Discussion Board: Value Flow: Case Study
Discussion Board: Value Flow
Liberty University
Discussion Board: Value Flow
Value flow is the, “Sequence of activities required to design, produce, and provide a specific good or service, and along which information, materials, and worth flows” (“Value Stream,” 2014). To be successful, it is vital for companies to conduct an efficient value flow throughout all operational processes. Researchers have rigorously studied and assessed the variables and effects of value flow throughout numerous industries and have developed processes such as lean SixSigma and value stream mapping. This has become increasingly important because of modern technological advances and increased competition. In today’s business environment, having a top-notch …show more content…
value flow is a dominant core competency for companies. In addition, as a consumer it is interesting to learn how companies are able to develop more efficient and effective value flow practices, and how this generates a domino effect throughout the business marketplace. In order to better understand this concept, articles pertaining to value flow will be researched and compared to textbook readings from the course. In addition, the concept of value flow will be biblically integrated and applied to real-life situations in the market.
Comparison
In Operations management for MBAs the authors, Meredith and Shafer (2013), describe value in two ways: How much a customer is willing to pay for a good or service and the opposite of waste. Meredith et al. (2013) go on to explain how value is ultimately defined by the customer, and organizational practices that utilize resources but do not create any perceived value for the customer is wasteful (p.180). For example, overproduction, inefficient inventory, long wait times, redundant transporting and processing, and deficiencies are all types of waste; also referred to as muda (Meredith et al., p.180, 2013). Notably, Meredith et al. (2013) discuss how to identify an organization’s value stream, ways to make value efficiently flow, and provide examples of various value stream approaches. The authors explain that a value stream is the group of processes, both valuable and invaluable, from, that create a product or service and deliver it to the customer including, “…the design of the output; continues through the operations function, where raw materials are transformed into finished goods; and ends with the delivery of its output to the consumer” (Meredith et al., p.181, 2013). In addition, Meredith et al. (2013) describe potential obstacles for efficient value flow such as erratic processes, incorrect batching sizes, and traditional organization structures separating steps by department (p.186).
Operations management for MBAs effectively provides a broad overview of value flow, but a more comprehensive understanding of the concept can be gained through additional research (Meredith et al., p.180-186, 2013). For example, Shamah (2013) conducts a study throughout the Egyptian industrial sector that aims to create a standardized tool to measure the impacts of value creation dimensions. Like Meredith et al. (2013), Shamah (2013), describes waste as muda and describes how this type of waste is usually discovered after the process is already in place (p.17). In addition, Shamah (2013) resourcefully makes a connection between lean manufacturing processes and value flow (p.17-35). Engelhardt-Nowitzki, (2012) conducts a similar study that attempts to develop a three-step approach to aid companies in facilitating flexibility and adaptability practices in situations requiring customized products and services (p.318-337). Ciaetto, Giacchetta, and Paciarotti (2011) grow off of these concepts in a study that focuses on the use of value stream mapping. Ciaetto et al. (2011) use value stream maps as diagnostic tools to effectively formulate a strategic plan for a company in need of overall value improvement (p.99-110). The articles researched resourcefully expand on information provided in Meredith et al.’s (2013) textbook. By providing real-world and conceptual examples and illustrating thoughtful analysis, these articles promote critical thinking skills. As described in a conference by Huntington Ingalls Industries that stresses the importance of quality education in technology, engineering, science, and mathematics fields, developing critical thinking skills throughout education fosters the development of value creation activities in professional occupations (“Huntington Ingalls Industries,” 2014). For example, Duckworth (2014) describes how, “Stakeholder leadership embeds the principles of credible and open problem solving,” which aids in ensuring the value stream meets buyer expectations (p. 19-20).
Article Summary
In Measuring and Building Lean Thinking for Value Creation in Supply Chains the author, Rania Shamah (2013), attempts to develop a tool to examine supply chain readiness by measuring the impact of lean thinking and examining the functions of customers, competitors, and suppliers (p.17). Before conducting this study, Shamah (2013) presents a literature review that provides an overabundance of information regarding lean manufacturing and value creation. For example, she describes lean thinking principles as recognizing what is perceived value by the consumer, developing an efficient value stream, and removing any forms of waste (p.20-22). In addition, Shamah (2013) stresses the importance of eliminating all possible barriers that could affect an efficient flow of value throughout the supply chain (p.20-22).
