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Best Performing Consulting Organization
by
“Value Stream Mapping”
Adding Value In Totality !!
2
1. Introduction
2. The Current State Map
3. Lean Value Stream
4. The Future State Map
5. Achieving the Future State
6. Conclusion
Learning Framework
3
Value Stream Mapping
Purpose :
1. Introduce Value Stream
Mapping in a hands on
manner.
2. Develop your ability to
“see the flow” and
design future state value
streams.
4
VALUE-STREAM IMPROVEMENTVALUE-STREAM IMPROVEMENT
and PROCESS IMPROVEMENTand PROCESS IMPROVEMENT
Raw
Material
PROCESS
VALUE STREAMVALUE STREAMVALUE STREAMVALUE STREAM
Finished
Product
PROCESSPROCESS
Stamping Welding Assembly
Cell
The Three Value Streams: Raw Material to Finished Product
Concept to Launch
Order to Cash
5
Value Stream Mapping
 Follow a “products” production path from beginning
to end, and draw a visual representation of every
process in the material & information flow.
 Then, draw (using icons) a “future state” map of
how value should flow.
6
7
Using the Value Stream Mapping Tool
Understanding how the shop
floor currently operates. The
foundation for the future state.
Product
“Family”
plan and
implementati
on
Designing a lean flow.
current state
drawing
future state
drawing
8
Process Steps & Equipment
Spot
Weld
Robot
Weld
Flash
Remove
Paint Manual
Assm.
Fixtures
Assm.
Electronic
Test
LH Steering
Bracket
RH Steering
Bracket
Instrument
Panel Brace
Seat
Rail
Bumper
Brackets
Focus on One Product Family
Determine Product Families via :
Similar downstream “assembly” steps and equipment
PRODUCTS
9
Process level
Single plant
(door to door)
Multiple plants
Across companies
Levels of a Value Stream
Mapping level to start
10
1. Introduction & Getting Started
2. The Current State Map
3. Lean Value Stream
4. The Future State Map
5. Achieving the Future State
6. Conclusion
Learning Framework
11
Push
Time
Current-State Map
showing the Customer
12
Current State Mapping
1. Mapping the current state :
• Review the basic processing steps and calculate the takt time in
your team’s breakout room.
• Everyone draw while on the shop floor.
Be sure to draw both the material & information flows.
• Always introduce yourself to operators and tell them what you are
doing : “Drawing the total factory flow as part of a training
session.’ Show them your drawings.
• Select a scribe and combine your drawings into one current state
map (in team area).
• Calculate total lead time versus processing time.
• Make an overhead transparency of the map and select presenters.
Team Tips
13
Current State Mapping
2. Presenting your
• All team members go up front with presenter. State the product
family and takt.
• Present from your overhead transparency. (Less than 5 minutes.)
• Start with the customer and information flow into the facility.
• State the lead time vs. processing time.
• What are the problems you see? Where did you find push and
overproduction ?
• Share any future state thoughts you have so far.
Team Tips
14
Value Stream Loops
15
Load-leveling box
One row per
product
type
KanbanOne column per pitch here pitch = 10 min
Kanban are responded to from left to right at pitch
increment
16
An Example of “Paced Withdrawal”
ADDVALUE Services
VALUE ADDED COACHING-VAC®
BUSINESS COACHING LIFE COACHING
Operation
Excellence
Team
Excellence
Business
Excellence
Counselling
Therapy
Astrology
Adding Value In Totality !!
Best Performing Consulting Organization
AddValue at a glance
Business Coaching Life Coaching
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Value Stream Mapping Training - ADDVALUE - Nilesh Arora

