Advertisement

A Method for Measuring Operational and Financial Performance of a Production Value Stream

  • Tomasz Sobczyk
  • Tomasz Koch
Part of the IFIP – The International Federation for Information Processing book series (IFIPAICT, volume 257)

The paper explains the conceptual framework of so called costs, effects and resources map that is intended to support performance analyses of the production value stream. Its purpose is to enhance manufacturing decision taking processes by providing relevant information related to production flows. The tool consists of five modules: production system model (value stream map), cost module, financial statement and inventory valuation module, resources analyses module, and operational metrics module. The tool has been equipped with appropriate metrics that enable analyses of production system dynamics. In the last section of the paper example application of the tool in the production environment has been explained.

Keywords

Financial Performance Cost Category Cost Object Cost Module Lean Production 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

References:

  1. 1.
    Liker, J.K., The Toyota Way: 14 Management Principles from the World’s Greatest Manufacturer, McGraw-Hill 2004.Google Scholar
  2. 2.
    Womack, J.P., Jones, D.T., Ross, D., The Machine That Changed the World. Who’s ahead in the Global Auto Wars and why: Japan’s Revolutionary Leap from Mass Production to Lean Production And What Industry Everywhere can Learn from, Simon & Schuster Inc., p. 256.Google Scholar
  3. 3.
    Johnson, T.H.; Broms, A., Profit Beyond Measure: Extraordinary Results through Attention to Work and People, Free Press, November 2000, p. 58.Google Scholar
  4. 4.
    Johnson, T.H., 1992, Relevance Regained: From Top-Down Control to BottomUp Empowerment, Free Press, January 2002, p. 26.Google Scholar
  5. 5.
    Slack, N., 1992, The Manufacturing Advantage: Achieving Competitive Manufacturing Operations, Management Books 2000 (April 1992), p. 99.Google Scholar
  6. 6.
    Miller, J.G., Vollmann, T.E., The Hidden Factory, Harvard Business Review, September-October 1985, p. 143.Google Scholar
  7. 7.
    Maskell, B.H., Baggaley, B., Practical Lean Accounting. A Proven System for Measuring and Managing the Lean Enterprise, Productivity Press Inc. 2003.Google Scholar
  8. 8.
    Rother, M., Shook, J., Learning to See, Ver. 1.3, The Lean Enterprise Institute, 2003.Google Scholar
  9. 9.
    Womack, J.P.; Jones, D.T., Lean Thinking. Banish Waste and Create Wealth in Your Corporation, The Free Press 2003, p. 316.Google Scholar
  10. 10.
    Sobczyk, T., Koch, T., Cost Management Framework for a Value Stream, International Conference on Changeable, Agile, Reconfigurable and Virtual Production.Google Scholar

Copyright information

© International Federation for Information Processing 2008

Authors and Affiliations

  • Tomasz Sobczyk
    • 1
  • Tomasz Koch
    • 1
  1. 1.Institute for Production Engineering and AutomationWroclaw University of TechnologyWroclawPoland

Personalised recommendations