Download Statistical Methods for Quality Improvement by Hitoshi Kume PDF

By Hitoshi Kume

This article is very suggested for managers and critical scholars of caliber. significant US businesses factor this reference and coaching handbook to all managers in the course of their caliber education. This quantity can be very worthy as a stand-alone reference on utilizing records with a company and caliber viewpoint.

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By Hitoshi Kume

This article is very suggested for managers and critical scholars of caliber. significant US businesses factor this reference and coaching handbook to all managers in the course of their caliber education. This quantity can be very worthy as a stand-alone reference on utilizing records with a company and caliber viewpoint.

Show description

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Sample text

With this information in hand, the more difficult part of starting a map set can then be addressed. Determining the proper level of detail to be included in the production flow portion of the map is critical to capturing, analyzing, and explaining the opportunities in the value stream. Although many process and quality improvement professionals have been led to believe that VSM only provides a high-level look at processes, the reality is that this could not be further from the truth. The power of VSM lies in the detail.

1 shows the start of a product matrix, with the product listing down the left-hand column. 2. 1 A product matrix template (ready to be populated) for products sold by a manufacturing company. Getting the steps or tasks documented can create confusion for many people. This is not a list of parts, but of process steps. The work performed here can also help you draw the map as you go through the Current State Mapping exercise. This list of tasks will rarely be complete enough to draw a map, and you should never attempt to draw a Current State Map directly from this list, because critical pieces of data will not be accessible to you while sitting in a vacuum.

Identify each process step by using a process box. The process box is a basic icon, also used in traditional flowcharting, that is used to show where flow starts and stops within the process. indd 41 5/29/08 3:13:54 PM 42 n Mapping the Total Value Stream When you’re walking the pro• Where flow starts and stops cess and observing how the process • How product is moved from one actually operates, you should ignore process step to another • Where the inventory is located traditional departments and boundar• Where the people are located ies, and focus instead on where flow occurs.

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