  • 1. Best Performing Consulting Organization by “Value Stream Mapping” Adding Value In Totality !!
  • 2. 2 1. Introduction 2. The Current State Map 3. Lean Value Stream 4. The Future State Map 5. Achieving the Future State 6. Conclusion Learning Framework
  • 3. 3 Value Stream Mapping Purpose : 1. Introduce Value Stream Mapping in a hands on manner. 2. Develop your ability to “see the flow” and design future state value streams.
  • 4. 4 VALUE-STREAM IMPROVEMENTVALUE-STREAM IMPROVEMENT and PROCESS IMPROVEMENTand PROCESS IMPROVEMENT Raw Material PROCESS VALUE STREAMVALUE STREAMVALUE STREAMVALUE STREAM Finished Product PROCESSPROCESS Stamping Welding Assembly Cell The Three Value Streams: Raw Material to Finished Product Concept to Launch Order to Cash
  • 5. 5 Value Stream Mapping  Follow a “products” production path from beginning to end, and draw a visual representation of every process in the material & information flow.  Then, draw (using icons) a “future state” map of how value should flow.
  • 6. 6
  • 7. 7 Using the Value Stream Mapping Tool Understanding how the shop floor currently operates. The foundation for the future state. Product “Family” plan and implementati on Designing a lean flow. current state drawing future state drawing
  • 8. 8 Process Steps & Equipment Spot Weld Robot Weld Flash Remove Paint Manual Assm. Fixtures Assm. Electronic Test LH Steering Bracket RH Steering Bracket Instrument Panel Brace Seat Rail Bumper Brackets Focus on One Product Family Determine Product Families via : Similar downstream “assembly” steps and equipment PRODUCTS
  • 9. 9 Process level Single plant (door to door) Multiple plants Across companies Levels of a Value Stream Mapping level to start
  • 10. 10 1. Introduction & Getting Started 2. The Current State Map 3. Lean Value Stream 4. The Future State Map 5. Achieving the Future State 6. Conclusion Learning Framework
  • 12. 12 Current State Mapping 1. Mapping the current state : • Review the basic processing steps and calculate the takt time in your team’s breakout room. • Everyone draw while on the shop floor. Be sure to draw both the material & information flows. • Always introduce yourself to operators and tell them what you are doing : “Drawing the total factory flow as part of a training session.’ Show them your drawings. • Select a scribe and combine your drawings into one current state map (in team area). • Calculate total lead time versus processing time. • Make an overhead transparency of the map and select presenters. Team Tips
  • 13. 13 Current State Mapping 2. Presenting your • All team members go up front with presenter. State the product family and takt. • Present from your overhead transparency. (Less than 5 minutes.) • Start with the customer and information flow into the facility. • State the lead time vs. processing time. • What are the problems you see? Where did you find push and overproduction ? • Share any future state thoughts you have so far. Team Tips
  • 15. 15 Load-leveling box One row per product type KanbanOne column per pitch here pitch = 10 min Kanban are responded to from left to right at pitch increment
  • 16. 16 An Example of “Paced Withdrawal”
  • 17. ADDVALUE Services VALUE ADDED COACHING-VAC® BUSINESS COACHING LIFE COACHING Operation Excellence Team Excellence Business Excellence Counselling Therapy Astrology Adding Value In Totality !!
  • 18. Best Performing Consulting Organization AddValue at a glance Business Coaching Life Coaching

Editor's Notes

  1. In looking at the almost completed map you can now see the basic pattern of all value stream maps, specifically a flow of physical product from left to right across the lower portion of the map and a flow of information about this product from right to left across the upper portion. You can also see how a value stream map differs from the typical visual tool used in operations analysis – the facility layout. The value stream map makes the welter of events shown in the plant layout suddenly comprehensible from the perspective of a product’s value stream and its customer. With the data from observation of current operations drawn or recorded on the map, we can summarize the current condition of this value stream. Draw a timeline under the process boxes and inventory triangles to compile the production lead time, which is the time it takes one part to make its way through the shop floor, beginning with arrival as raw material through to shipment to the customer. Note The shorter your production lead time, the shorter the time between paying for raw material and getting paid for product made from those materials. A shorter production lead time will lead to an increase in the number of inventory turns, a measure with which you may be more familiar. Lead times (in days) for each inventory triangle are calculated as follows : Inventory quantity divided by the daily customer requirement. By adding the lead times through each process and through each inventory triangle in the material flow, we can arrive at a good estimate of total production lead time. At Acme Stamping this number is 23.6 days. (For maps with multiple upstream flows, use the longest time path to compute total lead time.) Now add up only the value-adding times or the processing times, for each process in the value stream. Comparing value-added or processing times to total lead time should give you quite a shock. At Acme Stamping the total processing time involved in making one piece is only 188 seconds, whereas that piece takes 23.6 days to make its way through the plant. Note At Acme Stamping the lead time through a process and the cycle time are the same. In many cases however, the lead time for one part to move through a process is longer than the cycle time. You can draw both lead time through a process and the value-adding time as follows : 2 hrs. - (Lead time through the process) 40 Seconds - (Value-adding time) Completed Current-State Map with Lead-Time Bars & Data