Value streammapping cascadiait2014-mceniry
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This document provides an overview of value stream mapping as a Lean technique. It discusses how to map the current and future states of a value stream by visualizing the flow of materials and information from raw materials to the customer. Key aspects covered include identifying processes, work centers, inputs/outputs, and wait times to understand where waste exists. The document uses an example of storage provisioning to demonstrate mapping multiple levels from individual processes to the full value stream and planning improvements.
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Value streammapping cascadiait2014-mceniry
- 1. Value Stream Mapping Your Workflows for Fun and Profit Chris “Mac” McEniry @macmceniry Cascadia IT 2014
- 2. What are we doing here?
- 4. Does this sound familiar? • “Create a single piece batch” • “Create a pull system” • “A Kanban board helps you visualize the workflow” • “Limit your Work-in-Progress” • “Eliminate Waste” • “Understand your Value Stream”
- 5. These are all Lean terms
- 6. What concrete examples can you recall to demonstrate them?
- 7. n! ea s L e p l y iqu A p chn Te 100 Dep loy per Day s ! http://upload.wikimedia.org/wikipedia/en/d/dd/Gnomes_plan.png Does your DevOps/Lean/Agile transformation feel like this?
- 8. n! ea rt L e xp E IT https://plus.google.com/+GeeksfunBlogspot/posts/SaacofYh8Dh How does a Lean Expert see us?
- 9. http://upload.wikimedia.org/wikipedia/commons/a/a4/Socrates_Louvre.jpg Maybe it’s time to get back to the source material…
- 10. What is Lean? The core idea is to maximize customer value while minimizing waste. Simply, lean means creating more value for customers with fewer resources. http://www.lean.org/whatslean/
- 12. Step-by-step Transition Formation Process 1. Find a change agent 2. Find a sensei 3. Seize (or create) a crisis to motivate action 4. Map the entire value stream 5. Pick something important and get started removing waste quickly Lean Thinking, Chapter 11
- 13. Let me try… 1. I’m the change agent. 2. I read the Netflix and Etsy blogs, and those are awesome things. 3. I know our deployment pipeline is monstrous, so we should fix that fast. 4. Not sure what this means… so, let me go on to step 5.
- 14. Let me try… 5.
- 15. Step-by-step Transition Formation Process 1. Find a change agent 2. Find a sensei 3. Seize (or create) a crisis to motivate action 4. Map the entire value stream 5. Pick something important and get started removing waste quickly Lean Thinking, Chapter 11
- 16. Step-by-step Transition Formation Process 1. Find a change agent o g r g a in C lt u C 2. Find a sensei 3. Seize (or create) a crisis to motivate action 4. Map the entire value stream 5. Pick something important and get started removing waste quickly Lean Thinking, Chapter 11
- 17. How do we map the Value Stream?
- 18. What is the Value Stream?
- 19. Value • How long does it take for you to provide… • a desktop? • a server? • a DNS update? • storage?
- 20. “Value stream mapping is a lean manufacturing technique used to analyze and design the flow of materials and information required to bring a product or service to a consumer. At Toyota, where the technique originated, it is known as ‘material and information flow mapping’. It can be applied to nearly any value chain.”
- 21. Every action you perform to deliver a product or service, should be adding value to your customer. ! The Value Stream is a visualization of this principle.
- 22. How do we map the Value Stream?
- 23. Multiple Levels • The Process Level helps you identify the exact inputs and outputs, the tools, time and people required, and a repeatable method for implementing. • The “Factory” Level helps you identity the in between where Work-in-Progress waits in queues. • The “Inter-factory” Level were handoffs are even more disjoint.
- 24. Process Level • Focus is on Inputs/Outputs • Materials/Products and Work Centers
- 26. The Production DB is running out of space!
