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value stream mapping and metrics based process mapping

The document outlines the differences and similarities between value stream mapping (VSM) and metrics-based process mapping (MBPM), emphasizing their respective purposes in strategic and tactical improvement plans. It provides insights on team composition, creation timing, perspectives, and key metrics used for each mapping type. It also highlights the importance of effective facilitation in each mapping process.

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 Consultant – We help clients in all industries establish and grow Lean management systems, globally.  Author & Speaker: Karen Martin, President The Karen Martin Group, Inc. @karenmartinopex 2 www.ksmartin.com/subscribe Shingo Award Winning Shingo Award Winning ON SALE NOW!
After the Webinar… 3 • Please provide feedback • Materials: www.slideshare.net/karenmartingroup • Recorded webinars: • www.ksmartin.com/webinars • www.youtube.com/karenmartingroup • www.vimeo.com/karenmartingroup • www.slideshare.net/karenmartingroup
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You will learn… • The similarities and differences between value stream maps (VSM) and metrics-based process maps (MBPM). • The circumstances under which to select each type of map. • Tips for successful mapping activities.
Value Stream Mapping vs. Metrics-Based Process Mapping © 2015 The Karen Martin Group, Inc. 8 Feature Value Stream Mapping Metrics-Based Process Mapping Purpose / outcome Strategic improvement plan Tactical improvement plan Team composition Cross-functional; leadership heavy Cross-functional; frontline heavy When created Precedes kaizen events, projects, etc. During kaizen events, projects, etc. Perspective Macro – Interconnected processes Micro – Steps within each processes Physical look Circular loop; request to delivery Swim lanes Information flow Essential component Less obvious Key metrics Lead time (LT), Process time (PT), Percent Complete & Accurate (%C&A) Lead time (LT), Process time (PT), Percent Complete & Accurate (%C&A) Facilitator Must be strong & able to relate to strategic thinkers Must be strong & able to relate to the people who do the work How long to create? 3 days 1-2 days
Value Stream Mapping vs. Metrics-Based Process Mapping © 2015 The Karen Martin Group, Inc. 9 Feature Value Stream Mapping Metrics-Based Process Mapping Purpose / outcome Strategic improvement plan Tactical improvement plan Team composition Cross-functional; leadership heavy Cross-functional; frontline heavy When created Precedes kaizen events, projects, etc. During kaizen events, projects, etc. Perspective Macro – Interconnected processes Micro – Steps within each processes Physical look Circular loop; request to delivery Swim lanes Information flow Essential component Less obvious Key metrics Lead time (LT), Process time (PT), Percent Complete & Accurate (%C&A) Lead time (LT), Process time (PT), Percent Complete & Accurate (%C&A) Facilitator Must be strong & able to relate to strategic thinkers Must be strong & able to relate to the people who do the work How long to create? 3 days 1-2 days
What problem are you trying to solve? © 2015 The Karen Martin Group, Inc. 10 Desired State (or known standard) Current State Gap = Problem
Value Stream Mapping vs. Metrics-Based Process Mapping © 2015 The Karen Martin Group, Inc. 11 Feature Value Stream Mapping Metrics-Based Process Mapping Purpose / outcome Strategic improvement plan Tactical improvement plan Team composition Cross-functional; leadership heavy Cross-functional; frontline heavy When created Precedes kaizen events, projects, etc. During kaizen events, projects, etc. Perspective Macro – Interconnected processes Micro – Steps within each processes Physical look Circular loop; request to delivery Swim lanes Information flow Essential component Less obvious Key metrics Lead time (LT), Process time (PT), Percent Complete & Accurate (%C&A) Lead time (LT), Process time (PT), Percent Complete & Accurate (%C&A) Facilitator Must be strong & able to relate to strategic thinkers Must be strong & able to relate to the people who do the work How long to create? 3 days 1-2 days
Value Stream Transformation is Strategic © 2015 The Karen Martin Group, Inc. 12 For more information, see Value Stream Mapping, Karen Martin & Mike Osterling
Process Improvement is Tactical © 2015 The Karen Martin Group, Inc. 13 For more information, see Metrics-Based Process Mapping, Karen Martin & Mike Osterling
