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| Value Stream Mapping (VSM)× | Lý thuyết về Ràng buộc (TOC)× | |
|---|---|---|
| Lĩnh vực | Quản lý chất lượng | Quản lý chất lượng |
| Họ | Process / pipeline | Process / pipeline |
| Năm ra đời≠ | 1999 | 1990 |
| Người khởi xướng≠ | Mike Rother & John Shook | Eliyahu Goldratt |
| Loại≠ | Visual process analysis tool | Continuous improvement framework |
| Công trình gốc≠ | Rother, M., & Shook, J. (1999). Learning to See: Value Stream Mapping to Add Value and Eliminate Muda. Lean Enterprise Institute. ISBN: 978-0-9667843-0-5 | Goldratt, E. M. (1990). Theory of Constraints. North River Press. ISBN: 978-0-88427-166-6 |
| Tên gọi khác | VSM, Material and Information Flow Mapping, Lean Flow Mapping, Değer Akış Haritalama | TOC, Constraint Management, Bottleneck Theory, Kısıtlar Teorisi |
| Liên quan | 3 | 3 |
| Tóm tắt≠ | Value Stream Mapping (VSM) is a lean management technique used to visualize, analyze, and improve the flow of materials and information required to bring a product or service from raw input to customer delivery. Introduced by Mike Rother and John Shook in their 1999 workbook Learning to See, VSM draws on the Toyota Production System tradition to expose waste, delays, and non-value-adding activities across the entire production value stream. | The Theory of Constraints (TOC) is a management philosophy and continuous improvement framework introduced by Eliyahu Goldratt in his 1984 novel The Goal and formalized in his 1990 book. TOC holds that every system has at least one constraint — a bottleneck that limits the system's overall throughput — and that systematically identifying and addressing that constraint is the most effective lever for improving performance. It is widely applied in manufacturing, project management, supply chains, and service operations. |
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