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--- articles:value_added_audits [2023/07/18 20:50] – [Definitions] rrandall
+++ articles:value_added_audits [2023/07/18 21:00] (current) – [Definitions] rrandall
@@ Line 25: / Line 25: @@
 __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.
-<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)__ \\
 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&350}}]]
+----
-===== 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.
-<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.
@@ Line 51: / Line 61: @@
 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 =====