3) Develop a future state map
4) Develop an implementation plan
This document consists of a VSM project template in Powerpoint format and a set of Excel templates comprising VSM charter, Results table, Implementation Plan and common VSM icons.Â
Value Stream Analysis
Value Stream Analysis Kaizen Training provides an overview of lean concepts and terminology, and details the value stream analysis process. The process involves 3 phases: pre-event planning, the main event where current, ideal and future state value stream maps are created, and an accountability process. Key elements of the training include identifying value-added vs. non-value added activities, eliminating waste, developing future state plans, and setting short-term goals for improvement.
Value stream mapping study with example
What is Value Stream Mapping?
History:
What is Value?
What is a Value Stream?
Different things flow through the Stream:
Reason for Mapping & Analysis :
Objectives:
Team Members and Roles in VSM Study Project:
How to create a Value Stream Mapping?:
Value Stream Mapping Process with example
Step 1 - Gather Data and Information:
Step 2 - Create a Current State Map
VSM Study Symbols:
Collecting Data and Time Studies in VSM Study:
Examples of data required in this study:
Process Steps in VSM Study:
Analysis of the Current State Map:
Step 3 – Future State Map & Action Plans:
Creating an Ideal and Future State
Analysis of Future State Map:
Step 4 – Execute the Plan:
Step 5 – Align & Analysis of Current and Future State:
Keys Points for Successful VSM Study:
Mouhcine NAHAL
090 Process Mapping
This document discusses quality improvement through process mapping and analysis. It explains that quality is judged based on process output, not individual worker performance. To improve quality, the process itself must be improved. Simply defining a process is not enough - management must make changes and use data to demonstrate improvements. The document then describes process mapping techniques like SIPOC, flowcharts, identifying value-added vs. non-value added steps, measuring cycle time, and bottlenecks.
Value Stream Mapping
Value stream mapping is a lean management tool used to analyze and improve the flow of materials and information required to bring a product or service to a customer. It involves mapping the current state of the value stream and designing a future state with less waste. Key steps in value stream mapping include specifying value from the customer perspective, identifying the value stream, making products flow through pull systems, and continuously improving toward perfection. Value stream mapping helps organizations connect improvement activities by providing a vision and plan to eliminate waste across the entire process of delivering value to customers.
Standard work training
Standard work is a prescribed work process that balances each step of a job to the required pace of production. This document outlines standard work elements, tools, and assignments for improving standard work. Operators are tasked with auditing and revising standard work instructions this week to balance work content, minimize variation, and train operators on any changes. Standard work aims to optimize production throughput, quality, and costs.
VSM - Value Stream Mapping
Value stream mapping (VSM) is used to map the material and information flows for a product from raw materials to delivery to the customer. It involves mapping the current state, identifying waste, and developing a future state that reduces waste. Key aspects of VSM include identifying product families, mapping material and information flows, analyzing the current state using standard icons, identifying sources of waste, and developing a continuous flow-based future state with level production and a single pacemaker process.
Process Mapping
Process mapping is a method to graphically describe the steps that make up a process. It involves documenting, analyzing, controlling, improving, and redesigning processes. The major steps of process mapping are process identification, information gathering, interviewing, and map generation and analysis. Process mapping provides benefits like understanding processes visually, taking a holistic view, developing employee buy-in and pride, and creating customer-focused processes. Potential pitfalls include mapping without a clear purpose, getting lost in details, and not focusing on customers' needs.
Process mapping with flowcharts
A flowchart is an outline or schematic drawing of the process your team is trying to measure or improve. It can also be a picture of an ideal process that you would like to use.
I invite you to join as a member of the PEX Network Group http://tinyurl.com/3hwakem, you will have access to Key Leaders Globally, Events, Webinars, Presentations, Articles, Case Studies, Blog Discussions, White Papers, and Tools and Templates. To access this free content please take 2 minutes for a 1 time FREE registration at http://tiny.cc/tpkd0
Warm Regards,
Steven Bonacorsi, LSS MBB, President
International Standard for Lean Six Sigma
Cell: 603-401-7047
skype: sbonacorsi
E-mail: sbonacorsi@comcast.net
Twitter: http://twitter.com/Sbonacorsi (Follow Lean Six Sigma Content)
LinkedIn: http://www.linkedin.com/in/StevenBonacorsi
FREE Lean Six Sigma and BPM content - register at http://tiny.cc/tpkd0
Lean Tools
The document discusses various Lean tools that can be used to eliminate waste and improve processes, including:
- The 5S methodology for organizing and standardizing the workplace.
- Value stream mapping to visualize and improve the flow of processes.
- Kanban systems for signaling material needs and limiting work-in-progress.
- Kaizen events which implement rapid process improvements through multidisciplinary teams.
- Takt time analysis to synchronize production with customer demand.
Value Stream Mapping Process
The document provides an overview of value stream mapping (VSM) process. It discusses defining the current state and future state maps which involve mapping the material and information flows, identifying value-added and non-value added activities, calculating metrics like cycle time and takt time, and developing an implementation plan to eliminate waste and create flow. The future state aims to optimize processes, improve flow, implement pull systems, and achieve continuous improvement through periodic reviews.
