DOI: https://doi.org/10.15587/2706-5448.2020.202206

Substantiation of influence factors on the value stream in the context of lean enterprise management

Iryna Kolos

Abstract


The object of research is the factors of influence in their interaction and subordination with a focus on the generation/destruction of the value stream for the customer / end user in the context of the lean management of the enterprise. Based on the results of the system and critical analysis, the components of the value stream have been identified and justified: human flow, material flow, cash flow, information flow. The priority of human flow is proved, which provides the transformation of material flow with the subsequent generation of cash flow and at the same time reinforcing changes in all components through the information flow.

The author’s systematization of factors of influence on the value stream for the end customer in the context of the lean management of the enterprise is proposed according to the following criteria:

- in the context of the components of the value stream (human flow, material flow, cash flow, information flow)

- lean-based target (volume, value, quality, time);

- by the vector of the influence of an individual factor on the value stream (value-added (generating); do not-value-added (destroy); do required non-value-added).

According to the results of the structural-logical analysis, grouping, and the graphical method (Ishikawa diagrams), the subordination and causal relationships between the identified factors of influence on the value stream are clearly presented. At the same time, the structuring of factors influencing the value stream is described using a system of multiple tuples of the full combination (value stream).

The dependence of the grouping of factors on the vector of influence on the value stream on sectoral characteristics and targets for the functioning of the enterprise and its business partners is determined. It is also advisable to take into account differences in the ways of creating value and competitive advantages in terms of uniqueness of approaches, the pleasure of customer preferences with an orientation toward strengthening and maintaining business activity.

There was further development of the application of individual lean manufacturing methods (VSM, SOP, 5 W, JIT, Heijunka, Visual Management, Kaizen) to justify and view a holistic system of factors of influence on the value stream. The active use of these methods will provide accurate with a high degree of detail and agreed upon a list of factors of influence on the value stream, which in the future will allow management to:

- improvement of management efficiency;

- implementation of the rational distribution and use of limited resources;

- formation of a motivation system focused on the contribution to value creation.


Keywords


value stream; human flow; material flow; cash flow; information flow; lean management.

Full Text:

PDF

References


Ono, T. (2008). Proizvodstvennaya sistema Toyoty. Ukhodya ot massovogo proizvodstva. Moscow: Institut kompleksnykh strategicheskikh issledovaniy, 208.

Omelianenko, T. V., Shcherbyna, O. V., Barabas, D. O., Vakulenko, A. V. (2009). Oshchadlyve vyrobnytstvo: kontseptsiia, instrumenty, dosvid. Kyiv: KNEU, 157.

Wader, M. (2017). Lean Tools – A Pocket guide to Implementing Lean Practices. Productivity & Quality Publishing Private Limited, 158.

İnce, U., Ayvaz, B., Öztürk, F., Osman Kuşakcı, A. (2018). Value stream mapping in lean production and an application in the textile sector. Journal of International Trade, Logistics and Law, 4 (1), 111–125.

Jeong, K.-Y., Phillips, D. T. (2011). Application of a concept development process to evaluate process layout designs using value stream mapping and simulation. Journal of Industrial Engineering and Management, 4 (2), 206–230. doi: http://doi.org/10.3926/jiem.2011.v4n2.p206-230

Xia, W., Sun, J. (2013). Simulation guided value stream mapping and lean improvement: A case study of a tubular machining facility. Journal of Industrial Engineering and Management, 6 (2). doi: http://doi.org/10.3926/jiem.532

Klimecka-Tatar, D. (2017). Value stream mapping as lean production tool to improve the production process organization – case study in packaging manufacturing. Production Engineering Archives, 17, 40–44. doi: http://doi.org/10.30657/pea.2017.17.09

Mann, D. (2009). The Missing Link: Lean Leadership. Frontiers of Health Services Management, 26 (1), 15–26. doi: http://doi.org/10.1097/01974520-200907000-00003

Sardak, S. E. (2012). Upravlinsko-rehuliatorni aspekty rozvytku liudskykh resursiv v umovakh hlobalizatsii. Dnipropetrovsk: Vyd-vo DNU, 460.

Lipych, L., Khilukha, O., Kushnir, M., Zagoruyko, V. (2019). A strategic human capital management as part of business development. Economic Journal of Lesia Ukrainka Eastern European National University, 1 (17), 45–55. doi: http://doi.org/10.29038/2411-4014-2019-01-45-55

Yakovenko, R. V. (2019). Kontseptsiia liudskoho potentsialu ta evoliutsiia ekonomichnykh zakoniv. Zbirnyk naukovykh prats Universytetu derzhavnoi fiskalnoi sluzhby Ukrainy, 1, 308–325.

Posnova, T. V. (2019). Creative human capital as factor of innovative development of economy. Economic Scope, 141, 172–182. doi: http://doi.org/10.30838/p.es.2224.100119.172.355

Zhuk, Yu. O. (2013). Upravlinnia materialnymy ta liudskymy potokamy na pidpryiemstvakh hotelnoho hospodarstva. Innovatsiina ekonomika, 9 (47), 76–82.

Yatsura, V. V. (2012). Tsinnosti upravlinnia yak rushiina syla rozvytku ekonomiky Ukrainy. Available at: http://vlp.com.ua/node/9082

Fourie, C. J., Umeh, N. E. (2017). Application of lean tools in the supply chain of a maintenance environment. South African Journal of Industrial Engineering, 28 (1), 176–189. doi: http://doi.org/10.7166/28-1-1507

Suhardi, B., Anisa, N., Laksono, P. W. (2019). Minimizing waste using lean manufacturing and ECRS principle in Indonesian furniture industry. Cogent Engineering, 6 (1). doi: http://doi.org/10.1080/23311916.2019.1567019

Rizky Wicaksono, S., Setiawan, R., Purnomo (2019). Lean Manufacturing Machine using Value Stream Mapping. Journal of Physics: Conference Series, 1175, 012118. doi: http://doi.org/10.1088/1742-6596/1175/1/012118

Roy, A., Colpitts, J., Becker, K., Brewer, J., van Lutterveld, R. (2018). Improving efficiency in neuroimaging research through application of Lean principles. PLOS ONE, 13 (11), e0205232. doi: http://doi.org/10.1371/journal.pone.0205232

Krushnaraj, B., Bimal, K. M., Kaushik, M. P., Bharat, A. M. (2016). An Application of Value Stream Mapping in Production Flow Analysis: A Lean Approach in an Automotive Industry. Nirma Univeristy Journal of Engineering and Technology, 5 (1), 21–28.

Ishikawa, K. (1985). What is Total Quality Control? The Japanese Way. Prentice Hall, 215.

Kolos, I. (2017). Material flow management of industrial enterprise on lean principles. Technology Audit and Production Reserves, 5 (4 (37)), 19–23. doi: http://doi.org/10.15587/2312-8372.2017.108794


GOST Style Citations








Copyright (c) 2020 Iryna Kolos

Creative Commons License
This work is licensed under a Creative Commons Attribution 4.0 International License.

ISSN (print) 2664-9969, ISSN (on-line) 2706-5448