To conduct the study, Shamah (2013) distributed four hundred questionnaires to companies throughout the industrial industry to determine if there is correlation between lean thinking and value creation and if so, to identify the determinants (p.22-24). As a result, Shamah (2013) successfully assessed the information gathered and effectively developed a standardized tool to measure and compare various types of lean thinking to degrees of value creation (p.24-28). Lastly, the author stresses the importance of conducting future studies in this field to explore additional interrelationships and foster continuous advancements throughout supply chain management (Shamah, p. 28, 2013).
Biblical Integration
Adding value to supply chain processes is not always as simple as it sounds. Theoretically, all a company needs to do is ensure all processes efficiently flow and produce the maximum amount of output at the most effective rate. However, it is important to recognize a company can still fail even if it produces the highest quality product in its industry if consumers do not deem that product valuable. At the same rate, it is vital for companies to not become complacent with processes when business is striving. As described in scripture, “Look carefully then how you walk, not as unwise but as wise, making the best use of the time,” (Ephesians 5:15-16, ESV), it is critical to strive for continuous improvement to preserve a competitive edge.
Another key aspect of creating an efficient value flow is teamwork. “Two [are] better than one; because they have a good reward for their labour” (Ecclesiastes 4:9-12, KJV). By cultivating a centralized organizational effort, companies are able to foster creativity and innovation. Like the seed described in Corinthians, “…he who supplies seed to the sower and bread for food will also supply and increase your store of seed and will enlarge the harvest of your righteousness” (2 Corinthians 9:10, NIV).
Application
Developing an efficient value flow is an imperative aspect of being successful in today’s business world. Global competitors, advances in technology, and the continuous push for innovation have noticeably increased rivalry. These pushes have made it progressively more difficult for companies to remain relevant. In response, researchers have expanded the study of value flows and have successfully discovered determinants of value, effects of proficient and inefficient value flow throughout the supply chain, and have developed applications of value creation tools. For example, James Womack (n.d.) describes how Toyota’s use of value stream mapping aids visualizing life cycles, identifying sources of waste, developing a continuous flow, and linking organizational processes to perceived value by customers. Developing and utilizing instruments like this can make the difference between being a dominant competitor and irrelevant.
Annotated Bibliography
Ciaetto, V., Giacchetta, G., & Paciarotti, C. (2011). Value stream mapping implementation in the third sector. Operations Management Research, 4(1), p. 99-110. Retrieved from http://sea rch.proquest.com.ezproxy.liberty.edu:2048/pqcentral/docview/900913627/A23F33330F7 84996PQ/13?accountid=12085
Valentine Ciaetto, Giancarlo Giacchetta, and Claudi Paciarotti conducted a study that assesses the use of value stream mapping in application to work placement services.
Specifically, the authors assess how value stream mapping will aid Don Luigi Palazzolo Solidarity Centre in identifying critical points in the value flow chain and suggest actions for continuous improvement during the reorganization process. After researching previous case studies, Ciaetto et al. chose to apply the Allison and Kaye model used by Toyota to conduct this study. As a result, the authors developed a strategic application of value stream mapping for Don Luigi Palazzolo Solidarity Centre consisting of: Planning and preparation, mission and vision statements, analysis of internal and external environment, and strategic value stream planning. Specifically, the results stress the need for a new form design layout that is more simplistic and agile, a new standard criterion for chronologically filing forms, and fluent training and communication to ensure all members comprehensively understand complete flow of activities. The information provided throughout this study successfully illustrates the usefulness of value strategy mapping to increase quality, value flow effectiveness, and end user …show more content…
satisfaction.
Duckworth, H. (2014). The employee stakeholder. The Journal for Quality and Participation, 37(1), 19-20. Retrieved from http://search.proquest.com.ezproxy.liberty.edu:20 48/pq central/docview/1523913184/fulltextPDF/3DCBE84E65F94560PQ/5?accountid=12085
Throughout this article the author, Holly Duckworth, expresses the importance of stakeholder leadership.
