Leaderboard

I believe we have all the three major factors required to arrive at the true value add activity in our processes. It is applicable to all setups. The “to be” process recommended will have the thorough usage of lean tools. Therefore when we say… A value adding activity is one that customer is willing to pay for – It’s the activity which determines the price customer is ready to pay. This helps us to establish the cost involved running the process and the profits we are targeting to rake in, since Price – Cost = Profit. Exceptions could be the cases when the manufacturer/provider wanted to adopt KANO model and try to DELIGHT the customer. The risk here could be manufacturer’s market competitiveness and customer acceptance. A value adding activity is transformational by nature - the activity in a process has to help the product /service reach to the next phase of realization. The time invested in the effort should assist the product/service attain its entirety. Exceptions are based on the assumptions and the knowledge on the transformation/stages. Continuous learning will rock the boat and force us to consider a detour in the journey. A value adding activity is done first time right – the activity of the process should be carried out with utmost quality. The service/product should be free from failures otherwise it will lead to rework. Exceptions are limited here if we assume that the manufacturer/provider has got the right VOC/CTQ. If the requirements are sorted, quality management should be effortless. I think, in the sequences of new-product-design/ innovative product creation/ unique offerings/ one time projects, we need to modify our understanding of VA/ NVA. In an established process/ repetitive sequences, the original three questions seem to work well.