Process Audit
The document contains questions about evaluating different aspects of business processes, including whether processes are documented, have defined owners and interfaces, have performance indicators and targets, undergo improvement efforts like benchmarking, and reviews. It also asks about defining process roles and responsibilities, ensuring a safe work environment, and identifying legal requirements. The overall goal appears to be assessing how well processes are designed, managed, improved, and meet requirements.
Lean Process Improvement Techniques
This document outlines the topics and activities for a 10-day training course on improving service quality with lean process tools. The course covers topics such as lean process techniques, value stream mapping, six sigma methodologies, and business process management. On each day, participants work on a final project applying the concepts learned. Activities include project planning, cause analysis, implementation planning, and paper reviews. The document also provides examples of value stream mapping and lean process improvement techniques like 5S, waste identification, and process mapping.
VSM - Value Stream Mapping for made-to-order manufacturing
Value stream mapping (VSM) is a lean manufacturing technique used to analyze and design the flow of materials and information required to bring a product to a customer. It involves mapping both the current state and future state of the value stream. The current state map documents all steps, information flows, and delays in the production process. The future state map proposes improvements to reduce waste and enable continuous flow and pull between steps. Key aspects of VSM include identifying product families, analyzing takt time, developing continuous flow where possible, identifying the pacemaker process, and using load leveling to smooth production.
Value stream mapping
1) Value stream mapping (VSM) is used to analyze and improve the flow of materials and information required to deliver a product or service to a customer.
2) The document outlines the key concepts of lean, benefits of VSM, symbols used in mapping, and the process for developing current and future state maps including identifying waste.
3) It provides an example of mapping the current state of a company called Acme Stamping and identifies overproduction as a key problem. The future state map aims to produce to takt time and establish supermarkets to enable continuous flow.
Process mapping
The document discusses process mapping and how it can be used to analyze and improve processes within an organization. Process mapping involves visually displaying the steps in a process, including inputs, outputs, responsibilities and issues. This helps identify non-value added activities, bottlenecks and other problems. An effective process map requires identifying the scope, capturing details in sessions with stakeholders, and analyzing metrics to find areas for quick wins and process improvements.
Business process mapping
The document provides an overview of the 4 steps to perform business process mapping (BPM): 1) Process Identification, 2) Information Gathering, 3) Interviewing and Mapping, and 4) Analysis. It describes each step in detail, explaining how to identify processes, gather relevant information through interviews and documentation, map the detailed process steps, and analyze the processes for improvements using techniques like the 7Rs framework. The goal of BPM is to improve organizational efficiency, effectiveness, and customer satisfaction by analyzing existing processes.
Learning to see (VSM)
The document discusses value stream mapping (VSM), which is a tool used to analyze and visualize the flow of materials and information required to bring a product to a customer. It describes the key aspects of creating a current state map to document the existing process, as well as developing a future state map to design an improved lean process. Some of the main points covered include establishing continuous flow, supermarkets with pull systems, leveling production to match takt time, and implementing changes through a value stream plan. VSM provides a way to analyze processes, identify waste, and develop plans to create efficient lean material and information flows.
What's hot (20)
Value Stream Mapping Project Template by Operational Excellence Consulting
Value Stream Mapping Project Template by Operational Excellence Consulting
Â
VSM - Value Stream Mapping for made-to-order manufacturing
VSM - Value Stream Mapping for made-to-order manufacturing
Â
Viewers also liked
Process Flow Mapping
The document outlines the overall process flow mapping process which includes defining the scope, creating current and future state maps, and developing an implementation plan. It provides details on each step, including identifying the process and stakeholders, mapping the current "as is" process, analyzing for improvements, and mapping an ideal future "to-be" process. Standard symbols and templates are suggested to create clear and consistent process flow maps. Examples of process maps are also included.
Day In The Life Of (DILO)
A DILO study helps individuals identify value added and non-value added tasks that they are performing so they can improve to be more effective.
(1) 2014 process mapping 3
The document discusses operations analysis and operations management. It begins by defining operations as the activities that transform inputs into outputs in the form of goods and services. Operations management involves decision making around designing, planning, and controlling operations to maximize productivity, quality, and other factors. The document then provides examples of how countries' economies shift from primary to secondary to tertiary sectors as they develop. It also outlines the lectures, tutorials, and assessments for the operations analysis course.
Clinical skills session without slide 4
The document provides guidance on improving ultrasound imaging quality and reducing non-visualization rates for abdominal aortic aneurysm screening. It recommends increasing scan depth, decreasing dynamic range, reducing probe frequency, removing harmonic and compound imaging, pressing harder with the probe, using transverse imaging, and having the patient hold their breath during scans. Getting a colleague to review scans or taking a break can provide a different perspective. The goal is to provide high quality images and screening to patients while meeting quality standards and performance targets.
Lean Overview
Following the Lean methodology helps to eliminate the various types of waste. This helps shorten the lead times from customer order to delivery and enables products to be made as efficiently as possible.
