Graphically viewing the flow of value as its fit, form and/or function is improved from suppliers to customers. It shows value-added and non-value-added activities.
What is Value Stream Mapping?
History:
What is Value?
What is a Value Stream?
Different things flow through the Stream:
Reason for Mapping & Analysis :
Objectives:
Team Members and Roles in VSM Study Project:
How to create a Value Stream Mapping?:
Value Stream Mapping Process with example
Step 1 - Gather Data and Information:
Step 2 - Create a Current State Map
VSM Study Symbols:
Collecting Data and Time Studies in VSM Study:
Examples of data required in this study:
Process Steps in VSM Study:
Analysis of the Current State Map:
Step 3 – Future State Map & Action Plans:
Creating an Ideal and Future State
Analysis of Future State Map:
Step 4 – Execute the Plan:
Step 5 – Align & Analysis of Current and Future State:
Keys Points for Successful VSM Study:
Mouhcine NAHAL
Value stream mapping is a practical and highly effective way to learn to see and resolve disconnects, redundancies, and gaps in how work gets done.
This VSM project template helps you and your project team to put together a "storyboard" for effective presentation to your key stakeholders. It includes four key phases:
1) Define and pick product/service family
2) Create a current state map
3) Develop a future state map
4) Develop an implementation plan
This document consists of a VSM project template in Powerpoint format and a set of Excel templates comprising VSM charter, Results table, Implementation Plan and common VSM icons.
This is a little presentation we used for our hourly employees when we rolled out lean. Not attached are the real life examples we discussed as part of the training.
What is Value Stream Mapping?
History:
What is Value?
What is a Value Stream?
Different things flow through the Stream:
Reason for Mapping & Analysis :
Objectives:
Team Members and Roles in VSM Study Project:
How to create a Value Stream Mapping?:
Value Stream Mapping Process with example
Step 1 - Gather Data and Information:
Step 2 - Create a Current State Map
VSM Study Symbols:
Collecting Data and Time Studies in VSM Study:
Examples of data required in this study:
Process Steps in VSM Study:
Analysis of the Current State Map:
Step 3 – Future State Map & Action Plans:
Creating an Ideal and Future State
Analysis of Future State Map:
Step 4 – Execute the Plan:
Step 5 – Align & Analysis of Current and Future State:
Keys Points for Successful VSM Study:
Mouhcine NAHAL
Value stream mapping is a practical and highly effective way to learn to see and resolve disconnects, redundancies, and gaps in how work gets done.
This VSM project template helps you and your project team to put together a "storyboard" for effective presentation to your key stakeholders. It includes four key phases:
1) Define and pick product/service family
2) Create a current state map
3) Develop a future state map
4) Develop an implementation plan
This document consists of a VSM project template in Powerpoint format and a set of Excel templates comprising VSM charter, Results table, Implementation Plan and common VSM icons.
This is a little presentation we used for our hourly employees when we rolled out lean. Not attached are the real life examples we discussed as part of the training.
8 steps for Future State Value Stream mapping, using my personal Lighter Factory Example,
More information and explenation to this example can be found on www.panview.nl
Value" is any action or process that a customer would be willing to pay for. Lean manufacturing is a management philosophy focused on the reduction of the "seven wastes in" order to improve overall customer value.
Process planning SMED and VSM: Single minute exchange of die and Value stream...Yatinkumar Patel
in this presentation, two methods are described which is a very useful tool for process planning and production scheduling.
also, there are examples of this methods are well described.
After discussing the Lean in Accounts Payable Process, here I am discussing, commonly used Lean tools which are used to control different types of wastes. An organization or a manufacturing unit can implement different tool for different process considering the type of waste which is to be controlled.
More Information:
https://flevy.com/browse/business-document/lean-manufacturing-160
BENEFITS OF DOCUMENT
Learn how to eliminate waste to save time and make more money.
Learn how to apply simple Lean methods and tools in the workplace to improve productivity and quality.