Value Stream Mapping vs. Metrics-Based Process Mapping © 2015 The Karen Martin Group, Inc. 14 Feature Value Stream Mapping Metrics-Based Process Mapping Purpose / outcome Strategic improvement plan Tactical improvement plan Team composition Cross-functional; leadership heavy Cross-functional; frontline heavy When created Precedes kaizen events, projects, etc. During kaizen events, projects, etc. Perspective Macro – Interconnected processes Micro – Steps within each processes Physical look Circular loop; request to delivery Swim lanes Information flow Essential component Less obvious Key metrics Lead time (LT), Process time (PT), Percent Complete & Accurate (%C&A) Lead time (LT), Process time (PT), Percent Complete & Accurate (%C&A) Facilitator Must be strong & able to relate to strategic thinkers Must be strong & able to relate to the people who do the work How long to create? 3 days 1-2 days
Work: Degrees of Granularity Value Stream Process Process Process Step StepStep 15 Macro Perspective • Define strategic direction (“what”) • Heavy leadership involvement • Value Stream Mapping Micro Perspective • Identify the tactical “how” • Heavy frontline involvement • Metrics-Based Process Mapping
Which do you need? Macro or Micro View? 16
Work: Levels of Granularity © 2015 The Karen Martin Group, Inc. 17 Negotiate contract Process order Configure software Value Stream Process Negotiate pricing Approve Negotiate terms Approve Execute
Degrees of Granularity: Hiring Value Stream Hire Recruit Select Onboard Write job description Post externally Post internally 18 Process-level Perspective Value-stream Perspective
What problem are you trying to solve? © 2015 The Karen Martin Group, Inc. 19 Desired State (or known standard) Current State Gap = Problem
Value Stream Mapping vs. Metrics-Based Process Mapping © 2015 The Karen Martin Group, Inc. 20 Feature Value Stream Mapping Metrics-Based Process Mapping Purpose / outcome Strategic improvement plan Tactical improvement plan Team composition Cross-functional; leadership heavy Cross-functional; frontline heavy When created Precedes kaizen events, projects, etc. During kaizen events, projects, etc. Perspective Macro – Interconnected processes Micro – Steps within each processes Physical look Circular loop; request to delivery Swim lanes Information flow Essential component Less obvious Key metrics Lead time (LT), Process time (PT), Percent Complete & Accurate (%C&A) Lead time (LT), Process time (PT), Percent Complete & Accurate (%C&A) Facilitator Must be strong & able to relate to strategic thinkers Must be strong & able to relate to the people who do the work How long to create? 3 days 1-2 days
Visualize the entire cycle of value delivery on a single sheet of paper 21
Timeline 3 Basic Value Stream Map Work Flow Information Flow 1 2
Customer 0.0 hrs. 0.5 days 1.0 hrs. 5.0 days 3.6 hrs. 0.6 days 0.0 hrs. 1.0 days 0.2 hrs. 0.5 days 16.0 hrs. 0.0 hrs. 7.0 days 8.0 hrs. 0.0 hrs. 7.0 days 0.1 hrs. 26.0 days 0.0 hrs. 0.2 days Total LT = Total PT = ActivityRa SAP Summary Invoice (Excel)Obtain Order; Enter Order in Offline Order Form Sales (Key at night) LT = 4.5 hrs. PT = 18 mins. %C&A: 80% 1 Review & Release Credit Holds Sales LT = 4 hrs. PT = 10 mins. %C&A: 99% 3 Issue DO To Transporter; Create Pick List WH1 LT = 8 hrs. PT = 1 mins. %C&A: 95% 5 Pick & Load Order Logistics LT = 4 hrs. PT = 15 mins. %C&A: 95% 6 Collect POD from Customer Transporter LT = 2 days 7 Collect POD From Transporter WH1 LT = 7 days PT = 1 mins. %C&A: 99% 8 Deliver POD to Accounting Messenger Batch = 1x/day LT = 1 days 9 Review POD For Accuracy Accounting LT = 7 days PT = 2 mins. %C&A: 99% 10 Deliv er Bill; Collect from Customer; Deposit Sales Batch = 1x monthly LT = 26 days PT = 5 mins. 11 COLOR LEGEND Logistics / W arehouse Sales Order Management Production 10% 90% Produce Product Plant 1 LT = 280 mins. PT = 215 mins. %C&A: 99% 4B Pick & Load Order WH2 LT = 40 mins. PT = 3 mins. %C&A: 99% 5B 40 Days Delivery to Payment Received3.5 Days Order Receipt to Ship MonthlySales Volume Wk1 = 14-23% Wk2 = 19-24% Wk3 = 23-25% Wk4 = 30-42% Obtain & Revise Sales Forecast Sales LT = 0 days PT = 270 mins. %C&A: 99% 1B Hold S&OP Meeting 6-7 People LT = 5 days PT = 3 hrs. %C&A: 99% 2B Create Production Plan Production Planning LT = 5 days PT = 1 hrs. %C&A: 99% 3B Produce Product Plant 2 LT = 280 mins. PT = 215 mins. %C&A: 99% 4C Offline Order Form Enter Payment; Clear Billing Accounting LT = 2 hrs. PT = 1 mins. %C&A: 99% 12 Accounting Delivery Order (DO) Pick List Proof of Delivery (POD) Transfer Report Prod. Plan Check Stock & Reallocate Logistics & Warehouse Batch = 1x/day LT = 4 hrs. PT = 2 mins. %C&A: 99% 4 Prod. Plan plier Receive Material Store 3C Current State Value Stream Map Order to Cash