She describes how the responsiveness and practice of stakeholder leadership aids in ensuring social responsibility and positive organizational performance. Specifically, Duckworth describes how leading members of an organization must carefully evaluate their decisions and assess the possible impacts. In addition, they must promote interactive communication, creative problem solving, effective teamwork, and cooperative employee participation to ensure top-notch quality management. In relation, Duckworth explains how effectively accomplishing these practices aids in increasing value throughout the supply chain and guarantees the value stream meets or exceeds consumer and stakeholder
requirements.
Engelhardt-Nowitzki, C. (2012). Improving value chain flexibility and adaptability in build-to- order environments. International Journal of Physical Distribution and Logistics Management, 42(4), 318-337. Retrieved from http://search.proquest.com.ezpr oxy.liberty.edu:2048/pqcentral/docview/1011048046/fulltextPDF/DCE70C29E2CA4CE EPQ/11?accountid=12085
Corinna Engelhardt-Nowitzki, a professor at the University of Applied Sciences Upper Austria who focuses on logistics and supply chain management, discusses the importance of timeliness and flexibility throughout supply flows. In her article, Improving Value Chain Flexibility and Adaptability in Build-to-Order Environments, Engelhardt-Nowitzki attempts to create a generic design to assist in developing tailored and adaptable approaches for businesses utilizing build-to-order processes. She conducts this study through documentation analysis, participating in company meetings and workshops, and performing narrative interviews. Engelhardt-Nowitzki coded the information gathered and sorted it into categories to aid in interpreting the findings. As a result, she presented a three-step approach to increase a company’s ability to swiftly react through context-specific analysis and efficient segmentation.
Huntington Ingalls Industries hosts STEM call-to-collaboration conference. (2014, June 18). NASDAQ OMX’s News Release Distribution Channel. Retrieved from http://p2048- www.liberty.edu.ezproxy.liberty.edu:2048/login?url=http://search.proquest.com.ezproxy. liberty.edu:2048/docview/1537053755?accountid=12085
NASDAQ OMX’s News Release Distribution Channel, which specializes in the delivery of press releases, financial disclosures, and multimedia content, presents an article called Huntington Ingalls Industries Hosts STEM Call-to Collaboration Conference. This article discusses STEM, which refers to academic areas of science, technology, engineering, and mathematics. The conference described in the article stresses the need for STEM-educated graduates in the future workforce and aims to cultivate on-going communication between education stakeholders and STEM employers. Throughout the article, it is expressed that the United States would benefit from developing educational policies and curriculum agendas that promote STEM related learning. Huntington Ingalls Industries, a company that designs, builds, and manages ships and submarines for the Navy and Coast Guard, and the National Defense Industrial Association emphasize how this collaboration will add value to various flows of the supply chain in both commercial and government sectors.
Shamah, R. (2013).Measuring and building lean thinking for value creation in supply chains. International Journal of Lean Six Sigma, 4(1), 17-35. Retrieved from http://search.proqu est.com.ezproxy.liberty.edu:2048/pqcentral/docview/1317743418/fulltextPDF/DCE70C2 9E2CA4CEEPQ/3?accountid=12085
In Measuring and Building Lean Thinking for Value Creation in Supply Chains the author, Rania Shamah, describes a study conducted to examine supply chain readiness throughout Egyptian industrial industries. The goal of this study is to generate a standardized tool to gauge the effectiveness of lean thinking on value creation throughout the supply chain. Shamah resourcefully uses information gained from past research to aid in developing the research and methodology of this study. In addition, Shamah provides helpful information about lean and value creation principles. To conduct this study, four hundred surveys were circulated across an assortment of managerial levels throughout the industrial sector. Shamah effectively used the information gathered to develop an instrument to measure different approaches to lean thinking and assess its correlation to value creation.