DOCUMENT DESCRIPTION
Lean is a management philosophy based on the Toyota Production System (TPS). With Lean Manufacturing, you will be able to enhance value for your customers by improving and smoothing the process flow and eliminating waste. Simply put, with Lean, you will be able to increase productivity and create greater customer value with less resources.
By teaching this presentation, managers and employees will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
LEARNING OBJECTIVES
1. Understand the key concepts and principles of Lean
2. Acquire knowledge on the common Lean methods and tools and their applications to eliminate waste and create more value for customers
3. Identify ways to develop "Kaizen eyes" to look for improvement opportunities
4. Describe the various Lean roles
5. Define the critical success factors for sustaining a Lean culture
CONTENTS
1. Introduction to Lean Thinking
- The case for Lean Manufacturing
- Where did Lean originate?
- Toyota's philosophy
- Lean adoption in various environments
- Impact of Lean principles in industry
- Lean applications in manufacturing, process and service industries
- What is Lean?
- What Lean is not
- Traditional thinking versus Lean thinking
- Traditional culture vs. Lean culture
- Lean management framework
- Lean and six sigma
- Benefits of Lean manufacturing
Got a question about this presentation? Email us at support@flevy.com.
Value Stream Mapping is a key component of Value Stream Management – the process by which Lean concepts and tools are utilized to minimize waste and promote one piece flow pulled by customer demand through the entire operation.
8 steps for Future State Value Stream mapping, using my personal Lighter Factory Example,
More information and explenation to this example can be found on www.panview.nl
Value" is any action or process that a customer would be willing to pay for. Lean manufacturing is a management philosophy focused on the reduction of the "seven wastes in" order to improve overall customer value.
Process planning SMED and VSM: Single minute exchange of die and Value stream...Yatinkumar Patel
in this presentation, two methods are described which is a very useful tool for process planning and production scheduling.
also, there are examples of this methods are well described.
After discussing the Lean in Accounts Payable Process, here I am discussing, commonly used Lean tools which are used to control different types of wastes. An organization or a manufacturing unit can implement different tool for different process considering the type of waste which is to be controlled.
More Information:
https://flevy.com/browse/business-document/lean-manufacturing-160
BENEFITS OF DOCUMENT
Learn how to eliminate waste to save time and make more money.
Learn how to apply simple Lean methods and tools in the workplace to improve productivity and quality.
DOCUMENT DESCRIPTION
Lean is a management philosophy based on the Toyota Production System (TPS). With Lean Manufacturing, you will be able to enhance value for your customers by improving and smoothing the process flow and eliminating waste. Simply put, with Lean, you will be able to increase productivity and create greater customer value with less resources.
By teaching this presentation, managers and employees will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
LEARNING OBJECTIVES
1. Understand the key concepts and principles of Lean
2. Acquire knowledge on the common Lean methods and tools and their applications to eliminate waste and create more value for customers
3. Identify ways to develop "Kaizen eyes" to look for improvement opportunities
4. Describe the various Lean roles
5. Define the critical success factors for sustaining a Lean culture
CONTENTS
1. Introduction to Lean Thinking
- The case for Lean Manufacturing
- Where did Lean originate?
- Toyota's philosophy
- Lean adoption in various environments
- Impact of Lean principles in industry
- Lean applications in manufacturing, process and service industries
- What is Lean?
- What Lean is not
- Traditional thinking versus Lean thinking
- Traditional culture vs. Lean culture
- Lean management framework
- Lean and six sigma
- Benefits of Lean manufacturing
Got a question about this presentation? Email us at support@flevy.com.
Value Stream Mapping is a key component of Value Stream Management – the process by which Lean concepts and tools are utilized to minimize waste and promote one piece flow pulled by customer demand through the entire operation.
The Benefits of Applying Lean Sigma for ServiceWillie Carter
Lean Six Sigma is a methodology that combines the principles of Lean manufacturing and Six Sigma quality management to improve efficiency, reduce waste, and enhance customer satisfaction in various organizations, including service organizations. While originally developed for manufacturing industries, Lean Six Sigma has been adapted and successfully applied in service sectors such as healthcare, finance, hospitality, and logistics.