Customer 3.0 hrs. 21.0 days 1.0 hrs. 5.0 days 3.6 hrs. 0.6 days 0.0 hrs. 0.5 days 15.0 hrs. 30.0 days 0.0 hrs. 7.0 days 8.0 hrs. 0.0 hrs. 5.0 days 0.1 hrs. 26.0 days 0.0 hrs. 0.2 days Tota Tota Acti SAP Collect Order From Customer Sales LT = 15 mins. PT = 15 mins. %C&A: 99% 2 Collect Customer Orders Order Mgmt LT = 15 mins. PT = 15 mins. %C&A: 99% 2B Review & Release Credit Holds Sales LT = 4 hrs. PT = 10 mins. 3 Issue DO To Transporter WH1 LT = 4 hrs. PT = 1 mins. 4 Load & Prepare Invoice Logistics LT = 4 hrs. PT = 15 hrs. 5 Collect POD from Customer Transporter LT = 2 days 6 Enter POD WH1 LT = 7 days PT = 1 mins. %C&A: 99% 7 Deliver POD to Accounting Messenger LT = 1 days 8 Rev iew POD for Accuracy; Email Receipt to Sales Accounting LT = 5 days PT = 2 mins. 9 Produce Product Plant 1 LT = 285 mins. PT = 215 mins. %C&A: 99% 3B Pick & Stage WH2 PT = 15 mins. %C&A: 95% 4B Create Production Plan Production Planning LT = 5 days PT = 1 hrs. %C&A: 99% 2C 2% Produce Product Plant 2 LT = 285 mins. PT = 215 mins. %C&A: 99% 3C Accept Customer e-Payment Bank LT = 30 days PT = 0 hrs. %C&A: 99% 6B Enter Payment, Clear Billing Accounting LT = 2 hrs. PT = 1 mins. 11 Invoice 70%30% Hold S&OP Meeting LT = 1 mo. PT = 3 hrs. 1 40 Days Delivery to Payment Received1.5 Days Order Receipt to Ship MonthlySales Volume Wk1 = 25% Wk2 = 25% Wk3 = 25% Wk4 = 25% Prod. Plan Prod. Plan Pick List Invoice Excel Sheet Inv entory Report Deliv er Receipt & Collect from Customer Sales Batch = 1x monthly LT = 26 days PT = 5 mins. 10 POD 50% 50% 98% COLOR LEGEND Logistics / W arehouse Sales Order Management Production Accounting Future State Value Stream Map Order to Cash
© 2015 The Karen Martin Group, Inc. 25 Current State Value Stream Map Outpatient Imaging
© 2015 The Karen Martin Group, Inc. 26 Future State Value Stream Map Outpatient Imaging
Traditional Mapping Method: Process Flow Chart How is this process performing? Look up Customer in Eclipse SALES New Customer? Enter Order SALES Print Ship Ticket SALES Load Trucks SHIPPING Enter Customer Information ADMIN Perform Credit Check FINANCE Okay? Notify Sales COD Only; Notify Admin to update Customer Profile FINANCE Yes No No Yes Product in Stock? Yes Order Material PURCHASING No Receive Material RECEIVING
Complete New Hire Setup Form Complete Drug test within 24 hours HR Receives results within 3 days and issues offer letter P: Setup New hire as a vendor IT: Setup user logins and provide hardware, if needed, F: Assign vehicle, issue cell phone order uniforms and guides, if needed. Submit Candidate for background check and drug test. HR Issues Employee ID and Notifies HM & Support Organizations Signs offer letter and required yellow forms. Fax to HR Call candidate to welcome and remind to complete forms Gather Support items to transfer to new hire on day one New Hire Setup Process Map Good training tool, but how do we know what to improve? CandidateHiringManagerAdministratorHumanResources SupportTeam[IT, Purchasing(P), Fleet(F)]
Value Stream Map ≠ Swim Lane Process Map Benefits Administrator Receive negative drug screen results Complete “New Hire Approval” form; send to recruiter Recruiter Sign “New Hire Approval” form Recruiter Sign “New Hire Approval” form Set up employee in SAP; notify hiring manager Hiring Manager Request laptop on “New Hire Equip. Request” form IT Manager Approve “New Hire Equip. Request” 29
Metrics-Based Process Mapping (MBPM)
The Improved State Becomes Standard Work 0 1 0 15 6 -1 0 Activity PT LT %C&A Activity PT LT %C&A Activity PT LT %C&A Activity PT LT %C&A Activity PT LT %C&A 1 Fax PO to Sales Rep 0 0 45% 2 Review PO; clarify with customer as needed 20 2 90% Fax PO to warehouse 10 4 90% 5 6 Check inventory levels; notify Sales Rep re: status 5 4 95% Fax PO to Sales Rep 5 0.33 90% 0 20 10 5 5 0 2 4 4 0.33 45% 90% 90% 95% 90% 0 20 10 5 5 Rolled %C&A Critical Path LT Total PT Critical Path PT 5431 2 Mary Townsend Hours Worked per Day Sally Dampier Occurrences per Year Sam Parks Current State Metrics-Based Process Map Dave Morgan25-Jun-08 8 Facilitator Process Details Michael Prichard Order FulfillmentProcess Name Specific Conditions Domestic orders through sales force 37,500 Date Mapped Sean Michaels Sales Rep Ryan AustinDiane O'Shea Mapping Team LT Units Function / Department PT Units Step # ► Customer Finance Warehouse / Shipping Seconds Minutes Hours Days Seconds Minutes Hours Days Excel tool included with Metrics-Based Process Mapping book