References
Ciaetto, V., Giacchetta, G., & Paciarotti, C. (2011). Value stream mapping implementation in the third sector. Operations Management Research, 4(1), p. 99-110. Retrieved from http://search.proquest.com.ezproxy.liberty.edu:2048/pqcentral/docview/900913627/A23F 33330F784996PQ/13?accountid=12085
Duckworth, H. (2014). The employee stakeholder. The Journal for Quality and Participation, 37(1), p. 19-20. Retrieved from http://search.proquest.com.ezproxy.liberty.edu:20 48/pqcentral/docview/1523913184/fulltextPDF/3DCBE84E65F94560PQ/5?accountid=1 2085
Engelhardt-Nowitzki, C. (2012). Improving value chain flexibility and adaptability in build-to- order environments. International Journal of Physical Distribution and Logistics Management, 42(4), p. 318-337. Retrieved from http://search.proquest.com.ezpr oxy.liberty.edu:2048/pqcentral/docview/1011048046/fulltextPDF/DCE70C29E2CA4CE EPQ/11?accountid=12085
Huntington Ingalls Industries hosts STEM call-to-collaboration conference. (2014, June 18). NASDAQ OMX’s News Release Distribution Channel. Retrieved from http://p2048- www.liberty.edu.ezproxy.liberty.edu:2048/login?url=http://search.proquest.com.ezproxy. liberty.edu:2048/docview/1537053755?accountid=12085
Meredith, J., & Shafer, S. (2013). Process improvement: reducing waste through lean. In B. Baker, L. Johnson, & A. Melhorn (Eds.), Operations management for MBAs (p. 67- 201). Hoboken, NJ: John Wiley & Sons, Inc.
Shamah, R. (2013).Measuring and building lean thinking for value creation in supply chains. International Journal of Lean Six Sigma, 4(1), 17-35. Retrieved from http://search.proqu est.com.ezproxy.liberty.edu:2048/pqcentral/docview/1317743418/fulltextPDF/DCE70C2 9E2CA4CEEPQ/3?accountid=12085
Value Stream. (2014). In Business Dictionary. Retrieved from http://www.businessdic tionary.com/definition/value-stream.html
Womack, J. (n.d.). Value stream mapping. Society of Manufacturing Engineers Organization. Retrieved from http://www.sme.org/Tertiary.aspx?id=30192&terms=value
Liberty University
Discussion Board: Value Flow
Value flow is the, “Sequence of activities required to design, produce, and provide a specific good or service, and along which information, materials, and worth flows” (“Value Stream,” 2014). To be successful, it is vital for companies to conduct an efficient value flow throughout all operational processes. Researchers have rigorously studied and assessed the variables and effects of value flow throughout numerous industries and have developed processes such as lean SixSigma and value stream mapping. This has become increasingly important because of modern technological advances and increased competition. In today’s business environment, having a top-notch …show more content…
value flow is a dominant core competency for companies. In addition, as a consumer it is interesting to learn how companies are able to develop more efficient and effective value flow practices, and how this generates a domino effect throughout the business marketplace. In order to better understand this concept, articles pertaining to value flow will be researched and compared to textbook readings from the course. In addition, the concept of value flow will be biblically integrated and applied to real-life situations in the market.
Comparison
In Operations management for MBAs the authors, Meredith and Shafer (2013), describe value in two ways: How much a customer is willing to pay for a good or service and the opposite of waste. Meredith et al. (2013) go on to explain how value is ultimately defined by the customer, and organizational practices that utilize resources but do not create any perceived value for the customer is wasteful (p.180). For example, overproduction, inefficient inventory, long wait times, redundant transporting and processing, and deficiencies are all types of waste; also referred to as muda (Meredith et al., p.180, 2013). Notably, Meredith et al. (2013) discuss how to identify an organization’s value stream, ways to make value efficiently flow, and provide examples of various value stream approaches. The authors explain that a value stream is the group of processes, both valuable and invaluable, from, that create a product or service and deliver it to the customer including, “…the design of the output; continues through the operations function, where raw materials are transformed into finished goods; and ends with the delivery of its output to the consumer” (Meredith et al., p.181, 2013). In addition, Meredith et al. (2013) describe potential obstacles for efficient value flow such as erratic processes, incorrect batching sizes, and traditional organization structures separating steps by department (p.186).