The primary goal of Lean Sigma in service organizations is to identify and eliminate non-value-added activities, streamline processes, and enhance overall service delivery. It aims to create a customer-centric approach by focusing on customer requirements and continuously improving the quality and efficiency of services.
Lean Sigma utilizes a data-driven and systematic approach, incorporating various tools and techniques for problem-solving and process improvement.
By applying Lean Sigma principles in service organizations, companies can achieve benefits such as improved customer satisfaction, reduced lead times, increased productivity, enhanced quality, and cost savings. The methodology provides a structured framework to identify and eliminate waste, optimize processes, and deliver exceptional service to customers.
Enhancing Service Quality: Implementing Lean SigmaWillie Carter
Lean Sigma combines Lean and Six Sigma methodologies, benefiting service businesses in several ways (1) Streamlines processes, reducing waste and lead times, (2) improves service quality, response times, and consistency, (3) identifies and eliminates unnecessary costs, improving profitability, (4) uses data and analysis to inform decisions and improve performance, (5) involves employees in problem-solving, boosting morale and productivity, (6) involves employees in problem-solving, boosting morale and productivity, and (7) delivers higher-quality services more efficiently, gaining market share and loyalty.
Overall, Lean Sigma offers service businesses a systematic approach to improving efficiency, quality, and customer satisfaction, ultimately driving profitability and competitiveness in the marketplace.
Enhancing Service Quality: Implementing Lean SigmaWillie Carter
Lean Sigma combines Lean and Six Sigma methodologies, benefiting service businesses in several ways (1) Streamlines processes, reducing waste and lead times, (2) improves service quality, response times, and consistency, (3) identifies and eliminates unnecessary costs, improving profitability, (4) uses data and analysis to inform decisions and improve performance, (5) involves employees in problem-solving, boosting morale and productivity, (6) involves employees in problem-solving, boosting morale and productivity, and (7) delivers higher-quality services more efficiently, gaining market share and loyalty.
Overall, Lean Sigma offers service businesses a systematic approach to improving efficiency, quality, and customer satisfaction, ultimately driving profitability and competitiveness in the marketplace.
This says about the basic concepts pertaining to Process Mapping and Value Stream Mapping , as an initiative towards Lean implemntation in Industrial environment.
Overview of Lean Manufacturing and Six Sigma tools, comaprison between Lean Speed and Six Sigma Quality combining Lean with Six Sigma
Overview of DMAIC and SIX SIGMA FORMULA
Lean system in services industry presentation ahmed adelAhmed Adel
Lean Systems is described as a managerial philosophy which enhances the value perceived by the customers, by adding product and/or service features and by continuously removing non value added activities (i.e. wastes), which are concealed in any kind of process.
To reduce waste, the lean manufacturing is capitalizing on various tools at its disposal including regular process review.
In particular the five Lean principles proposed , these 5 principles are Define Value, Value stream, Flow, Pull and perfection.
These slides are from the Metrics-Based Process Mapping webinar delivered 09-29-2021.
Companion resources:
• View the recording - https://tkmg.com/webinars/metrics-based-process-mapping-3/
• Buy the book - https://tkmgacademy.com/products/metrics-based-process-mapping/
• Take the TKMG Academy course - https://tkmgacademy.com/courses/metrics-based-process-mapping/
To ensure processes are working as expected, it's a good idea to pick a handful of metrics that measure key aspects. Some processes will be more critical to the delivery of value for your company.
The group of KPIs for your organization will become a dashboard for working in the business and working on the business discussions.
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It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
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India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
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This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
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Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
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Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
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RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
2. 2
Enter Key
Data
I
Enter Key
Data
I
Enter Key
Data
Order Given Order Filled Order Packed
What is a Value Stream Map (VSM)?