Value Stream Mapping vs. Metrics-Based Process Mapping © 2015 The Karen Martin Group, Inc. 32 Feature Value Stream Mapping Metrics-Based Process Mapping Purpose / outcome Strategic improvement plan Tactical improvement plan Team composition Cross-functional; leadership heavy Cross-functional; frontline heavy When created Precedes kaizen events, projects, etc. During kaizen events, projects, etc. Perspective Macro – Interconnected processes Micro – Steps within each processes Physical look Circular loop; request to delivery Swim lanes Information flow Essential component Less obvious Key metrics Lead time (LT), Process time (PT), Percent Complete & Accurate (%C&A) Lead time (LT), Process time (PT), Percent Complete & Accurate (%C&A) Facilitator Must be strong & able to relate to strategic thinkers Must be strong & able to relate to the people who do the work How long to create? 3 days 1-2 days
Current State Value Stream Map Outpatient Imaging
34 Value Stream Maps Help Visualize Problems
Value Stream Mapping vs. Metrics-Based Process Mapping © 2015 The Karen Martin Group, Inc. 35 Feature Value Stream Mapping Metrics-Based Process Mapping Purpose / outcome Strategic improvement plan Tactical improvement plan Team composition Cross-functional; leadership heavy Cross-functional; frontline heavy When created Precedes kaizen events, projects, etc. During kaizen events, projects, etc. Perspective Macro – Interconnected processes Micro – Steps within each processes Physical look Circular loop; request to delivery Swim lanes Information flow Essential component Less obvious Key metrics Lead time (LT), Process time (PT), Percent Complete & Accurate (%C&A) Lead time (LT), Process time (PT), Percent Complete & Accurate (%C&A) Facilitator Must be strong & able to relate to strategic thinkers Must be strong & able to relate to the people who do the work How long to create? 3 days 1-2 days
VSM & MBPM: Same Metrics 36 Barriers to flow # people PT LT%C&A
Value Stream Mapping vs. Metrics-Based Process Mapping © 2015 The Karen Martin Group, Inc. 37 Feature Value Stream Mapping Metrics-Based Process Mapping Purpose / outcome Strategic improvement plan Tactical improvement plan Team composition Cross-functional; leadership heavy Cross-functional; frontline heavy When created Precedes kaizen events, projects, etc. During kaizen events, projects, etc. Perspective Macro – Interconnected processes Micro – Steps within each processes Physical look Circular loop; request to delivery Swim lanes Information flow Essential component Less obvious Key metrics Lead time (LT), Process time (PT), Percent Complete & Accurate (%C&A) Lead time (LT), Process time (PT), Percent Complete & Accurate (%C&A) Facilitator Must be strong & able to relate to strategic thinkers Must be strong & able to relate to the people who do the work How long to create? 3 days 1-2 days
© 2015 The Karen Martin Group, Inc. 38
Real-World VSM Facilitation Examples • Two VPs arguing over which leader’s area should perform a certain process • Discussion about outsourcing a functional area that will result in 30 people being laid off • Candid discussion about the risk of losing the company’s #1 customer • Candid discussion about a legal or regulatory matter • Value stream needs level loading, work balancing and pull © 2015 The Karen Martin Group, Inc. 39
Real-World MBPM Facilitation Examples • Frontline team member begins to recognize that the work he does is 100% non-value-adding • Supervisor dictates future state improvement ideas • Manager reveals that she doesn’t support the targets begin set (nor the objective of the mapping session) • Team doesn’t feel authorized to make tactical decisions • Two team members have obvious tension between them • A team member shuts down © 2015 The Karen Martin Group, Inc. 40
Value Stream Mapping vs. Metrics-Based Process Mapping © 2015 The Karen Martin Group, Inc. 41 Feature Value Stream Mapping Metrics-Based Process Mapping Purpose / outcome Strategic improvement plan Tactical improvement plan Team composition Cross-functional; leadership heavy Cross-functional; frontline heavy When created Precedes kaizen events, projects, etc. During kaizen events, projects, etc. Perspective Macro – Interconnected processes Micro – Steps within each processes Physical look Circular loop; request to delivery Swim lanes Information flow Essential component Less obvious Key metrics Lead time (LT), Process time (PT), Percent Complete & Accurate (%C&A) Lead time (LT), Process time (PT), Percent Complete & Accurate (%C&A) Facilitator Must be strong & able to relate to strategic thinkers Must be strong & able to relate to the people who do the work How long to create? 3 days 1-2 days
