PVA / Kaizen




PVA / KAIZEN to improve the efficiency and the productivity

To maximize the value added to a product while eliminating waste to permit a better productivity, a performance of the resources and a profitability increased.

The strength of the PVA

The production to added value avoids the prices raised of the production at a time traditional and the rigidity of the mass production. She/it gives to the organization flexibility wanted to make the production to the unit at the cost of the mass production, while fitting to the requirements of the customer in very short delays and while creating the more of possible value.

To implant the PVA, it is to improve the operations that add the systematically value: first and foremost, the manufacture and the transformation. It is to reduce also to the maximum the operations that add to the costs without creating tangible value to the customer's eyes: storage, inspection, transportation, etc.

In short, it is to optimize the set of the processes and operations in order to to add the value to every stage of production and to insure the maximum of flexibility. It starts on the floor of the factory and spreads to the" whole chain of value". of the conception to the distribution, while passing by the offices, the suppliers and the customers.

This way to make rests on the logic and the" big common sense" as well as on notions of industrial genius and total management of the quality. She/it gives back to the employee the place that he/it had lost with the production of mass, while privileging the team work and while making the knowledge and of the new ideas the new raw materials of the enterprise.


  • Cartography: serves to reproduce in detail your operations with the help of diagrams and of ordinogrammes in order to visualize the problems and the possible improvements
    • cartography of the value chain
    • diagram of passage" style "passageway
    • diagram spaghetti
  • Process 5S (Seira [riddance], Seiton [ranging], Seiso [cleaning], Seiketsu [order] and Shitsuke [rigor]): reduction of the delays and recuperation of space while cleaning and while keeping in good order the workplace.
  • SMED (change of tool in some minutes): reduction of the delays of starting up and of the stop times.
  • Law of Pareto (law of the 80/20): resolution of 20% of the reasons règleront 80% of the problems.
  • TRS (synthetic output rate): measure of the efficiency of the material of production from his/her/its availability, his/her/its quality and his/her/its performance.
  • Comparative analysis: establishment of the norms from the calculation of your output and some comparing it to the one of similar enterprises as well as to the better practices exemplary of the industry.
  • Kaizen activities (continuous improvement): realization of continuous efforts in view to improve your methods of working while reducing the time, the costs, the space, the mistakes and the effort. 
  • Kanban: maintenance of a flux ordered of production; one of the main tools of the system Just in time (JàT).