• A Map of all the processes (value-added and non-value-added)
required to deliver a product or service (within a product family) to
the customer from start to end
• Identifies material flow and information flow
• Establishes the current state and helps develop the future state
• Identifies improvement opportunities
The Value Stream
3. 3
Value Stream Maps Defined
A Value Stream Map is a graphical depiction of all processes required to
transform a product or service (product/service family) from start-to-finish. It
includes both value added and non-value-added activities.
Definition of a VSM
Elements
Processes
Data for each process
Suppliers
Customers
Information processing
Value object
Features
First developed by the Lean Enterprise
Institute.
Illustrates how value flows through a
company
Shows relationship between
product/service and information
needed
Highlights where waste resides
4. 4
VSM and Process Map Difference
Value Stream Map
Process Map
It’s the sequence of operations and the tools
required to manufacture a product or deliver a
service. It’s one part of a value stream.
5. 5
• Helps us to visualize the material and information flow
• Helps us understand the relationship between material
and information flow
• Helps us to see waste
• Establishes the basis of the formation of a Lean
production system
• Allows everyone to gain a common understanding of the
current state and develop a future vision
• It becomes a roadmap for improvement
Why Map a Value Stream
6. 6
To visualize the flow of the value (as an object) and identify waste in
customer order to delivery operations
Purpose of a Value Stream Map
When to Use
When customer demand is being met but
to do so wastes time and resources
As a means to make improvements in
manageable steps
To understand how the entire
organization works together on a specific
set of processes
When to Use a Value Stream Map
Benefits
Can help shorten lead times
Can improve asset utilization
Establishes expectations for
improvements
Avoids focusing on the wrong
process(es)
Allows everyone to gain a common
understanding of the current state and
future expectations
7. 7
The Value Object
PRODUCT or
SERVICE
VALUE OBJECT
Tax Preparation Filing Form
Lunch Customer Order
Printed Wiring Board Circuit Board Fab
Consumer Loan Credit Application
Engineering Change Engineering Change Order (ECO)
The value object is a perceptible item who's fit, form and
function is improved as it makes its way through the
processes
Value Object Examples
8. 8
What is a Product/Service Family?
• A group of products or services that pass through similar
processes offering similar characteristics and features
Tools
• Quantity / Route Analysis (Q/R Analysis)
Information to record
• Product Family Name & Description
• Number of Products or Services within Family
• Demand for each Product or Service
Quantity
Frequency
Selecting a Product/Service Family
(Review of Q/R Analysis)
9. 9
Selecting a Product/Service Family
A product or service family requires materials, information and/or
people to go through all or nearly all the same processes.
– The sequence of processes required is the most important to be in a
family
– The frequency of demand is the second most important to belong
– The characteristics and/or features of the product or service can
disqualify a product from belonging to a family
– Use of process routes and quantity charts help to determine what’s in
and what’s out.
12. 12
Common Issues
• Variability and Volatility
– Avoid by only capturing the as-is of operations. Don’t use averages if
variation is high. Make sure data also reflects non-standard work.
– Make sure to capture all issues that are causing processes to be
wasteful, don’t try to make reality fit into the map. Make sure the map
reflects reality.
• Process Routes (PR) identify families that have large variation in
time required.
– Capture the range of process times (not to be confused with cycle
times), and document the high and low times along with pertinent data
• Data Availability
– If unable to capture real time data, utilize the best available data and keep
moving forward
13. 13
Process Identification
Data Gathering
Map Creation
Process
Creating the Current State Map
Walk the entire stream to document all processes
Begin at the end and go upstream
Draw map of processes
Decide what data will be collected for each process
Walk delivery to beginning again and collect data
Use actual, observed data wherever possible
Consolidate data and construct a single map by
consensus of the team
Review map as a team to verify and validate
14. 14
Some Value Stream Mapping Icons
Customer /
Vendor
90/60/30
Forecast
Electronic
Signal (App/Email)
Machine
= 6
DOR = 1500”
C/O = n/a
Uptime 100%
Quality 95%
Process
People
Process
Base-Line
Data
Push
System
Monthly
Transportation
I
Inventory
1.9 Days 1.8 Days
150 Secs 800 Secs
Process Rate
Value Added
Time
15. 15
• Process Rate (Time / Unit)
• Changeover Time (C/O)
• Machine Availability (Uptime)
• Production Batch Size
• Number of Operators
• Pack Size
• Available Working Time - # shifts & time
• Scrap Rate
• Product Variations (i.e. L, R)
• Space Used
Typical Process (Baseline) Data
16. 16
Get customer to
share as much
about their
request
(6
representatives)
Research
relevant data
lakes and
proprietary
databases
(11 admin)
Manual process
to run through 3
disjointed AI
apps.
