Creation of an ISO Standard at the Example of Value Stream Management Method

in Jakobs, Kai (Ed.) Shaping the Future Through Standardization (2020)

The main objectives of this chapter are to elucidate the necessity of a standardized Value Stream Management (VSM) and to clarify how this standard can effectively increase corporate performance within ... [more ▼]

The main objectives of this chapter are to elucidate the necessity of a standardized Value Stream Management (VSM) and to clarify how this standard can effectively increase corporate performance within cross-enterprise supply chain networks (SCNs). VSM is an effective tool to collect, evaluate and continuously improve product and information flows within companies in a common and standardized manner. The findings of this chapter are not only valid for consistent product and information flows, but are representative for the relevance of standards in general. In a globalized economy, standards need to be generally accepted and valid for all countries. Thus, corporate or national standards, only have limited impact. The International Standardization Organization (ISO) provides the means to develop, negotiate and communicate standards, which are globally binding. This chapter shares the experience of ISO 22468 standard development within ISO/TC 154 WG7 and proves its applicability by an administrative use case. [less ▲]

Application of Value Stream Management to enhance product and information flows in supply chain networks - based on the example of web-based automotive retail business

in Management and Production Engineering Review (2018), 9(2), 13-19

Due to globalized business operations, companies in different economic sectors are part of complex supply chain networks. Their value-added processes comprise product and information flows, e.g. with a ... [more ▼]

Due to globalized business operations, companies in different economic sectors are part of complex supply chain networks. Their value-added processes comprise product and information flows, e.g. with a focus on manufacturing, service or trade. Until the final product is delivered to the end customer, it needs to pass many different processes in cooperating organizations. As a result, there a lot of business-to-business (B2B) interactions with cross-enterprise transactions, often including cross-border communications and sometimes even cross-industry trades with technological and often cultural implications. Especially the interfaces of supply chain networks are prone to inefficiencies, misunderstandings and delays due to a lack of standardized B2B transactions, which leads to waste in form of rework, errors and mistakes. In addition, new customers are hard to find for the manufacturing or trading company, since potential customers are so far limited to a regional network. The advantages of extending the customer base still need to be explored by many organizations. This paper discusses the opportunities by streamlining the communication along supply chain networks in a general fashion and then describes the application in a B2B automotive retail business. A concept of a web-based trading platform, which provides a seamless service for all steps of a convenient and efficient used vehicle remarketing business, is developed. It includes all phases, like offering and price finding in a comprehensive online platform, which also covers further activities, such as logistic services, financial transactions, and a mandatory feedback loop. The suggested B2B vehicle-trading platform enables a quick turnover of each transaction, which is analyzed and optimized based on the application of cross-enterprise Value Stream Management. [less ▲]

Continuous Improvement of Complex Process Flows by Means of StreaM as the “Standardized Cross-Enterprise Value Stream Management Method”

in Proceedings of 2017 IEEE International Conference on Industrial Engineering and Engineering Management (IEEM) (2017, December)

In numerous sectors and industries worldwide, there is a trend towards an intercompany and often international division of value creation and related work tasks. To overcome the challenges of complex ... [more ▼]

In numerous sectors and industries worldwide, there is a trend towards an intercompany and often international division of value creation and related work tasks. To overcome the challenges of complex cross-enterprise supply chain networks, innovative approaches to visualize, assess and enhance value streams are sought. The StreaM method, which is described in this paper, enables a comprehensive analysis, design and planning of cross-company product and information flows on different levels of value stream detail. At the same time, the entire methodology is based on a common understanding of key symbols, parameters and calculation procedures. In addition, the use of the developed StreaM method and the associated model in a case study proves its practical applicability in an industrial setting. In further validation projects, the transfer of the “Standardized cross-enterprise Value Stream Management Method” to other industry sectors is envisaged to continuously improve energy, trade or service processes. [less ▲]

Cross-enterprise value stream assessment

in Journal of Advances in Management Research (2017), 14(2), 182-193

Purpose – In most cases, the conventional assessment of value streams is based on key performance indicators (KPIs) like the share of added value, the degree of flow or a comprehensive lead time analysis ... [more ▼]