Process Mapping and Process Improvement for the Small Business Owner
This is a low-key, simple presentation for the small business owner.
Use this method to get a visual on bottlenecks, and create new processes that make work productive and fun.
All process maps 18 blueprints all process-maps
This document outlines a staffing process. It begins with finding and hiring the right staff by putting out a clear call, testing ads, and using a forum platform for applications. Key positions to staff first include a help desk, bookkeeper, and graphics/AV staff. The process emphasizes creating a fun workplace and using interns, outsourcing, and outtasking until the right staff is in place.
Business Process Mapping
You can find the presentation that uses these slides below.
https://www.youtube.com/watch?v=2H8Pd8Y8PIA
Process Mapping
The document discusses process mapping techniques to analyze a company's current ("As-Is") processes and design improved future ("To-Be") processes. It covers identifying process steps, mapping workflows, analyzing inefficiencies, defining metrics, and implementing improvements through a Plan-Do-Study-Act cycle. The goal is to understand processes, find opportunities for streamlining, and establish a shared understanding of work across departments.
Viewers also liked (9)
Process Mapping and Process Improvement for the Small Business Owner
Process Mapping and Process Improvement for the Small Business Owner
Â
Similar to Process mapping overview
Line Crew Optimisation Methodology
Line Crew Optimisation is a process that reviews and optimises the established flow patterns, links process steps in order to minimise cycle times and travel distance, and eliminates crossover points in order to achieve a continuous flow process
fy11_sh-22316-11_1-3_ProcessingMapping.pptx
This document discusses process mapping and its importance. It defines process mapping as a graphical representation of the steps involved in a process. There are four main types of process maps - high-level, common, detailed, and functional. A functional process map breaks the steps into functional areas, often mapped against a timeline. Process mapping is useful for documenting and understanding processes, identifying value-added and non-value added steps, and communicating process information to employees.
Overview A core tool in Operational Excellence is Value Stream Mappi.docx
Overview A core tool in Operational Excellence is Value Stream Mapping. This tool helps stakeholders visualize complex work systems (including material and information flows) and address disconnects, redundancies, and gaps in how work gets done between the beginning and end of a value stream or end-to-end process. • The primary type of value stream is one in which a product or service is requested by, and delivered to, an external customer. Examples include request to receipt, order to delivery, and quote tocash. • Other value streams which support the delivery of value are called value-enabling or support value streams. Examples include recruiting, onboarding, IT support, and annual budgeting. Since it is nearly always a mistake to initiate changes without have a clear picture of how the system is currently functioning, we are beginning our Course Project with the creation and analysis of a Value Stream Map. Instructions For this assignment, select a value stream in your organization that can benefit from analysis and improvement. As noted previously, the value stream (or end-to-end process) selected does not need to be overly large or complex. Select something which has the potential for meaningful improvement, but which is manageable within the scope of this assignment. 1) Develop a current state Value Stream Map of your selected value stream. Show the customer demand rate (or Takt), information flow, work flow, and summary timeline on the map. 2) Document key metrics for each process block: • Process Time (PT) • Lead Time (LT) • Percent Complete and Accurate (%C&A) • Any other appropriate metrics, such as number of operators, changeover time or setup time, batch size, and % uptime. 3) Calculate the current state summary metrics: • Total lead time (Total LT) • Total process time (Total PT) • Activity Ratio (AR) • Rolled Percent Complete and Accurate (Rolled %C&A)
.
Overview A core tool in Operational Excellence is Value Stream.docx
Value stream mapping is a tool used in operational excellence to visualize complex work systems and address inefficiencies. It maps the material and information flows throughout an end-to-end process, from when a product or service is requested by a customer to when it is delivered. The primary value stream involves delivering value to an external customer, while support value streams enable the primary stream. For an assignment, students are asked to map the current state of a value stream in their organization by documenting the customer demand rate, information and work flows, timeline, process times, lead times, accuracy rates, and other metrics to identify areas for improvement.
PROCESS MAPPING AND PROCESS RECONSTRUCTIONS & DIAGRAMS
The document discusses process mapping and reconstruction for business process reengineering. It defines what a process is and explains why processes should be mapped. Process mapping involves visually representing the steps, inputs/outputs, and other elements of a process. The document describes different types of process maps - flow diagrams, deployment charts, and SIPOCs. It provides examples and outlines how to create each type of map. The goal of process mapping and reconstruction is to analyze existing processes, identify inefficiencies, and improve processes.
Lesson 10
This document discusses tools and techniques for modeling business processes, improving processes, and implementing ERP systems. It describes how flowcharts and event process chains can be used to map processes. Process modeling helps identify improvement opportunities and supports ERP implementations. The document also outlines keys steps in an ERP implementation project and tools for managing the project lifecycle.