Operations management for MBAs effectively provides a broad overview of value flow, but a more comprehensive understanding of the concept can be gained through additional research (Meredith et al., p.180-186, 2013). For example, Shamah (2013) conducts a study throughout the Egyptian industrial sector that aims to create a standardized tool to measure the impacts of value creation dimensions. Like Meredith et al. (2013), Shamah (2013), describes waste as muda and describes how this type of waste is usually discovered after the process is already in place (p.17). In addition, Shamah (2013) resourcefully makes a connection between lean manufacturing processes and value flow (p.17-35). Engelhardt-Nowitzki, (2012) conducts a similar study that attempts to develop a three-step approach to aid companies in facilitating flexibility and adaptability practices in situations requiring customized products and services (p.318-337). Ciaetto, Giacchetta, and Paciarotti (2011) grow off of these concepts in a study that focuses on the use of value stream mapping. Ciaetto et al. (2011) use value stream maps as diagnostic tools to effectively formulate a strategic plan for a company in need of overall value improvement (p.99-110). The articles researched resourcefully expand on information provided in Meredith et al.’s (2013) textbook. By providing real-world and conceptual examples and illustrating thoughtful analysis, these articles promote critical thinking skills. As described in a conference by Huntington Ingalls Industries that stresses the importance of quality education in technology, engineering, science, and mathematics fields, developing critical thinking skills throughout education fosters the development of value creation activities in professional occupations (“Huntington Ingalls Industries,” 2014). For example, Duckworth (2014) describes how, “Stakeholder leadership embeds the principles of credible and open problem solving,” which aids in ensuring the value stream meets buyer expectations (p. 19-20).
Article Summary
In Measuring and Building Lean Thinking for Value Creation in Supply Chains the author, Rania Shamah (2013), attempts to develop a tool to examine supply chain readiness by measuring the impact of lean thinking and examining the functions of customers, competitors, and suppliers (p.17). Before conducting this study, Shamah (2013) presents a literature review that provides an overabundance of information regarding lean manufacturing and value creation. For example, she describes lean thinking principles as recognizing what is perceived value by the consumer, developing an efficient value stream, and removing any forms of waste (p.20-22). In addition, Shamah (2013) stresses the importance of eliminating all possible barriers that could affect an efficient flow of value throughout the supply chain (p.20-22).
To conduct the study, Shamah (2013) distributed four hundred questionnaires to companies throughout the industrial industry to determine if there is correlation between lean thinking and value creation and if so, to identify the determinants (p.22-24). As a result, Shamah (2013) successfully assessed the information gathered and effectively developed a standardized tool to measure and compare various types of lean thinking to degrees of value creation (p.24-28). Lastly, the author stresses the importance of conducting future studies in this field to explore additional interrelationships and foster continuous advancements throughout supply chain management (Shamah, p. 28, 2013).
Biblical Integration
Adding value to supply chain processes is not always as simple as it sounds. Theoretically, all a company needs to do is ensure all processes efficiently flow and produce the maximum amount of output at the most effective rate. However, it is important to recognize a company can still fail even if it produces the highest quality product in its industry if consumers do not deem that product valuable. At the same rate, it is vital for companies to not become complacent with processes when business is striving. As described in scripture, “Look carefully then how you walk, not as unwise but as wise, making the best use of the time,” (Ephesians 5:15-16, ESV), it is critical to strive for continuous improvement to preserve a competitive edge.
Another key aspect of creating an efficient value flow is teamwork. “Two [are] better than one; because they have a good reward for their labour” (Ecclesiastes 4:9-12, KJV). By cultivating a centralized organizational effort, companies are able to foster creativity and innovation. Like the seed described in Corinthians, “…he who supplies seed to the sower and bread for food will also supply and increase your store of seed and will enlarge the harvest of your righteousness” (2 Corinthians 9:10, NIV).