- 27. Request
- 28. Request Analysis
- 32. Raw Disk Request Analysis Build Order Build LUNs Ports Raw LUNs Map LUNs to Ports Mapped LUNS
- 33. Raw Disk Request Analysis Build Order Ports Build LUNs Raw LUNs Map LUNs to Ports Host LUNs LUN Scan on Host Mapped LUNS
- 34. Raw Disk Request Analysis Build Order Validate Validated LUNs Ports Build LUNs Raw LUNs Map LUNs to Ports Host LUNs LUN Scan on Host Mapped LUNS
- 35. Raw Disk Request Analysis Build Order Validate Validated LUNs Ports Build LUNs Raw LUNs Map LUNs to Ports Host LUNs LUN Scan on Host Mapped LUNS Materials and Products
- 36. Raw Disk Request Analysis Build Order Validate Validated LUNs Ports Build LUNs Raw LUNs Map LUNs to Ports Host LUNs LUN Scan on Host Mapped LUNS Work Centers
- 37. Analysis Inputs Request Machine SAN Usage Reports Man Ted, Bob (Architects) Method OpSheet #87 Measure 45 minutes Output Build Order
- 38. Build LUNs Inputs Build Order, Raw Disk Machine SAN Management Interface Man Steve, Bill (Engineers) Method OpSheet #42 Measure 2 hours Output Raw LUNs
- 39. Map LUNs to Ports Inputs Raw LUNs, Ports Machine SAN Switches Man Steve, Bill (Engineers) Method OpSheet #43 Measure 30 minutes Output Mapped LUNs
- 40. LUN Scan on Host Inputs Mapped LUNs Machine Host Man Steve, Bill, Frank, Cheryl, Cat (Engineers) Method OpSheet #44 Measure 30 minutes Output Host LUNs
- 42. Factory Level • Incorporate the breaks between individual processes • Show were Work-in-Progress waits, where no value is added
- 43. Central Resource Planning Request Vendor Block Storage Provisioning Storage Ordering Wait Time Value 6 weeks 8 hours 3 days 4 hours 4 hours DB 3 days 7 weeks 12 hours
- 44. Central Resource Planning Vendor Request Block Storage Provisioning Storage Ordering Wait Time Value 6 weeks 8 hours 3 days 4 hours 4 hours DB Valid LUNs 3 days 7 weeks 12 hours
- 45. Vendor Request Block Storage Provisioning Storage Ordering Disk Wait Time Value 6 weeks 8 hours 3 days 4 hours 4 hours DB Valid LUNs 3 days 7 weeks 12 hours
- 46. Vendor Request Order Block Storage Provisioning Storage Ordering Disk Wait Time Value 6 weeks 8 hours 3 days 4 hours 4 hours DB Valid LUNs 3 days 7 weeks 12 hours
- 47. Vendor Request Order Block Storage Provisioning Storage Ordering Disk Wait Time Value 6 weeks 8 hours 3 days 4 hours 4 hours DB Valid LUNs 3 days 7 weeks 12 hours
- 48. Current State • Shows the Value Stream, as it is NOW • Don’t make an effort to improve it until you know how it looks like.
- 49. How can we improve this? Vendor Request Order Block Storage Provisioning Storage Ordering Disk Wait Time Value 6 weeks 8 hours 3 days 4 hours 4 hours DB Valid LUNs 3 days 7 weeks 12 hours
- 50. Pull it from the Shelf • Have one process just pull out what it needs. • The other process just has to make sure that enough is available at any given time. • (You’re probably already doing this in many places.) http://c3.staticflickr.com/3/2071/2132323232_27745788fe_b.jpg
- 51. Disk Vendor Storage Ordering Wait Time Value 6 weeks 8 hours 100 Disks Disk 10 Disks (1 Raid Group) Request Disk 3 days Block Storage Provisioning 4 hours 4 hours DB Valid LUNs 3 days 3.5 days 7 weeks 12 hours 4 hours
- 52. Disk Vendor Storage Ordering Wait Time Value 6 weeks 8 hours 100 Disks Disk LUNs 10 Disks (1 Raid Group) Disk 3 days 20 LUNs 1 LUN LUNs Block Storage Provisioning 4 hours 4 hours LUNs DB 3 days 0 days 3.5 days 7 weeks 12 hours 4 hours 0 days
- 53. Future State • This is the model of where we want to go. • Now we can start building a considered plan for how to get there.
- 55. HAR BE E T NS HER RAGO D Disk Vendor Storage Ordering 100 Disks Disk LUNs 10 Disks (1 Raid Group) Disk 20 LUNs LUNs Block Storage Provisioning NTORY INVE Wait Time Value 6 weeks 8 hours 3 days 1 LUN LUNs DB NTORY INVE 4 hours 4 hours 3 days 0 days 3.5 days 7 weeks 12 hours 4 hours 0 days
- 56. Other Lean Areas • 7 Areas of Waste (e.g. dealing with inventory) • Batching vs Single Piece Flow • Standard Work • Variance and Compounding Impact • Production Leveling • Kanban Board