(15 analysts)
Data sets are
compiled in an
acceptable
report format
(12 Analysts)
Reports are
reviewed for
accuracy and
precision as well
as ease of read
(5 QA Analysts)
Report is
attached to a
secure email
with a read
receipt. (2
admin)
1500 seconds 800 seconds 2040 seconds 1600 seconds 1640 seconds 500 seconds
None None 1/4 hour None 1/4 hour 1/8 hour
N/A 99% 98% 99% 100% 99.9%
5%, all “orders”
are missing
important
information
98% first pass
some missing
data and need to
go back to
customer
94% first pass,
all can be
reworked.
90% first pass
most can be
reworked
98% first pass,
most can be
reworked
100
10 58 packages
waiting for data
gathering
100 data sets
are in inventory
awaiting
analysis
179 data sets
are in inventory
or staged for
compilation
54 compiled
reports are in
inventory
10 reports are
awaiting send
Customer
Places
Order
Gather
Relevant
Data
Analyze and
Process Data
Organize
Data into
Information
Verify &
Validate Email Order
Operation
Description
Drop Off Rate
Observed
Changeover
Reliability
Quality
WIP
Data Example
17. 17
Definition: The rate a single
product or service “drops off”
from a process
DOI is observed
If DOI can’t be observed use
time stamps or other
indicators of process rates
Defining Drop Off Intervals (DOI)
Observing DOI Example
Cure
Oven
Claims Processing = 5 Clerks
Each Clerk Takes to Process = 45 minutes
DOI = (45 min. cycle ÷ 5 clerks) x 60 = 540 sec.
VSM Overview
18. 18
Definition: The time it takes for a
product or service to go through
a process
Processing Time for each unit is
independent of the quantity that
are processed together
Processing Time is an
observation
Defining Processing Time
Observing Process Time Example
Cure
Oven
Claims Processing = 5 Clerks
Each Clerk Takes to Process = 45 minutes
Processing Time = 45 min. x 60 = 2,700 sec.
19. 19
= 1
Stamp
DOI = 15”
C/O Time = 30’
Uptime = 99%
Quality = 98%
= 1
Brake Form
DOI = 20”
C/O Time = 120’
Uptime = 99%
Quality = 85%
• Demand =
100k/month
• 1 Shift
Customer
Timmy’s Tin Shop
Supplier
1X
Week
Ship
Daily
27,000 Sec
5k Pcs
Takt Time
= 5.4 sec
10 days 7 days 9 days 5 days
200 sec 15 sec 20 sec
I
15,000 Sheets
I
25k Pieces
I
45k Pieces
I
2,300 Enclosures
Current State Map Example
= 5
Cut
DOI = 10”
C/O Time = 30’
Uptime = 99%
Quality = 99%
5 Machines
Production L.T. = 31 days
Processing Time = 235 seconds
Monthly P.O.
EDI
Weekly Orders
(EDI)
ERP
System
Production Control
Weekly Build
Schedule
(Paper)
Weekly Build
Schedule
(Paper)
Weekly Build
Schedule
Paper
VSM Overview
Supplier Information Systems & Flow Customer
Lead Time and Processing Time Calculations
Processes and Data Blocks
20. 20
Questions for the Current State Map
Will you produce to finished goods or produce to deliver?
Are all the current processes producing to takt time?
Which processes can be coupled using continuous flow?