Purpose – In most cases, the conventional assessment of value streams is based on key performance indicators (KPIs) like the share of added value, the degree of flow or a comprehensive lead time analysis. To evaluate cross-enterprise value streams of manufacturing, business or service processes in detail, a holistic methodology is needed. The paper aims to discuss this issue. Design/methodology/approach – In this research paper, the assessment of value streams within complex cross-company networks is described. After a presentation of relevant KPIs in the fields of value stream management (VSM) and supply chain management (SCM), an approach for a cross-enterprise evaluation of value streams on different levels of detail is shown. In addition, the use of an absolute VSM evaluation, in contrast to a relative VSM assessment, is examined. Findings – Based on a uniform and well-balanced set of KPIs and other VSM and SCM parameters, a performance assessment on different levels of value stream detail is enabled. Further investigations reveal the advantages of a relative compared with an absolute VSM assessment. Research limitations/implications – In addition to a comprehensive overview of existing KPIs for a value stream assessment beyond company borders, a holistic and multi-level VSM approach is presented in this paper. In contrast to existing VSM approaches, the described method allows an evaluation and subsequent improvement of value streams within supply chain networks. Up to now, the presented approach for the assessment of cross-enterprise value streams has only been tested in specific industrial environments. In future, the proposed methodology shall also be validated for other process types like business, service or further manufacturing processes. Practical implications – The described cross-company performance measurement approach shows a high practical relevance for organizations operating in supply chain networks. Due to the integrated use of different VSM parameters, the evaluation of highly interconnected value streams across corporate boundaries is facilitated. By means of a case study, the proposed methodology is validated under real industry conditions and proves its practical applicability. Originality/value – One of the novel features of this research is the extension of the traditional VSM method with respect to a relative evaluation of value streams based on a set of significant KPIs. In addition, the allocation of these KPIs to different value stream layers and categories leads to an innovative approach for a multi-level assessment according to the needs of the specific VSM application, e.g. a more standardized use of VSM in complex supply chain networks. [less ▲]

Value Stream Management Training

Learning material (2016)

The VSM workshop deals with concepts in the area of Value Stream Management, comprising the analysis, design and optimization of internal material and information flows. The VSM workshop was held by Prof ... [more ▼]

The VSM workshop deals with concepts in the area of Value Stream Management, comprising the analysis, design and optimization of internal material and information flows. The VSM workshop was held by Prof. Dr.-Ing. Peter Plapper and M.Sc. Christof Oberhausen, who contribute a profound knowledge in Value Stream Management based on their ongoing research in this field. The one-day VSM workshop is targeted at an audience of 8-12 participants with a background in Lean Engineering or Operational Excellence. [less ▲]

A Standardized Value Stream Management Method for Supply Chain Networks

in Dimitrov, Dimiter; Oosthuizen, Tiaan (Eds.) Proceedings - International Conference on Competitive Manufacturing (2016)

In a globalized market environment, almost all companies operate in complex supply chain networks. A high degree of product diversification in combination with rapidly changing customer needs require ... [more ▼]

In a globalized market environment, almost all companies operate in complex supply chain networks. A high degree of product diversification in combination with rapidly changing customer needs require cross-enterprise supply chain collaboration, which causes communication problems. A way to cope with this complexity is to optimize both internal as well as external processes in a holistic manner and to define standards for interaction, collaboration and communication procedures. An established method for process analysis and optimization is Value Stream Management (VSM). Despite a variety of promising VSM approaches, there is a lack of a standardized VSM method, especially with regard to complex supply chain networks. Thus, a review of methods for process visualization and their suitability for different process types shall be discussed. A common VSM method with integrated features according to the specific needs of the applying organization will help to optimize the value creation in cross-enterprise supply chains. [less ▲]

Value Stream Management in the "Lean Manufacturing Laboratory"

in Procedia CIRP (2015, July), 32

The University of Luxembourg has recently launched its learning factory, the “Lean Manufacturing Laboratory”. With the help of this manual assembly line, students gain valuable insights in the operation ... [more ▼]

The University of Luxembourg has recently launched its learning factory, the “Lean Manufacturing Laboratory”. With the help of this manual assembly line, students gain valuable insights in the operation of a manufacturing line as well as in buffer, waste and congestion management. Currently, one of the main research topics at the University of Luxembourg in the field of Lean Management is the further development of the method Value Stream Management (VSM). The application of VSM in the “Lean Manufacturing Laboratory” with a projected focus on industry and service sectors reveals the need for a standardized VSM approach. Thus, one of the research objectives is the development of a common VSM method accompanied by standardized software and process interfaces to ensure robust product and information flows within a company and also throughout supply chains. On the way towards a VSM method as standard, existing VSM approaches have to be investigated and validated. By a detailed comparison of existing VSM approaches, all necessary fields of action for the development of a standardized Value Stream Management approach are shown. [less ▲]