Prepare Understand Current State Design Future State Develop Transformation Plan Execute Transformation Plan Three Consecutive Days4 Weeks Prior to Mapping Following Mapping Repeat Value Stream Mapping Phases and Timing 42
Prepare Understand Current State Design Future State Develop Transformation Plan or Execute Execute Transformation Plan 1-2 Consecutive Days4 Weeks Prior to Mapping Following Mapping Repeat Metrics-Based Process Mapping Phases and Timing 43
Mapping Tips
45 1 2 1 3 2 4 3 5 4 5 1 6 2 7 3 8 4 9 5 10 1 2 1 3 2 4 3 5 4 1 2 3 4 Specific Conditions Engineer to order, requires both hardware & software customization Value Stream Champion Nancy Little Demand Rate 1,000 per year Facilitator Dave Parks Value Stream Mapping Charter Scope Accountable Parties Logistics Value Stream Capital equipment Executive Sponsor Allen Ward Event Dates & Times July 24-26, 2013 8:00 am - 5:00 pm Last Step Production ships product Boundaries & Limitations No new software; only minor changes to existing IT systems; no additional staff; no budget changes Briefing Attendees ** required *optional ** Allen W (COO), Joe M (CIO), Sal T (VP Sales) * Bruce R (VP Ops), Carlos P (HR), Su T (CFO), Bill M (VP CS) Base-camp Location Surf's Up - Room A Trigger Customer submits RFQ First Step Sales reviews the RFQ Logistics Coordinator Dave Parks Meals Provided Continential breakfast & lunch Desire to stay ahead of the competition & deepen customer loyalty. Function / Title Name Contact Information Forecasted growth of 15% for next fiscal year. Sales, Director Sean Michaels Briefing Dates & Times July 24, 25, & 26 4:00-5:00 pmImprovement Time Frame Future state design is fully realized by December 31, 2013. Current State Problems & Business Needs Mapping Team Competition's RFQ LT is 1 wk; PO to delivery is 4 wks Scrum Master Ryan Austin Goals & Measurable Target Conditions Engineering, Vice President Nancy Little Unclear & incorrect information flowing through value stream. IT, Director Diana Marie RFQ lead time = 2 weeks; PO to software dev lead time = 5 weeks Finance, Controller Dave Gerald Improve quality of information flowing throughout value stream. Customer (contract manufacturer) JR Hunt Reduce RFQ LT from 2 weeks to 3 days (70% improvement). Manufacturing, Director Ambreen Motiwala Reduce PO to software dev LT from 5 wks to 3 wks (40% improvement) Customer Service, Manager Danny Tran Faster delivery; less hassle; less cost. Function Name Contact Information Better working relationships between sales, estimating & engineering. Planning / Purchasing, Planner Lourdes Dwyer Benefits to Customers & Business On-Call Support Relevant Data Agreement Freed capacity to absorb additional business w/o increasing staff. Production Supervisor Tom St. James Operational: LT in segments (RFQ to quote; PO to development). Signature: Signature: Signature: Sales effectiveness: RFQ conversion rate. Executive Sponsor Value Stream Champion Facilitator Financial: Estimate-to-actual cost comparison. Date: Date: Date:
Value Stream Scoping Diagram Defining Specific Conditions Golden State Equipment, Inc. Capital Equipment Catalog Configure to order Engineer to order Custom hardware Custom software Both New Product Development Spares & subassemblies Catalog Engineer to order 46
47 1 2 1 3 2 4 3 5 4 5 1 6 2 7 3 8 4 9 5 10 1 2 1 3 2 4 3 5 4 1 2 3 4 Specific Conditions Engineer to order, requires both hardware & software customization Value Stream Champion Nancy Little Demand Rate 1,000 per year Facilitator Dave Parks Value Stream Mapping Charter Scope Accountable Parties Logistics Value Stream Capital equipment Executive Sponsor Allen Ward Event Dates & Times July 24-26, 2013 8:00 am - 5:00 pm Last Step Production ships product Boundaries & Limitations No new software; only minor changes to existing IT systems; no additional staff; no budget changes Briefing Attendees ** required *optional ** Allen W (COO), Joe M (CIO), Sal T (VP Sales) * Bruce R (VP Ops), Carlos P (HR), Su T (CFO), Bill M (VP CS) Base-camp Location Surf's Up - Room A Trigger Customer submits RFQ First Step Sales reviews the RFQ Logistics Coordinator Dave Parks Meals Provided Continential breakfast & lunch Desire to stay ahead of the competition & deepen customer loyalty. Function / Title Name Contact Information Forecasted growth of 15% for next fiscal year. Sales, Director