Where can pull systems couple processes that cannot flow?
Where will supermarkets and FIFO lanes be implemented?
At which single point (pacemaker) will you schedule production?
How will you level the production mix?
Where does changeover time need to be addressed?
Where do improvements in machine uptime need to be addressed?
Where are manpower improvement opportunities?
Which processes need quality (first time yield) improvements?
What changes to scheduling need to be implemented?
What other information flow improvements are required?
21. 21
What About Those Issues?
• Our Inventory & Process Blocks Could Look Like This:
Machine
DOR – 1600” – 2500”
High Variation in Milling
Time based on Model Variation
Uptime – 50% - Equipment
Unreliable / Trouble Holding
Tolerances
Scrap Rate 20% - (See above)
Process steps vary machine ops
Not always after inspection
I
Inventory of 1200
Pieces
Variable / Does Not
Represent Avg.
State
Historical Avg. Flow
Days @ 6 Days
22. 22
Marked-Up Current State Map Example
• Demand = 30,000
Enclosures/month
• 1 Shift
Production L.T. = 19.7 days
Processing Time = 275 seconds
= 5
Cut
DOI = 12”
C/O Time = 30’
Uptime = 99%
Quality = 99%
5 Machines
I = 1
Stamp
DOI = 15”
C/O Time = 30’
Uptime = 99%
Quality = 98%
= 1
Brake Form
DOI = 20”
C/O Time = 120’
Uptime = 99%
Quality = 85%
Ship
Supplier Customer
Timmy’s Tin Shop
I II
1X
Week Daily
27,000 Seconds
5k Pieces
Takt Time
= 5.4 seconds
8.5 days 3.5 days 6.2 days 1.5 days
240 sec 15 sec 20 sec
Monthly P.O.
(Faxed)
Daily Orders
(EDI)
ERP
System
Production Control
Weekly Build
Schedule
(Paper)
Weekly Build
Schedule
(Paper)
Weekly Build
Schedule
Paper
Daily Ship
Schedule
(Paper)
3,200 Sheets 5,250 Pieces 9,300 Pieces 2,300 Enclosures
30/60/90
Forecast
Reduce
Manpower
Improve
DOI
VSM Overview
23. 23
Steps to Draw the Future State Map
Start with Marked-Up Current State Map
Draw the pieces of the map that are the same
Combine processes that flow
Add supermarkets and kanban
Add additional information flow
Calculate lead-time and processing time
Identify loops on the map
VSM Overview
25. 25
• Demand =
100k/month
• 1 Shift
Future State Map Example
Ship
Supplier Customer
Timmy’s Tin Shop
1X
Week Daily
27,000 Seconds
5k Pieces
Takt Time
= 5.4 seconds
Daily Orders
(EDI)
Production
Control
Processes
Daily Ship
Schedule
(Paper)
= 2
Stamp/ Form
DOI = 15”
C/O Time = 120’
Uptime = 99%
Quality = 98%
Weekly
Replenishment.
30/60/90 day
Forecast (email)
6 days 2 days 2 days
Production L.T. = 10 days
Processing Time = 230 seconds
6 days 2 days 2 days
30 sec200 sec
= 4
Cut
DOI = 12”
C/O Time = 30’
Uptime = 99%
Quality = 99%
4 Machines
VSM Overview
26. 26
What waste will be eliminated and what will still exist?
What is the Takt Time & Pitch?
Will we “Build to FG Supermarket” or “Build to Shipping” ?
Where can we use continuous flow ?
Where do we need pull systems ?
At which single point (pacemaker) will we schedule production ?
How will we level the production mix ?
What increment of work will be released & withdrawn at pacemaker ?
What process improvements are required as Future State dictates ?
Future State Key Questions
27. 27
An Example
• Takt Time = 5.4 seconds
• Container Size = 25
• Pitch = 135 seconds (2 1/4 minutes)
PITCH
What is Pitch?
Pitch is the Takt Time multiplied by an amount, usually a
container quantity, that allows for a reasonable amount of time
to deliver and take away work from a pacemaker or monument
process.
