Uploaded byMichael (Mike) Nunn
Value Stream Mapping
The document outlines the process and tools for creating a Value Stream Map (VSM) to identify value and waste within business processes. It emphasizes the importance of stakeholder involvement, defining the scope, and understanding inputs and outputs for each step. Additionally, it provides guidelines for future improvements by eliminating non-value-added steps and addressing bottlenecks.
Value Stream Mapping
- 1. Value Stream Mapping INPUT Process OUTPUT
- 2. Today’s Objectives • What is the Value Stream • What is a Value Stream Map (VSM) • Tools needed • Who should be involved • Defining the scope • Sections of a VSM • The VSM is done, now what?
- 3.
- 4. Question: What isthe 8th waste? Talent
- 5. What is aValue Stream Map? • A visual way to review each step in the value stream or process. • Used to identify value (or lack of) in a process. • Value must be in the eyes of the customer – What your customer is willing to pay for – Internal/External Customers • Everything is a process, therefore everything can be mapped.
- 6. Tools Needed Fora VSM
- 7. All Stakeholders Involved! •When doing a VSM it is VITAL to have ALL stakeholders present. • If it is not possible to have ALL stakeholders then you must have a representative who can speak for anyone not present – For example, if you can’t pull an entire department, take one or two people who know the process.
- 8. Define Your Scope •Where does the process begin/end • It’s easy to get distracted by issues outside of your scope • Everyone has to agree on the scope • Doesn’t matter how big or small the scope is
- 9. Different Types ofValue • Value Added – Value is in the eyes of the customer – If time permits, consider this for both external and internal customers • Non Value Added / Waste (8 wastes) • Business Value Added / Regulatory – Something that you determine is essential to your business but may not be value added by the customer – Good time to look at your company policies...
- 10. Qualifying Steps • Here’sa method to determine if a step is value added. – Would the customer see the value and be willing to pay for it? – Was it done right the first time? – Did it change in form, appearance, or material from the previous step? – Is it required by law? • Need to capture “waits” in a process too. • Mark each step with which type of value it is
- 11. Best and WorstTimes • For each step, understand the fastest and slowest times it could take to complete that step. • Large gaps in best/worst times will identify a potential bottleneck in the process • This is where the stop watch could come in handy. However, for most processes, the stakeholders will already have a good idea of the best/worst times.
- 12. Inputs and Outputs •Inputs and outputs need to be understood and captured for each step in the VSM • INPUTS – Is there anything required for that step to happen? Something from an external process? • OUTPUTS – Does that step produce anything? Information? • There may not be a new INPUT or OUTPUT for every step
- 13. Issues • No-blame environment! – Look to the process, not the individual – “A bad system will defeat a good person every time.” - W. E. Deming • What prevents the step from flowing? • Examples: – Error(s) – Misguided controls (inspector, a signature) – miscommunication
- 14. Steps and Waits BestTime Worst Time Input Output Issues
- 15. The VSM isdone, now what? • Eliminate non-value added and wasteful steps • Take the “waits” out of the process • Reduce the time it takes to complete the bottleneck steps • Generate a future state once the above is done. – Ensure ALL stakeholders are involved with this • APPLY THE 5 WHYS!!!
- 16. Production VSM Example Raw Materials Previous Run Remove Clean Up & Supplies to Ends Tooling Machine Trials Run New Tooling Raw Materials through Machine Setup Installed Checked machine Adjustments More Trials Samples Run Starts Made Run Approved How long do your changeovers take?
- 17. Office VSM Example •“Some-cool-data-that-everyone-can-use” report • Originally started as a request • Starting situation
- 18. Acct Mgr Admin Order Entry Assistant President Sales Mgr Copy Room Plant Mgr Meeting Room Ops Mgr Equipment Room
- 19. Office VSM Example •“Some-cool-data-that-everyone-can-use” report • Originally started as a request • Options – Change her route
- 20. Acct Mgr Admin Order Entry Assistant CEO Sales Mgr Copy Room Plant Mgr Meeting Room Ops Mgr Equipment Room
- 21. Office VSM Example •“Some-cool-data-that-everyone-can-use” report • Originally started as a request • Options – Change her route – Just email it to everyone
- 22. Acct Mgr Admin Order Entry Assistant CEO Sales Mgr Copy Room Plant Mgr Meeting Room Ops Mgr Equipment Room
- 23. Office VSM Example •“Some-cool-data-that-everyone-can-use” report • Originally started as a request • Options – Change her route – Just email it to everyone – Find out who really uses the info – Just email it to them
- 24.
Editor's Notes
- #3 Connie > GaryAsk the audience, on a scale of 1-10, what is everyone’s Lean understanding?