Sean Michaels Briefing Dates & Times July 24, 25, & 26 4:00-5:00 pmImprovement Time Frame Future state design is fully realized by December 31, 2013. Current State Problems & Business Needs Mapping Team Competition's RFQ LT is 1 wk; PO to delivery is 4 wks Scrum Master Ryan Austin Goals & Measurable Target Conditions Engineering, Vice President Nancy Little Unclear & incorrect information flowing through value stream. IT, Director Diana Marie RFQ lead time = 2 weeks; PO to software dev lead time = 5 weeks Finance, Controller Dave Gerald Improve quality of information flowing throughout value stream. Customer (contract manufacturer) JR Hunt Reduce RFQ LT from 2 weeks to 3 days (70% improvement). Manufacturing, Director Ambreen Motiwala Reduce PO to software dev LT from 5 wks to 3 wks (40% improvement) Customer Service, Manager Danny Tran Faster delivery; less hassle; less cost. Function Name Contact Information Better working relationships between sales, estimating & engineering. Planning / Purchasing, Planner Lourdes Dwyer Benefits to Customers & Business On-Call Support Relevant Data Agreement Freed capacity to absorb additional business w/o increasing staff. Production Supervisor Tom St. James Operational: LT in segments (RFQ to quote; PO to development). Signature: Signature: Signature: Sales effectiveness: RFQ conversion rate. Executive Sponsor Value Stream Champion Facilitator Financial: Estimate-to-actual cost comparison. Date: Date: Date: 10 people max!
Daily Briefings #1 – Reduce resistance #2 – Build consensus #3 – Gain commitment
49 Mapping results are proportional to the quality of the planning and chartering process and facilitator skill
© 2015 The Karen Martin Group, Inc. 50 Karen Martin, President info@ksmartin.com @karenmartinopex Blog & newsletter: www.ksmartin.com/subscribe

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value stream mapping and metrics based process mapping

  • 2.
     Consultant –We help clients in all industries establish and grow Lean management systems, globally.  Author & Speaker: Karen Martin, President The Karen Martin Group, Inc. @karenmartinopex 2 www.ksmartin.com/subscribe Shingo Award Winning Shingo Award Winning ON SALE NOW!
  • 3.
    After the Webinar… 3 •Please provide feedback • Materials: www.slideshare.net/karenmartingroup • Recorded webinars: • www.ksmartin.com/webinars • www.youtube.com/karenmartingroup • www.vimeo.com/karenmartingroup • www.slideshare.net/karenmartingroup
  • 4.
  • 5.
  • 6.
  • 7.
    You will learn… •The similarities and differences between value stream maps (VSM) and metrics-based process maps (MBPM). • The circumstances under which to select each type of map. • Tips for successful mapping activities.
  • 8.
    Value Stream Mappingvs. Metrics-Based Process Mapping © 2015 The Karen Martin Group, Inc. 8 Feature Value Stream Mapping Metrics-Based Process Mapping Purpose / outcome Strategic improvement plan Tactical improvement plan Team composition Cross-functional; leadership heavy Cross-functional; frontline heavy When created Precedes kaizen events, projects, etc. During kaizen events, projects, etc. Perspective Macro – Interconnected processes Micro – Steps within each processes Physical look Circular loop; request to delivery Swim lanes Information flow Essential component Less obvious Key metrics Lead time (LT), Process time (PT), Percent Complete & Accurate (%C&A) Lead time (LT), Process time (PT), Percent Complete & Accurate (%C&A) Facilitator Must be strong & able to relate to strategic thinkers Must be strong & able to relate to the people who do the work How long to create? 3 days 1-2 days
  • 9.
    Value Stream Mappingvs. Metrics-Based Process Mapping © 2015 The Karen Martin Group, Inc. 9 Feature Value Stream Mapping Metrics-Based Process Mapping Purpose / outcome Strategic improvement plan Tactical improvement plan Team composition Cross-functional; leadership heavy Cross-functional; frontline heavy When created Precedes kaizen events, projects, etc. During kaizen events, projects, etc. Perspective Macro – Interconnected processes Micro – Steps within each processes Physical look Circular loop; request to delivery Swim lanes Information flow Essential component Less obvious Key metrics Lead time (LT), Process time (PT), Percent Complete & Accurate (%C&A) Lead time (LT), Process time (PT), Percent Complete & Accurate (%C&A) Facilitator Must be strong & able to relate to strategic thinkers Must be strong & able to relate to the people who do the work How long to create? 3 days 1-2 days
  • 10.
