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

Authors

DOI:

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

Keywords:

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

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.

Author Biography

Iryna Kolos, National University of Food Technologies, 68, Volodymyrska str., Kyiv, Ukraine, 01601

PhD, Associate Professor, Certified Accounting Practitioner

Department of Accounting and Auditing

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Published

2020-03-05

How to Cite

Kolos, I. (2020). Substantiation of influence factors on the value stream in the context of lean enterprise management. Technology Audit and Production Reserves, 2(4(52), 20–27. https://doi.org/10.15587/2706-5448.2020.202206

Issue

Vol. 2 No. 4(52) (2020): Economics of enterprises. Macroeconomics

Section

Economics and Enterprise Management: Original Research

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Copyright (c) 2020 Iryna Kolos

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