Application
Developing an efficient value flow is an imperative aspect of being successful in today’s business world. Global competitors, advances in technology, and the continuous push for innovation have noticeably increased rivalry. These pushes have made it progressively more difficult for companies to remain relevant. In response, researchers have expanded the study of value flows and have successfully discovered determinants of value, effects of proficient and inefficient value flow throughout the supply chain, and have developed applications of value creation tools. For example, James Womack (n.d.) describes how Toyota’s use of value stream mapping aids visualizing life cycles, identifying sources of waste, developing a continuous flow, and linking organizational processes to perceived value by customers. Developing and utilizing instruments like this can make the difference between being a dominant competitor and irrelevant.
Annotated Bibliography
Ciaetto, V., Giacchetta, G., & Paciarotti, C. (2011). Value stream mapping implementation in the third sector. Operations Management Research, 4(1), p. 99-110. Retrieved from http://sea rch.proquest.com.ezproxy.liberty.edu:2048/pqcentral/docview/900913627/A23F33330F7 84996PQ/13?accountid=12085
Valentine Ciaetto, Giancarlo Giacchetta, and Claudi Paciarotti conducted a study that assesses the use of value stream mapping in application to work placement services.
Specifically, the authors assess how value stream mapping will aid Don Luigi Palazzolo Solidarity Centre in identifying critical points in the value flow chain and suggest actions for continuous improvement during the reorganization process. After researching previous case studies, Ciaetto et al. chose to apply the Allison and Kaye model used by Toyota to conduct this study. As a result, the authors developed a strategic application of value stream mapping for Don Luigi Palazzolo Solidarity Centre consisting of: Planning and preparation, mission and vision statements, analysis of internal and external environment, and strategic value stream planning. Specifically, the results stress the need for a new form design layout that is more simplistic and agile, a new standard criterion for chronologically filing forms, and fluent training and communication to ensure all members comprehensively understand complete flow of activities. The information provided throughout this study successfully illustrates the usefulness of value strategy mapping to increase quality, value flow effectiveness, and end user …show more content…
satisfaction.
Duckworth, H. (2014). The employee stakeholder. The Journal for Quality and Participation, 37(1), 19-20. Retrieved from http://search.proquest.com.ezproxy.liberty.edu:20 48/pq central/docview/1523913184/fulltextPDF/3DCBE84E65F94560PQ/5?accountid=12085
Throughout this article the author, Holly Duckworth, expresses the importance of stakeholder leadership.
She describes how the responsiveness and practice of stakeholder leadership aids in ensuring social responsibility and positive organizational performance. Specifically, Duckworth describes how leading members of an organization must carefully evaluate their decisions and assess the possible impacts. In addition, they must promote interactive communication, creative problem solving, effective teamwork, and cooperative employee participation to ensure top-notch quality management. In relation, Duckworth explains how effectively accomplishing these practices aids in increasing value throughout the supply chain and guarantees the value stream meets or exceeds consumer and stakeholder
requirements.
Engelhardt-Nowitzki, C. (2012). Improving value chain flexibility and adaptability in build-to- order environments. International Journal of Physical Distribution and Logistics Management, 42(4), 318-337. Retrieved from http://search.proquest.com.ezpr oxy.liberty.edu:2048/pqcentral/docview/1011048046/fulltextPDF/DCE70C29E2CA4CE EPQ/11?accountid=12085
Corinna Engelhardt-Nowitzki, a professor at the University of Applied Sciences Upper Austria who focuses on logistics and supply chain management, discusses the importance of timeliness and flexibility throughout supply flows. In her article, Improving Value Chain Flexibility and Adaptability in Build-to-Order Environments, Engelhardt-Nowitzki attempts to create a generic design to assist in developing tailored and adaptable approaches for businesses utilizing build-to-order processes. She conducts this study through documentation analysis, participating in company meetings and workshops, and performing narrative interviews. Engelhardt-Nowitzki coded the information gathered and sorted it into categories to aid in interpreting the findings. As a result, she presented a three-step approach to increase a company’s ability to swiftly react through context-specific analysis and efficient segmentation.