    What problem areyou trying to solve? © 2015 The Karen Martin Group, Inc. 10 Desired State (or known standard) Current State Gap = Problem
  • 11.
    Value Stream Mappingvs. Metrics-Based Process Mapping © 2015 The Karen Martin Group, Inc. 11 Feature Value Stream Mapping Metrics-Based Process Mapping Purpose / outcome Strategic improvement plan Tactical improvement plan Team composition Cross-functional; leadership heavy Cross-functional; frontline heavy When created Precedes kaizen events, projects, etc. During kaizen events, projects, etc. Perspective Macro – Interconnected processes Micro – Steps within each processes Physical look Circular loop; request to delivery Swim lanes Information flow Essential component Less obvious Key metrics Lead time (LT), Process time (PT), Percent Complete & Accurate (%C&A) Lead time (LT), Process time (PT), Percent Complete & Accurate (%C&A) Facilitator Must be strong & able to relate to strategic thinkers Must be strong & able to relate to the people who do the work How long to create? 3 days 1-2 days
  • 12.
    Value Stream Transformationis Strategic © 2015 The Karen Martin Group, Inc. 12 For more information, see Value Stream Mapping, Karen Martin & Mike Osterling
  • 13.
    Process Improvement isTactical © 2015 The Karen Martin Group, Inc. 13 For more information, see Metrics-Based Process Mapping, Karen Martin & Mike Osterling
  • 14.
    Value Stream Mappingvs. Metrics-Based Process Mapping © 2015 The Karen Martin Group, Inc. 14 Feature Value Stream Mapping Metrics-Based Process Mapping Purpose / outcome Strategic improvement plan Tactical improvement plan Team composition Cross-functional; leadership heavy Cross-functional; frontline heavy When created Precedes kaizen events, projects, etc. During kaizen events, projects, etc. Perspective Macro – Interconnected processes Micro – Steps within each processes Physical look Circular loop; request to delivery Swim lanes Information flow Essential component Less obvious Key metrics Lead time (LT), Process time (PT), Percent Complete & Accurate (%C&A) Lead time (LT), Process time (PT), Percent Complete & Accurate (%C&A) Facilitator Must be strong & able to relate to strategic thinkers Must be strong & able to relate to the people who do the work How long to create? 3 days 1-2 days
  • 15.
    Work: Degrees ofGranularity Value Stream Process Process Process Step StepStep 15 Macro Perspective • Define strategic direction (“what”) • Heavy leadership involvement • Value Stream Mapping Micro Perspective • Identify the tactical “how” • Heavy frontline involvement • Metrics-Based Process Mapping
  • 16.
    Which do youneed? Macro or Micro View? 16
  • 17.
    Work: Levels ofGranularity © 2015 The Karen Martin Group, Inc. 17 Negotiate contract Process order Configure software Value Stream Process Negotiate pricing Approve Negotiate terms Approve Execute
  • 18.
    Degrees of Granularity: HiringValue Stream Hire Recruit Select Onboard Write job description Post externally Post internally 18 Process-level Perspective Value-stream Perspective
  • 19.
    What problem areyou trying to solve? © 2015 The Karen Martin Group, Inc. 19 Desired State (or known standard) Current State Gap = Problem
  • 20.
    Value Stream Mappingvs. Metrics-Based Process Mapping © 2015 The Karen Martin Group, Inc. 20 Feature Value Stream Mapping Metrics-Based Process Mapping Purpose / outcome Strategic improvement plan Tactical improvement plan Team composition Cross-functional; leadership heavy Cross-functional; frontline heavy When created Precedes kaizen events, projects, etc. During kaizen events, projects, etc. Perspective Macro – Interconnected processes Micro – Steps within each processes Physical look Circular loop; request to delivery Swim lanes Information flow Essential component Less obvious Key metrics Lead time (LT), Process time (PT), Percent Complete & Accurate (%C&A) Lead time (LT), Process time (PT), Percent Complete & Accurate (%C&A) Facilitator Must be strong & able to relate to strategic thinkers Must be strong & able to relate to the people who do the work How long to create? 3 days 1-2 days
  • 21.
    Visualize the entirecycle of value delivery on a single sheet of paper 21
  • 22.
    Timeline 3 Basic Value StreamMap Work Flow Information Flow 1 2
  • 23.
