NVA work needs to be eliminated as soon as is feasible.Ī VA analysis is often done when you’re mapping your processes. It’s usually a remnant of a previous process activity that is no longer needed or relevant. This is work that does not add value to your customer nor your business. The third approach to VA is the definition of non-value-added (NVA) work. Assuming that value is defined by your customer, some organizations refer to this type of work as business non-value-added (BNVA) since it is of little or no direct value to your customer. For example, the functions performed by your HR department, legal department, or accounting department are vital to doing business, but the customer really doesn’t care about them and would be unlikely to pay you for those activities. This is work that is needed to keep your business functioning, but is transparent to your customer, who probably isn’t interested or doesn’t care whether or not you’re doing it. The second is business value-added (BVA) work. This is the work that changes the item, is important to your customer, and that they are willing to pay you for. First, there is customer value-added (CVA) work. There are four main derivations of the definition of VA. When inspecting a part for quality, did you change the item, or is it exactly the same before and after the inspection?.Did moving something from point A to point B in the plant change the nature or characteristic of the item or just change its location?.Did the process actually convert the item going through the process or not?.Some critical questions you can ask when trying to determine if a task is value-added are: VA work takes the input and turns it into something of value to your customer - something they are willing to pay you for and that you do right the first time through your process. VA can be defined as the activities you do that change the fit, form, or function of the item going through your process transformation. Output may be product, service, information, or anything else that results from the transformation activities in the process. Inputs may be the classic elements of people, equipment, materials, methods, measurement, and environment - also described as the 6Ms. The SIPOC is an extended version of the process. All processes have an input that is transformed by some steps, activities, and tasks, resulting in an output. Let’s start with the concept of a process. In this article, we will define what we mean by value-added (VA) work and present other commonly used definitions that include the phrase “value-added.” We will describe some benefits of producing VA output, why you want to understand VA work, and some hints on how you might find out what work is value-added or not. Value will always be in the eye of the customer. Works with company leaders to identify efficiency gaps and training needs.Your customer determines whether what you produce has value or not. Can act as coach or mentor and monitor projects. Has extensive Lean Six Sigma expertise typically responsible for the Lean Six Sigma initiative. Responsible for putting Lean Six Sigma changes into place. Focuses on the use of tools and the application of DMAIC and Lean principles.Īdvanced Lean Six Sigma expertise can be full-time, cross-functional project team leaders, as well as a coach or mentor to Green Belts. Has some expertise in Lean Six Sigma strategy can launch and manage Lean Six Sigma projects and provide JIT training to others. Understands essential Lean Six Sigma concepts, tools, and techniques can be part of project teams and receive Just-In-Time (JIT) training. Understands the meaning and goals of Lean Six Sigma, knows the terms associated with the methodology.
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