28. 28
Do You Make to Order or to a Supermarket?
• Goal is to have only one scheduling point
• Answer to the above question will determine where that point needs to be
Process 1 Process 2
Schedule
Process 3
Customer
Build to Supermarket:
Process 1 Process 2 Process 3
Customer
Schedule
FIFO
Process 4
FIFO
Build to Order:
STOP
If full
29. 29
Flow where you can
• Combine de-coupled processes
Caution!
• Keep in mind product families and similar work content
• Look for logical breaks
For Starters
• Combine Continuous Flow with Pull/FIFO systems
• Proceed to Continuous Flow as more capability,
availability, & adequate equipment established
Flow Production
30. 30
“Pull where you cannot Flow”
• Operation Cycle Time Limitations
• Process Location
• Unreliable Processes
• Long Lead Time Processes
• Upstream Processes operating in Batch Mode
Caution!
• Product/Service variations may be limiting factor
Pull Production
31. 31
Additional Things to Think About
• How can we move forward with our implementation without hurting
production?
• How will we manage the new production system (Visual Controls)?
• Who will perform the various roles in the new system?
– Cross training requirements
– Material Handling (Water Spider Concepts)
– Focused Teams
• Production
• Supervision
• Material Support
• Engineering Support
• Customer Service
• Scheduling
• Planning
• Purchasing
• Quality
• Continuous Improvement (Lean)
32. 32
Identifying “Loops” in the Future State Map
• A “Loop” is a logical grouping of improvements to be made to the
Current State in order to achieve the Future State
• Loops are used to link focus improvement activities in the Value
Stream Plan in a manner around a particular new capability in the
Future State
• Loops are used to logically sequence improvement activities in the
Value Stream Plan so that the Future State is achieved through
incremental phased implementation vs. “big bang” (everything at
once)
VSM Overview
33. 33
• Demand =
100k/month
• 1 Shift
Future State Map Example with Loops
Ship
Supplier Customer
Timmy’s Tin Shop
1X
Week Daily
27,000 Seconds
5k Pieces
Takt Time
= 5.4 seconds
Daily Orders
(EDI)
Production
Control
Daily Ship
Schedule
(Paper)
= 2
Stamp/ Form
DOI = 15”
C/O Time = 120’
Uptime = 99%
Quality = 98%
Weekly
Replenishment.
30/60/90 day
Forecast (email)
6 days 2 days 2 days
Production L.T. = 10 days
Processing Time = 230 seconds
6 days 2 days 2 days
30 sec200 sec
Pacemaker Loop
Information Loop
= 4
Cut
DOI = 12”
C/O Time = 30’
Uptime = 99%
Quality = 99%
4 Machines Mfg Loop
Supplier
Loop
VSM Overview
34. 34
• Prioritizes specific actions
• Measures progress and success
• Assigns responsibilities
• Ensures actions are completed on time
Plan to Achieve Future State Value Stream
35. 35
Value Stream Plan Example
VSM Overview
Process Owner:
Action Item Who Start Date
Planned
Completion
Date
Actual
Completion
Date
Mon Tue Wed Thur Fri
Comments
Action Plan
Timeline
Team Members:
36. 36
Role of Leadership in the use of Value Stream Mapping
• Support VSM events and activities
– Create an environment for teams to be successful
– Funding, Time and Resources
– Decision-making as needed
• Define and communicate the context of the improvements in
relation to overall business strategy
– Ensures employees don’t make changes that will later be negated by
decisions outside their control
• Communicate business priorities of improvements to be made
37. 37
Role of the Value Stream Manager
• The Value Stream Manager is operational responsible for the
processes, people and technology.
• Responsible for chartering improvement events related to the Value
Stream
• Responsible for the Value Stream Plan
38. 38
• When the Future State becomes a reality, it
automatically becomes the new current state
• Go back to the strategy developed for the company
and re-prioritize value stream maps needed
• Communicate, communicate, communicate
Is That It?