Enterprise Systems Configuration for BusinessMIS 490
Enterprise Systems Configuration
for Business
MIS 490
CHAPTER 7
Process Modeling, Process Improvement, and ERP
Implementation
2
3 3
Objectives
After completing this chapter, you will be able to:
• Use basic flowcharting techniques to map a business process
• Develop an event process chain (EPC) diagram of a basic business
process
• Evaluate the value added by each step in a business process
• Develop process improvement suggestions
• Discuss the key issues in managing an ERP implementation project
• Describe some of the key tools used in managing an ERP
implementation project
4
Introduction (Ref. pg.183)
• Tools that can be used to describe business processes
• Flowcharts, event process chains
• Not specific to ERP
• Can help managers identify process elements that can be improved
• Role of process-modeling tools in ERP implementation projects
5
Process Modeling (Ref. pg.184)
• Business processes can be quite complex
• Process model: any abstract representation of a process
• Process-modeling tools provide a way to describe a business process
so that all participants can understand the process
6
Process Modeling (Ref. pg.184)
• Advantages of process models
• Graphical representations are usually easier to understand than written
descriptions
• Provide a good starting point for analyzing a process
• Participants can design and implement improvements
• Document the business process
• Easier to train employees to support the business process
7
Flowcharting Process Models (Ref. pg.184)
• Flowchart
• Any graphical representation of the movement or flow of concrete or abstract
items
• Clear, graphical representation of a process from beginning to end
• Uses a standardized set of symbols
• Process mapping
• Often used interchangeably with flowcharting
• Specifically refers to activities occurring within an existing business process
8
Flowcharting Process Models (Ref. pg.185)
Figure 7-1 Basic flowcharting symbols
9
Fitter Snacker Expense Report Process (Ref.
pg.185)
• Maria, Fitter Snacker salesperson
• Completes a paper expense report after travel
• Makes a copy for her records
• Attaches receipts for any expenses over $25
• Mails it to her zone manager at the branch office
• Kevin, zone manager
• Reviews expense report
• Approves report or mails it back to Maria asking for explanation, verification,
or modification
• After approval, mails it to corporate office
10
Figure 7-2 Partial process
map for Fitter Snacker
expense-reporting process
(Ref. pg.186)
11
Fitter Snacker Expense Report Process (Ref.
pg.187)
• Process at corporate office
• Accounts payable (A/P) clerk
• Process boundaries define:
• Which activities are to be included in the process
• Which activities are considered part of environment—external to process
• All processes should have only one beginning point and one ending
point
• Decision diamond asks a question that can be answered with “y ...
BPM (Business Process Management) Introduction
An introduction to BPM for teams looking to improve business processes through business process management (BPM). This is an abridged version of the full BPM guide.
Business Process Mapping.pptx
Business process mapping is a framework that creates visual representations of business processes through diagrams and flowcharts. These maps reveal the relationships between operational steps, inputs, and outputs to produce products or services. Process mapping is useful for documenting current processes, analyzing them for improvements, facilitating common understanding, and capturing institutional knowledge. There are different types of process maps that can be used at various levels, including SIPOC maps, deployment maps, swimlane maps, value stream maps, and BPMN (Business Process Model and Notation) maps. The main advantages are process transparency, improvement identification, knowledge retention, and training support, while disadvantages include lack of clarity and inconsistent methodology.
Planning and Forecasting in Oil & Gas
Oil and Gas companies are facing energy transition with a significant increase in energy demand, but also a shift towards a lower carbon fuel mix. In addition, digitalization is disrupting manifested business models. A new way of business steering and planning is required to cope with these challenges in order to shape a successful strategy for the future.
Mitigation And Performance Recovery Using Earned Value
This paper discusses the practical use of Earned Value metrics and calculations in monitoring and controlling schedule slippage, and, more importantly, in identifying appropriate mitigation plans to regain time.
Schedule Recovery Using Earned Value
1. Earned value management (EVM) metrics can help identify specific trades or scopes of work contributing to schedule slippage and poor performance. This allows for targeted mitigation strategies.
2. To effectively use EVM for schedule compression, the baseline schedule needs to be thoroughly coded to allow export and analysis of performance data by trade or work type.
3. Exporting schedule data to a spreadsheet enables pivot tables and charts to examine historical performance trends for each trade. This highlights which trades need additional resources or management to meet goals for schedule compression.
Seamless Transitions
The document discusses the Performance Based Project Management methodology for successfully managing enterprise transition programs. It defines key elements of the methodology including:
1) Defining what "done" looks like by detailing deliverables, accomplishments, and success criteria upfront.
2) Creating an integrated master schedule and transition plan that maps out all activities and deliverables needed to move from the current to desired future state.
3) Using tools like value stream mapping to identify interdependencies and optimize the transition process.
10-vcc-how-to-understand-and-complete-a-value-stream-map-v2.pdf
The document provides guidance on creating current state and future state value stream maps. It explains that value stream mapping is a visual tool to map the entire production process from raw materials to the customer. The objectives are to identify waste, optimize flow, and create an improvement plan. The guidance outlines how to define the mapping scope, gather process data, map material and information flows, and identify issues to improve the future state map and reduce lead times.
how-to-understand-and-complete-a-value-stream-map
The document provides guidance on creating current state and future state value stream maps. It explains that value stream mapping is a visual tool that maps the entire process from raw materials to the finished product to identify waste and improvement opportunities. The guidance instructs the reader to gather data on process steps, inventory levels, material flow, and information flow to create a current state map, which provides a "snapshot" of the actual current process. Once the current state map is created, a future state map can then be developed to identify how the optimized process could operate.
