{"title":"Propojení VSM a VSM 4.0","authors":"Iveta Slancová","doi":"10.24132/jbt.2021.11.2.50_59","DOIUrl":null,"url":null,"abstract":"The current situation in the market caused by COVID-19 pandemic brings new challenges. Lean management showed its deficiency in the form of low stock (JIT/JIS) already during the tsunami in 2011 in Japan, when the leader in LEAN Toyota withdrew from zero stock in order to be able to respond agilely to serious supply disruptions. The current unfavourable situation is a global problem that brings new requirements to ensure the competitiveness of companies. A possible response to this situation is provided in this article, which shows an example of the implementation of VSM (Value Stream Mapping) in a company operating in the automotive industry. VSM is based on the elimination of waste in the value stream, mainly in the case of material flow, which raises question of whether it is currently beneficial to eliminate stocks to a minimum. A new term VSM 4.0 has emerged, which is more suitable for current situation. It brings the benefits of digitization and industry 4.0 and aims to eliminate waste in information flows. The aim of this article is to elaborate a VSM map of the current and future state (VSD) and point out other possible savings in an optimized process thanks to VSM 4.0 so that the company is able to respond effectively to customer demands and maintain a competitive advantage despite the necessary stock levels in the warehouses.","PeriodicalId":30792,"journal":{"name":"Trendy v podnikani","volume":"1 1","pages":""},"PeriodicalIF":0.0000,"publicationDate":"2021-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":"{\"title\":\"Propojení VSM a VSM 4.0\",\"authors\":\"Iveta Slancová\",\"doi\":\"10.24132/jbt.2021.11.2.50_59\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"The current situation in the market caused by COVID-19 pandemic brings new challenges. Lean management showed its deficiency in the form of low stock (JIT/JIS) already during the tsunami in 2011 in Japan, when the leader in LEAN Toyota withdrew from zero stock in order to be able to respond agilely to serious supply disruptions. The current unfavourable situation is a global problem that brings new requirements to ensure the competitiveness of companies. A possible response to this situation is provided in this article, which shows an example of the implementation of VSM (Value Stream Mapping) in a company operating in the automotive industry. VSM is based on the elimination of waste in the value stream, mainly in the case of material flow, which raises question of whether it is currently beneficial to eliminate stocks to a minimum. A new term VSM 4.0 has emerged, which is more suitable for current situation. It brings the benefits of digitization and industry 4.0 and aims to eliminate waste in information flows. The aim of this article is to elaborate a VSM map of the current and future state (VSD) and point out other possible savings in an optimized process thanks to VSM 4.0 so that the company is able to respond effectively to customer demands and maintain a competitive advantage despite the necessary stock levels in the warehouses.\",\"PeriodicalId\":30792,\"journal\":{\"name\":\"Trendy v podnikani\",\"volume\":\"1 1\",\"pages\":\"\"},\"PeriodicalIF\":0.0000,\"publicationDate\":\"2021-01-01\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"0\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Trendy v podnikani\",\"FirstCategoryId\":\"1085\",\"ListUrlMain\":\"https://doi.org/10.24132/jbt.2021.11.2.50_59\",\"RegionNum\":0,\"RegionCategory\":null,\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"\",\"JCRName\":\"\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Trendy v podnikani","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.24132/jbt.2021.11.2.50_59","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"","JCRName":"","Score":null,"Total":0}
The current situation in the market caused by COVID-19 pandemic brings new challenges. Lean management showed its deficiency in the form of low stock (JIT/JIS) already during the tsunami in 2011 in Japan, when the leader in LEAN Toyota withdrew from zero stock in order to be able to respond agilely to serious supply disruptions. The current unfavourable situation is a global problem that brings new requirements to ensure the competitiveness of companies. A possible response to this situation is provided in this article, which shows an example of the implementation of VSM (Value Stream Mapping) in a company operating in the automotive industry. VSM is based on the elimination of waste in the value stream, mainly in the case of material flow, which raises question of whether it is currently beneficial to eliminate stocks to a minimum. A new term VSM 4.0 has emerged, which is more suitable for current situation. It brings the benefits of digitization and industry 4.0 and aims to eliminate waste in information flows. The aim of this article is to elaborate a VSM map of the current and future state (VSD) and point out other possible savings in an optimized process thanks to VSM 4.0 so that the company is able to respond effectively to customer demands and maintain a competitive advantage despite the necessary stock levels in the warehouses.
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