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Elements and Performance Criteria

  1. Identify a value stream
  2. Map the value stream
  3. Analyse the value stream
  4. Develop improvement plan

Range Statement

This field allows for different work environments and conditions that may affect performance. Essential operating conditions that may be present (depending on the work situation, needs of the candidate, accessibility of the item, and local industry and regional contexts) are included.

Competitive systems and practices include one or more of:

lean operations

agile operations

preventative and predictive maintenance approaches

statistical process control systems, including six sigma and three sigma

Just in Time (JIT), kanban and other pull-related operations control systems

supply, value, and demand chain monitoring and analysis

5S

continuous improvement (kaizen)

breakthrough improvement (kaizen blitz)

cause/effect diagrams

takt time

process mapping

problem solving

run charts

standard procedures

current reality tree.

Deliverablesfor a section of or for a whole value stream include one or more of:

planned/intended outcomes from processes that are desired/required by the customer

measurable outcomes from processes that are desired/required by the customer

other quantifiable/observable outcomes from processes that are desired/required by the customer.

Value stream actions may occur at one or more of:

sales outlet/representative

information gathering, data analysis and research

product design

raw material sourcing

intermediate processing

final assembler/collation/preparation

support services (e.g. accounting, finance and legal)

storage and delivery to customer

after market support.

Value stream map includes all of:

the actual flow of content information, materials and process information through the value stream

lead time

process time

quantity of work in progress

resources used.

Performance measures relate to customer requirements and include one or more of:

lead time

processing time

percentage complete and accurate

changeover time for equipment and processes

hours office staff can be contacted by customers

hand off processes

distance and frequency of movement.

Value stream improvements include one or more of:

reducing lead time

removing bottlenecks

improving process steps

removing unnecessary steps

reducing muda (waste).

Stakeholders include one or more of:

people with significant knowledge of the flow of work within the value stream

customer perceptions of value of the value stream deliverables.