ERP II Overview.ppt
The document provides details of an Oracle E-Business Project II for Production & Supply Chain Planning at a company. The project will implement several Oracle modules including Process Manufacturing, Advanced Supply Chain Planning, Warehouse Management, Manufacturing Execution System, and Enterprise Asset Management. Key details include the project scope, investment summary, deliverables, milestone payments, project plan and schedule, and project team structure. The goal is to optimize production planning and execution from raw materials to finished goods across the supply chain.
Describe FIVE benefits of process mapping-SolutionProcess mapping invo.docx
Describe FIVE benefits of process mapping.
Solution
Process mapping involves constructing a flowchart representation indicating processes that shows how a product or transaction is processed and the flows of information or products across supply chains and networks. Some benefits are given below:
Management understanding
Allows a better understanding of the basic processes that are undertaken, so providing management with a convenient overview demonstrating responsibilities and key stages in the supply chain.
Role understanding
Allows workers to understand what their job is and how their work fits into the whole process (and therefore the importance of undertaking their role effectively). Process mapping also allows consideration of role reallocation.
Standardisation
Highlights where opportunities exist to standardise processes and strengthen practices through simple depiction.
Highlights inefficiencies
Visually highlights areas where inefficiencies are present through analysis of queues, value and location, so pinpointing areas of waste. This provides an agenda to tackle duplication of effort, the requirement to complete unnecessary paperwork, and misdirected queries that hold up production, etc.
Supports corporate initiatives
Mapping can be used as a tool as part of a corporate initiative such as customer satisfaction improvement programmes, lean operations, business process re-engineering, etc.
.
Metrics-Based Process Mapping
These slides are from the Metrics-Based Process Mapping webinar delivered 09-29-2021.
Companion resources:
• View the recording - https://tkmg.com/webinars/metrics-based-process-mapping-3/
• Buy the book - https://tkmgacademy.com/products/metrics-based-process-mapping/
• Take the TKMG Academy course - https://tkmgacademy.com/courses/metrics-based-process-mapping/
Construction Commissioning Best Practices during Turnover
The work of a commissioning authority doesn’t get over until building turnover is successfully achieved. Here are some key practices and deliverables that help make sure that the turnover process remains in line with the expectations of the owner.
6. Process-Flow Analysis.pdf
20 orders/hour
Chef: 12 orders/hour
Oven: 10 orders/hour
Capacity = Minimum = 10 orders/hour
30
MEASURING PROCESS FLOWS AT PIZZA U.S.A.
• 2. What is the bottleneck in this process?
• The bottleneck is the oven, which has the lowest capacity of 10 orders per hour.
• 3. What is the throughput time?
• Throughput time = Total time per order = 1 + 3 + 2 + 24 + 1 + 1 = 32 minutes
• 4. What is the flow rate?
• Given the capacity is 10 orders/hour and the store is open for 8 hours,
Similar to Process mapping overview (20)
Overview A core tool in Operational Excellence is Value Stream Mappi.docx
Overview A core tool in Operational Excellence is Value Stream Mappi.docx
Â
Overview A core tool in Operational Excellence is Value Stream.docx
Overview A core tool in Operational Excellence is Value Stream.docx
Â
PROCESS MAPPING AND PROCESS RECONSTRUCTIONS & DIAGRAMS
PROCESS MAPPING AND PROCESS RECONSTRUCTIONS & DIAGRAMS
Â
Enterprise Systems Configuration for BusinessMIS 490
Enterprise Systems Configuration for BusinessMIS 490
Â
Mitigation And Performance Recovery Using Earned Value
Mitigation And Performance Recovery Using Earned Value
Â
10-vcc-how-to-understand-and-complete-a-value-stream-map-v2.pdf
10-vcc-how-to-understand-and-complete-a-value-stream-map-v2.pdf
Â
Describe FIVE benefits of process mapping-SolutionProcess mapping invo.docx
Describe FIVE benefits of process mapping-SolutionProcess mapping invo.docx
Â
Construction Commissioning Best Practices during Turnover
Construction Commissioning Best Practices during Turnover
Â
More from LineView Academy (was OFX Academy)
SIC (Short Interval Control) Methodology
SIC (Short Interval Control) is a structured process to regularly review performance data and identify opportunities to improve production effectiveness and efficiency. It involves:
1. Checking performance at short intervals (e.g. daily or every half hour) and making necessary corrections, to prevent small problems from becoming big ones.
2. Controlling process inputs to control outputs and meet goals like increased output, reduced costs and defects.
3. Having team members regularly look back at past performance, plan next actions, and implement plans to continuously improve performance.
The benefits of SIC include increased output, effectiveness, improvement speed, and employee engagement through localized focus and data-driven decision making.
