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The standard belief in books about the Lean initiatives and value stream mapping (VSM) is that VSM works well on transactional processes (which are primarily linear processes where hand-offs are well defined and the outcome is known), and it is useful for repetitive projects or products.
The standard belief in books about the Lean initiatives and value stream mapping (VSM) is that VSM works well on transactional processes (which are primarily linear processes where hand-offs are well defined and the outcome is known), and it is useful for repetitive projects or products.
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Ovidiu Contras is a Lean Coach and author of "Navigating the Lean Transformation," book covering some of his personal experiences in Lean transformation efforts, not as a consultant, but as a continuous improvement employee.
His career started as a design engineer for high temperatures industrial equipment. Since 2000 he is actively involved in Lean Transformation efforts as Lean Black Belt, Continuous Improvement Manager, Kaizen Promotion Officer or Lean Coach in different environments: Manufacturing, Engineering, Operations, working for companies in Aerospace, Consumer Goods and Research & Development.
Ovi is specialized in the application of Lean principles in New Product Development with complex, multifunctional environments where the product is hard to see and the work is non-repetitive.
Inhaltsangabe
Foreword. Acknowledgments. Author Biography. Introduction. 1 How Can We Improve It if We Can t See It? 2 Do We Really Know What We re After? 3 What s Important to See, and How Do We Capture It? 4 Now That We Made It Visible, What Do We See? 5 Now That We Understand It, What Would We Like It to Be? 6 Is It Good Enough? What Does It Take to Make It Work? Conclusion. Appendix A: VSM Checklists. Appendix B: Icons Used for VSM. Appendix C: Detailed Current State VSM for Wrong Requirements for Critical Component Sent to Supplier, New Product Development (Ted s Story). Appendix D: Conclusions Current State VSM for Wrong Requirements for Critical Component Sent to Supplier, New Product Development (Ted s Story). Appendix E: Preparation Future State VSM for Wrong Requirements for Critical Component Sent to Supplier, New Product Development (Ted s Story). Appendix F: Verification and Implementation Action Plan Future State VSM for Wrong Requirements for Critical Component Sent to Supplier, New Product Development (Ted s Story). Appendix G: Characters and Stories. Index.
Foreword. Acknowledgments. Author Biography. Introduction. 1 How Can We Improve It if We Can t See It? 2 Do We Really Know What We re After? 3 What s Important to See, and How Do We Capture It? 4 Now That We Made It Visible, What Do We See? 5 Now That We Understand It, What Would We Like It to Be? 6 Is It Good Enough? What Does It Take to Make It Work? Conclusion. Appendix A: VSM Checklists. Appendix B: Icons Used for VSM. Appendix C: Detailed Current State VSM for Wrong Requirements for Critical Component Sent to Supplier, New Product Development (Ted s Story). Appendix D: Conclusions Current State VSM for Wrong Requirements for Critical Component Sent to Supplier, New Product Development (Ted s Story). Appendix E: Preparation Future State VSM for Wrong Requirements for Critical Component Sent to Supplier, New Product Development (Ted s Story). Appendix F: Verification and Implementation Action Plan Future State VSM for Wrong Requirements for Critical Component Sent to Supplier, New Product Development (Ted s Story). Appendix G: Characters and Stories. Index.
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