Both sides previous revisionPrevious revisionNext revision | Previous revision |
articles:value_added_audits [2023/07/18 20:47] – [Definitions] rrandall | articles:value_added_audits [2023/07/18 21:00] (current) – [Definitions] rrandall |
---|
__Necessary Non-Valued Activities (NNVA)__ \\ | __Necessary Non-Valued Activities (NNVA)__ \\ |
Activities that are absolutely necessary to complete work with the present operations and/or equipment. These activities do not add value to the customer but must be performed in order for the process to produce products and/or services that satisfy customer requirements. | Activities that are absolutely necessary to complete work with the present operations and/or equipment. These activities do not add value to the customer but must be performed in order for the process to produce products and/or services that satisfy customer requirements. |
<note>NNVAs typically "support" the "core" process(es), and typically includes activities such as purchasing, calibration of Measuring and Test Equipment (M&TE), equipment maintenance, training and/or qualification of personnel, etc.</note> | <WRAP center round info 80%> |
| NNVAs typically "support" the "core" process(es), and typically includes activities such as purchasing, calibration of Measuring and Test Equipment (M&TE), equipment maintenance, training and/or qualification of personnel, etc. |
| </WRAP> |
| |
__Non-Value Added (NVA)__ \\ | __Non-Value Added (NVA)__ \\ |
Any action that does __not__ add value to a product or service (value being defined by the customer) and is not necessary for the company to produce products/services satisfying customer requirements. NVA is the waste within a process. | Any action that does __not__ add value to a product or service (value being defined by the customer) and is not necessary for the company to produce products/services satisfying customer requirements. NVA is the waste within a process. |
| |
The following eight lean manufacturing wastes, mostly derived from the TPS (Toyota Production System), have a universal application to businesses today. The acronym for the eight wastes is DOWNTIME. | The eight lean manufacturing wastes, mostly derived from the TPS (Toyota Production System), have a universal application to businesses today. The acronym for the eight wastes is DOWNTIME. |
| |
[[ https://www.huimfg.com/blog/8-wastes-lean-manufacturing|{{ :articles:hui_8_wastes_graphic.jpeg?direct&300 }}]] | ---- |
===== Preparing for a Value-Added Audit ===== | |
| |
| {{ :articles:value-diagram_w-smilies_trans.png?direct&600 |}} |
| |
| ---- |
| |
| ===== Preparing for a Value-Added Audit ===== |
| [[ https://www.huimfg.com/blog/8-wastes-lean-manufacturing|{{ :articles:hui_8_wastes_graphic.jpeg?direct&350}}]] |
Performing a Value-Added Audit requires a detailed understanding of a company's "core" processes (those processes directly transforming inputs into outputs that are deliverable to the customer). A detailed flowchart (preferably a [[articles:bpmn|BPMN]] flowchart) is essential. While not ideal, text-based instructions/procedures may be used. | Performing a Value-Added Audit requires a detailed understanding of a company's "core" processes (those processes directly transforming inputs into outputs that are deliverable to the customer). A detailed flowchart (preferably a [[articles:bpmn|BPMN]] flowchart) is essential. While not ideal, text-based instructions/procedures may be used. |
| |
<note>Flowcharts are often superior to text-based instructions/procedures alone because flowcharts are event-driven. Text-based instructions/procedures often omit certain events that occur within the process. However, a Flowchart is often supported by text-based instructions/procedures that describe the conditions leading to specific events that, in turn, dictate specific activities.</note> | <WRAP center round tip 50%> |
| Flowcharts are often superior to text-based instructions/procedures alone because flowcharts are event-driven. Text-based instructions/procedures often omit certain events that occur within the process. However, a Flowchart is often supported by text-based instructions/procedures that describe the conditions leading to specific events that, in turn, dictate specific activities. |
| </WRAP> |
| |
Consequently, it may be necessary for the auditor to create a flowchart prior to beginning the Value-Added Audit. While it is tempting to begin making changes to a process while creating a flowchart, the flowchart should accurately reflect the "Current State" of the process. The Value-Added Audit will be categorizing those activities as VAA, NNVA, or NVA. | Consequently, it may be necessary for the auditor to create a flowchart prior to beginning the Value-Added Audit. While it is tempting to begin making changes to a process while creating a flowchart, the flowchart should accurately reflect the "Current State" of the process. The Value-Added Audit will be categorizing those activities as VAA, NNVA, or NVA. |
When using hard copy (paper) flowcharts, a common technique is to use different color highlighters to categorize each activity. When using a computer or tablet, many flowcharting software programs allow the user to change the color of the symbols. Obviously, there should be a "key" linking each color to the category that the activity has been assigned. | When using hard copy (paper) flowcharts, a common technique is to use different color highlighters to categorize each activity. When using a computer or tablet, many flowcharting software programs allow the user to change the color of the symbols. Obviously, there should be a "key" linking each color to the category that the activity has been assigned. |
| |
<note>A Value-Added Audit can focus on ANY portion of a process. It doesn't necessarily need to start at the beginning of the process. In fact, when mature processes are evaluated, it is more typical to see the Value-Added Audits focus on specific portions of the process (to make small refinements to the process over time).</note> | <WRAP center round tip 80%> |
| A Value-Added Audit can focus on ANY portion of a process. It doesn't necessarily need to start at the beginning of the process. In fact, when mature processes are evaluated, it is more typical to see the Value-Added Audits focus on specific portions of the process (to make small refinements to the process over time). |
| </WRAP> |
| |
===== Post Audit Analysis ===== | ===== Post Audit Analysis ===== |