Giving and receiving feedback - the methodology
There is no learning without feedback. Feedback enables a person to improve their performance or to sustain an already effective performance.
RACI Methodology
This document discusses using the RACI methodology to define clear roles and responsibilities. RACI assigns the roles of accountable, responsible, consulted, and informed to activities and decisions. It clarifies who is accountable for ensuring tasks are completed, who is responsible for doing the tasks, who must be consulted, and who must be informed. Developing a RACI chart is a 5-step process that identifies key activities, roles, and assigns responsibilities. Benefits include clarifying accountability, pushing responsibilities to lower levels, eliminating overlaps, and increasing productivity through well-defined roles.
Actionable information 3
Part of OFX Academy Course: Improving Line Performance
http://academy.optimumfx.com/course/improving-line-performance/
Improving Packaging Line Performance – Using the correct Data and Drill Down Analysis
Actionable information 2
Part of OFX Academy Course: Improving Line Performance
http://academy.optimumfx.com/course/improving-line-performance/
Improving Packaging Line Performance – Using the correct Data and Drill Down Analysis
Actionable information 1
Part of OFX Academy Course: Improving Line Performance
http://academy.optimumfx.com/course/improving-line-performance/
Improving Packaging Line Performance – Using the correct Data and Drill Down Analysis
SERVE model
A serving leaders actions reach far and wide, are passed on to others and have limitless impact on the world.
Paradigm thinking
By challenging your existing way of thinking you can reveal opportunities to approach situations in a different way
Neurological levels
This document discusses neurological levels and how to create sustainable behavior change. It presents a model showing that behavior is just the visible part of an iceberg, with deeper levels being purpose, identity, beliefs, values, capabilities, and environment. These deeper levels must be addressed to create lasting change. The document advises establishing desire, providing training to build skills, and aligning actions to impact the neurological levels and drive new behaviors. Understanding this model allows one to motivate teams through creating gaps and realize small personal shifts can create large behavior changes.
Living in the present
The document discusses living in the present moment and provides tips to increase presence. It defines the present as "now" rather than the past or future. Most people spend too much time thinking about the past and future rather than being fully engaged in the current moment. To increase presence, one should focus attention on what is happening now without distraction, tune out inner dialogue, and be mindful of thoughts, emotions, and the present sensory experience. Practices like meditation, conscious breathing, and full engagement in current tasks can help anchor one in the present. Being present reportedly increases fulfillment, flow, and stress reduction while enhancing relationships and performance.
Helicopter leadership
It is import to work ‘in’ and ‘on’ different areas of your life. This will help you to provide more value to yourself, others and your business.
Evolving consciousness
As we grow and have deeper understanding of ourselves we are able to contribute more and achieve our desired results more quickly
AADACM - Changing habits
Appreciate the stages that people go through from unconscious ignorance through to creating significant shifts in behaviour
Creating a high five team
High Five! – You can’t high-five yourself!
You know/feel when it ‘clicks’
Same is true of winning teams
Situaltional leadership
Situational leadership proposes that there is no single best leadership style, and that the most effective leaders adapt their style to fit the development level of the individual or group they are leading. It identifies four leadership styles - directing, coaching, supporting, and delegating - that should be applied based on followers' competence and commitment levels. The directing style provides close supervision, coaching involves more explanation and support, supporting emphasizes praise and facilitation, and delegating turns over responsibility. Matching leadership style to followers' stage of development maximizes their performance.
Performance management
Performance management is important to help understand how the individual is performing against expectations and builds organisational capability.
Developing a sustainable CI culture
A ‘Continuous Improvement culture’ is one where both leaders and front line workers constantly drive for improvement, which will be evident from the ‘work habits’
Meeting auditing skills
What gets measured, gets managed! What gets managed can be maintained and improved upon. Auditing ensures that the meetings operate at a consistent high standard.
Auditing meetings
What gets measured, gets managed! What gets managed can be maintained and improved upon. Auditing ensures that the meetings operate at a consistent high standard.
Aces in Places
It’s important to get the right people doing the right jobs. Sometimes great people get poor results because they’re doing the wrong job. Get the maximum results with the resources that you have right now.
More from LineView Academy (was OFX Academy) (20)
Recently uploaded
A comprehensive-study-of-biparjoy-cyclone-disaster-management-in-gujarat-a-ca...
Disaster management;
Cyclone Disaster Management;;
Biparjoy Cyclone Case Study;
Meteorological Observations;
Best practices in Disaster Management;
Synchronization of Agencies;
GSDMA in Cyclone disaster Management;
History of Cyclone in Arabian ocean;
Intensity of Cyclone in Gujarat;
Cyclone preparedness;
Miscellaneous observations - Biparjoy cyclone;
Role of social Media in Disaster Management;
Unique features of Biparjoy cyclone;
Role of IMD in Biparjoy Prediction;
Lessons Learned; Disaster Preparedness; published paper;
Case study; for disaster management agencies; for guideline to manage cyclone disaster; cyclone management; cyclone risks; rescue and rehabilitation for cyclone; timely evacuation during cyclone; port closure; tourism closure etc.