Huntington Ingalls Industries hosts STEM call-to-collaboration conference. (2014, June 18). NASDAQ OMX’s News Release Distribution Channel. Retrieved from http://p2048- www.liberty.edu.ezproxy.liberty.edu:2048/login?url=http://search.proquest.com.ezproxy. liberty.edu:2048/docview/1537053755?accountid=12085
NASDAQ OMX’s News Release Distribution Channel, which specializes in the delivery of press releases, financial disclosures, and multimedia content, presents an article called Huntington Ingalls Industries Hosts STEM Call-to Collaboration Conference. This article discusses STEM, which refers to academic areas of science, technology, engineering, and mathematics. The conference described in the article stresses the need for STEM-educated graduates in the future workforce and aims to cultivate on-going communication between education stakeholders and STEM employers. Throughout the article, it is expressed that the United States would benefit from developing educational policies and curriculum agendas that promote STEM related learning. Huntington Ingalls Industries, a company that designs, builds, and manages ships and submarines for the Navy and Coast Guard, and the National Defense Industrial Association emphasize how this collaboration will add value to various flows of the supply chain in both commercial and government sectors.
Shamah, R. (2013).Measuring and building lean thinking for value creation in supply chains. International Journal of Lean Six Sigma, 4(1), 17-35. Retrieved from http://search.proqu est.com.ezproxy.liberty.edu:2048/pqcentral/docview/1317743418/fulltextPDF/DCE70C2 9E2CA4CEEPQ/3?accountid=12085
In Measuring and Building Lean Thinking for Value Creation in Supply Chains the author, Rania Shamah, describes a study conducted to examine supply chain readiness throughout Egyptian industrial industries. The goal of this study is to generate a standardized tool to gauge the effectiveness of lean thinking on value creation throughout the supply chain. Shamah resourcefully uses information gained from past research to aid in developing the research and methodology of this study. In addition, Shamah provides helpful information about lean and value creation principles. To conduct this study, four hundred surveys were circulated across an assortment of managerial levels throughout the industrial sector. Shamah effectively used the information gathered to develop an instrument to measure different approaches to lean thinking and assess its correlation to value creation.
References
Ciaetto, V., Giacchetta, G., & Paciarotti, C. (2011). Value stream mapping implementation in the third sector. Operations Management Research, 4(1), p. 99-110. Retrieved from http://search.proquest.com.ezproxy.liberty.edu:2048/pqcentral/docview/900913627/A23F 33330F784996PQ/13?accountid=12085
Duckworth, H. (2014). The employee stakeholder. The Journal for Quality and Participation, 37(1), p. 19-20. Retrieved from http://search.proquest.com.ezproxy.liberty.edu:20 48/pqcentral/docview/1523913184/fulltextPDF/3DCBE84E65F94560PQ/5?accountid=1 2085
Engelhardt-Nowitzki, C. (2012). Improving value chain flexibility and adaptability in build-to- order environments. International Journal of Physical Distribution and Logistics Management, 42(4), p. 318-337. Retrieved from http://search.proquest.com.ezpr oxy.liberty.edu:2048/pqcentral/docview/1011048046/fulltextPDF/DCE70C29E2CA4CE EPQ/11?accountid=12085
Huntington Ingalls Industries hosts STEM call-to-collaboration conference. (2014, June 18). NASDAQ OMX’s News Release Distribution Channel. Retrieved from http://p2048- www.liberty.edu.ezproxy.liberty.edu:2048/login?url=http://search.proquest.com.ezproxy. liberty.edu:2048/docview/1537053755?accountid=12085
Meredith, J., & Shafer, S. (2013). Process improvement: reducing waste through lean. In B. Baker, L. Johnson, & A. Melhorn (Eds.), Operations management for MBAs (p. 67- 201). Hoboken, NJ: John Wiley & Sons, Inc.
Shamah, R. (2013).Measuring and building lean thinking for value creation in supply chains. International Journal of Lean Six Sigma, 4(1), 17-35. Retrieved from http://search.proqu est.com.ezproxy.liberty.edu:2048/pqcentral/docview/1317743418/fulltextPDF/DCE70C2 9E2CA4CEEPQ/3?accountid=12085
Value Stream. (2014). In Business Dictionary. Retrieved from http://www.businessdic tionary.com/definition/value-stream.html
Womack, J. (n.d.). Value stream mapping. Society of Manufacturing Engineers Organization. Retrieved from http://www.sme.org/Tertiary.aspx?id=30192&terms=value