Author(s)

Zuhara Chavez¹, Takefumi Mokudai², Michiru Uyama³

¹Department of Automotive Science, Kyushu University, Fukuoka, Japan.
²Department of Business and Technology Management, Kyushu University, Fukuoka, Japan.
³Department of Industrial Management, Kyushu Sangyo University, Fukuoka, Japan.

Through visualization, mapping techniques help manufacturing organizations prioritize and guide improvement strategies. For this reason, mapping of the value chain is applied as a method of progress toward lean manufacturing. The purpose of this paper is to illustrate the essence of the material and information flow chart (MIFC) approach, known as value stream mapping (VSM) in the West, to provide a different perspective and understanding and to identify its manner of integration with measurement systems. Metrics complement mapping tools allow the tracking of various stages of an organization’s lean journey and continuous improvement (CI). While the time dimension is predominant in performance metrics in lean environments, these metrics do not link the economic factor directly to improvements. The research comprises a case study in which lessons are learned from tool placing and metric determination. Empirical research included critical case sampling and semi-structured interviews, and data were analyzed to compare the conventional Western understanding of VSM with that of a Japanese supplier that learned the principles directly from the source and applied their own version of MIFC. An understanding of the tool based on core knowledge will enable organizations to reevaluate their current measurement systems and choose more suitable ones.

Value Stream Mapping, Mapping Tool, Lean Measurement, Performance Measurement

Chavez, Z. , Mokudai, T. and Uyama, M. (2018) Divergence between Value Stream Mapping Western Understanding and Material and Information Flow Chart Principles: A Japanese Automotive Supplier’s Perspective. Journal of Service Science and Management, 11, 219-241. doi: 10.4236/jssm.2018.112016.