Maximize Your Efficiency with This Comprehensive Project Management Platform ...
In today's work environment, staying organized and productive can be a daunting challenge. With multiple tasks, projects, and tools to juggle, it's easy to feel overwhelmed and lose focus. Fortunately, liftOS offers a comprehensive solution to streamline your workflow and boost your productivity. This innovative platform brings together all your essential tools, files, and tasks into a single, centralized workspace, allowing you to work smarter and more efficiently.
All the Small Things - XP2024 Bolzano/Bozen
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
From Concept to reality : Implementing Lean Managements DMAIC Methodology for...
The Ready-Made Garments (RMG) industry in Bangladesh is a cornerstone of the economy, but increasing costs and stagnant productivity pose significant challenges to profitability. This study explores the implementation of Lean Management in the Sampling Section of RMG factories to enhance productivity. Drawing from a comprehensive literature review, theoretical framework, and action research methodology, the study identifies key areas for improvement and proposes solutions.
Through the DMAIC approach (Define, Measure, Analyze, Improve, Control), the research identifies low productivity as the primary problem in the Sampling Section, with a PPH (Productivity per head) of only 4.0. Using Lean Management techniques such as 5S, Standardized work, PDCA/Kaizen, KANBAN, and Quick Changeover, the study addresses issues such as pre and post Quick Changeover (QCO) time, improper line balancing, and sudden plan changes.
The research employs regression analysis to test hypotheses, revealing a significant correlation between reducing QCO time and increasing productivity. With a regression equation of Y = -0.000501X + 6.72 and an R-squared value of 0.98, the study demonstrates a strong relationship between the independent variables (QCO downtime and improper line balancing downtime) and the dependent variable (productivity per head).
The findings suggest that by implementing Lean Management practices and addressing key productivity inhibitors, RMG factories can achieve substantial improvements in efficiency and profitability. The study provides valuable insights for practitioners, policymakers, and researchers seeking to enhance productivity in the RMG industry and similar manufacturing sectors.
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd tes...
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd test bank.docx
https://qidiantiku.com/test-bank-for-small-business-management-an-entrepreneurs-guidebook-8th-edition-by-mary-jane-byrd.shtml
9 Ways Managers Kill Morale (and What to Do Instead)
This presentation, "The Morale Killers: 9 Ways Managers Unintentionally Demotivate Employees (and How to Fix It)," is a deep dive into the critical factors that can negatively impact employee morale and engagement. Based on extensive research and real-world experiences, this presentation reveals the nine most common mistakes managers make, often without even realizing it.
The presentation begins by highlighting the alarming statistic that 70% of employees report feeling disengaged at work, underscoring the urgency of addressing this issue. It then delves into each of the nine "morale killers," providing clear explanations and illustrative examples.
1. Ignoring Achievements: The presentation emphasizes the importance of recognizing and rewarding employees' efforts, tailored to their individual preferences.
2. Bad Hiring/Promotions & Broken Promises: It reveals the detrimental effects of poor hiring and promotion decisions, along with the erosion of trust that results from broken promises.
3. Treating Everyone Equally & Tolerating Poor Performance: This section stresses the need for fair treatment while acknowledging that employees have different needs. It also emphasizes the importance of addressing poor performance promptly.
4. Stifling Growth & Lack of Interest: The presentation highlights the importance of providing opportunities for learning and growth, as well as showing genuine care for employees' well-being.
5. Unclear Communication & Micromanaging: It exposes the frustration and resentment caused by vague expectations and excessive control, advocating for clear communication and employee empowerment.
The presentation then shifts its focus to the power of recognition and empowerment, highlighting how a culture of appreciation can fuel engagement and motivation. It provides actionable takeaways for managers, emphasizing the need to stop demotivating behaviors and start actively fostering a positive workplace culture.
The presentation concludes with a strong call to action, encouraging viewers to explore the accompanying blog post, "9 Proven Ways to Crush Employee Morale (and How to Avoid Them)," for a more in-depth analysis and practical solutions.
Neal Elbaum Shares Top 5 Trends Shaping the Logistics Industry in 2024
In the ever-evolving world of logistics, staying ahead of the curve is crucial. Industry expert Neal Elbaum highlights the top five trends shaping the logistics industry in 2024, offering valuable insights into the future of supply chain management.
m249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...
M249 Saw marksman PMIThe Squad Automatic Weapon (SAW), or 5.56mm M249 is an individually portable, gas operated, magazine or disintegrating metallic link-belt fed, light machine gun with fixed headspace and quick change barrel feature. The M249 engages point targets out to 800 meters, firing the improved NATO standard 5.56mm cartridge. The SAW forms the basis of firepower for the fire team. The gunner has the option of using 30-round M16 magazines or linked ammunition from pre-loaded 200-round plastic magazines. The gunner's basic load is 600 rounds of linked ammunition. The SAW was developed through an initially Army-led research and development effort and eventually a Joint NDO program in the late 1970s/early 1980s to restore sustained and accurate automatic weapons fire to the fire team and squad. When actually fielded in the mid-1980s, the SAW was issued as a one-for-one replacement for the designated "automatic rifle" (M16A1) in the Fire Team. In this regard, the SAW filled the void created by the retirement of the Browning Automatic Rifle (BAR) during the 1950s because interim automatic weapons (e.g. M-14E2/M16A1) had failed as viable "base of fire" weapons.
Early in the SAW's fielding, the Army identified the need for a Product Improvement Program (PIP) to enhance the weapon. This effort resulted in a "PIP kit" which modifies the barrel, handguard, stock, pistol grip, buffer, and sights.
The M249 machine gun is an ideal complementary weapon system for the infantry squad platoon. It is light enough to be carried and operated by one man, and can be fired from the hip in an assault, even when loaded with a 200-round ammunition box. The barrel change facility ensures that it can continue to fire for long periods. The US Army has conducted strenuous trials on the M249 MG, showing that this weapon has a reliability factor that is well above that of most other small arms weapon systems. Today, the US Army and Marine Corps utilize the license-produced M249 SAW.
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...
Is Agile dead? It depends on what you mean by 'Agile'. If you mean that the organizations are not getting the promised benefits because they were focusing too much on the team-level agile "ways of working" instead of systemic global improvements -- then we are in agreement. It is a misunderstanding of Agility that led us down a dead-end. At Org Topologies, we see bright sparks -- the signs of the 'second wave of Agile' as we call it. The emphasis is shifting towards both in-team and inter-team collaboration. Away from false dichotomies. Both: team autonomy and shared broad product ownership are required to sustain true result-oriented organizational agility. Org Topologies is a package offering a visual language plus thinking tools required to communicate org development direction and can be used to help design and then sustain org change aiming at higher organizational archetypes.
innovation in nursing practice, education and management.pptx
MSc nursing 2 nd year Government college of nursing Rajnandgaon Chhattisgarh
Recently uploaded (10)
A comprehensive-study-of-biparjoy-cyclone-disaster-management-in-gujarat-a-ca...
A comprehensive-study-of-biparjoy-cyclone-disaster-management-in-gujarat-a-ca...
Â
Maximize Your Efficiency with This Comprehensive Project Management Platform ...
Maximize Your Efficiency with This Comprehensive Project Management Platform ...
Â
From Concept to reality : Implementing Lean Managements DMAIC Methodology for...
From Concept to reality : Implementing Lean Managements DMAIC Methodology for...
Â
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd tes...
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd tes...
Â
9 Ways Managers Kill Morale (and What to Do Instead)
9 Ways Managers Kill Morale (and What to Do Instead)
Â
Neal Elbaum Shares Top 5 Trends Shaping the Logistics Industry in 2024
Neal Elbaum Shares Top 5 Trends Shaping the Logistics Industry in 2024
Â
m249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...
m249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...
Â
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...
Â
innovation in nursing practice, education and management.pptx
innovation in nursing practice, education and management.pptx
Â
Process mapping overview
- 2. Intent of the Session • Demonstrate the benefits of using the Process Mapping • What is the difference between Process Flow Mapping and Value Stream Mapping?
- 3. Why use Process Mapping? • Visualises business processes, which guarantees alignment between the process and the client’s requirements • Shows and visualises losses and wastes in processes • Drives process improvement, such as reduction of process time, aligning handovers and outputs • Links critical process steps to standardised procedures, measurements and specifications and thereby improving process control
- 4. What is a Process? A group of logically related activities and tasks, involving people, machines and procedures needed to transform materials and/or information into a specified product or output Process Outputs to Customers Inputs from Suppliers
- 5. What is Process Flow Mapping? • Process Mapping is a technique used to describe and document processes in a structured, step-by-step way. • It can describe the as-is situation (current state) and the to-be situation (future, desired state). • A process map shows the process steps for a certain, defined subject (scope). Process maps can be made at various levels: from a high level overview to a detailed view. • A process map gives a step-by-step view of how inputs are transformed into outputs. Links to other processes are visible on a process map. • Process mapping can be applied to all processes: a manufacturing process, an administrative or service process.
- 6. Value Stream Mapping Vs Process Flow Mapping Value Stream Mapping • Considers the whole value stream • Identifies non value added between processes • Improvements to system are usually significant but difficult to achieve • Enables long term strategy to be planned Process Flow Mapping • Concentrates on a single process • Identifies non value added within a process • Improvements to process are usually smaller but easy to implement • Enables shorter term tactical planning G-8. Check in paperbased: TO-BE Gatehouse operator Haulier Gatehouse operator Truckdriver G8.2 Drive to CCE site G8.5 First visual inspection of trailer G8.1 Confirm load to driver G8.3 Prepare vehicle G8.4 Report to gatehouse Yes No G8.7 Refuse trailer G8.6 Ok? G8.8 Quote Shipment number and slot time G8.9 G-9. Check in empty droptrailer (G9.26) G-10. Check in full goods paperbased (G10.43) G-16. Returns settlement (G16.18) H-18. Vehicle cross docking (H18.37)