    Customer 0.0 hrs. 0.5 days 1.0 hrs. 5.0 days 3.6 hrs. 0.6 days 0.0 hrs. 1.0 days 0.2 hrs. 0.5 days 16.0 hrs. 0.0 hrs. 7.0 days 8.0 hrs. 0.0 hrs. 7.0 days 0.1 hrs. 26.0 days 0.0 hrs. 0.2 daysTotal LT = Total PT = ActivityRa SAP Summary Invoice (Excel)Obtain Order; Enter Order in Offline Order Form Sales (Key at night) LT = 4.5 hrs. PT = 18 mins. %C&A: 80% 1 Review & Release Credit Holds Sales LT = 4 hrs. PT = 10 mins. %C&A: 99% 3 Issue DO To Transporter; Create Pick List WH1 LT = 8 hrs. PT = 1 mins. %C&A: 95% 5 Pick & Load Order Logistics LT = 4 hrs. PT = 15 mins. %C&A: 95% 6 Collect POD from Customer Transporter LT = 2 days 7 Collect POD From Transporter WH1 LT = 7 days PT = 1 mins. %C&A: 99% 8 Deliver POD to Accounting Messenger Batch = 1x/day LT = 1 days 9 Review POD For Accuracy Accounting LT = 7 days PT = 2 mins. %C&A: 99% 10 Deliv er Bill; Collect from Customer; Deposit Sales Batch = 1x monthly LT = 26 days PT = 5 mins. 11 COLOR LEGEND Logistics / W arehouse Sales Order Management Production 10% 90% Produce Product Plant 1 LT = 280 mins. PT = 215 mins. %C&A: 99% 4B Pick & Load Order WH2 LT = 40 mins. PT = 3 mins. %C&A: 99% 5B 40 Days Delivery to Payment Received3.5 Days Order Receipt to Ship MonthlySales Volume Wk1 = 14-23% Wk2 = 19-24% Wk3 = 23-25% Wk4 = 30-42% Obtain & Revise Sales Forecast Sales LT = 0 days PT = 270 mins. %C&A: 99% 1B Hold S&OP Meeting 6-7 People LT = 5 days PT = 3 hrs. %C&A: 99% 2B Create Production Plan Production Planning LT = 5 days PT = 1 hrs. %C&A: 99% 3B Produce Product Plant 2 LT = 280 mins. PT = 215 mins. %C&A: 99% 4C Offline Order Form Enter Payment; Clear Billing Accounting LT = 2 hrs. PT = 1 mins. %C&A: 99% 12 Accounting Delivery Order (DO) Pick List Proof of Delivery (POD) Transfer Report Prod. Plan Check Stock & Reallocate Logistics & Warehouse Batch = 1x/day LT = 4 hrs. PT = 2 mins. %C&A: 99% 4 Prod. Plan plier Receive Material Store 3C Current State Value Stream Map Order to Cash
  • 24.
    Customer 3.0 hrs. 21.0 days 1.0 hrs. 5.0 days 3.6 hrs. 0.6 days 0.0 hrs. 0.5 days 15.0 hrs. 30.0 days 0.0 hrs. 7.0 days 8.0 hrs. 0.0 hrs. 5.0 days 0.1 hrs. 26.0 days 0.0 hrs. 0.2 days Tota Tota Acti SAP Collect OrderFrom Customer Sales LT = 15 mins. PT = 15 mins. %C&A: 99% 2 Collect Customer Orders Order Mgmt LT = 15 mins. PT = 15 mins. %C&A: 99% 2B Review & Release Credit Holds Sales LT = 4 hrs. PT = 10 mins. 3 Issue DO To Transporter WH1 LT = 4 hrs. PT = 1 mins. 4 Load & Prepare Invoice Logistics LT = 4 hrs. PT = 15 hrs. 5 Collect POD from Customer Transporter LT = 2 days 6 Enter POD WH1 LT = 7 days PT = 1 mins. %C&A: 99% 7 Deliver POD to Accounting Messenger LT = 1 days 8 Rev iew POD for Accuracy; Email Receipt to Sales Accounting LT = 5 days PT = 2 mins. 9 Produce Product Plant 1 LT = 285 mins. PT = 215 mins. %C&A: 99% 3B Pick & Stage WH2 PT = 15 mins. %C&A: 95% 4B Create Production Plan Production Planning LT = 5 days PT = 1 hrs. %C&A: 99% 2C 2% Produce Product Plant 2 LT = 285 mins. PT = 215 mins. %C&A: 99% 3C Accept Customer e-Payment Bank LT = 30 days PT = 0 hrs. %C&A: 99% 6B Enter Payment, Clear Billing Accounting LT = 2 hrs. PT = 1 mins. 11 Invoice 70%30% Hold S&OP Meeting LT = 1 mo. PT = 3 hrs. 1 40 Days Delivery to Payment Received1.5 Days Order Receipt to Ship MonthlySales Volume Wk1 = 25% Wk2 = 25% Wk3 = 25% Wk4 = 25% Prod. Plan Prod. Plan Pick List Invoice Excel Sheet Inv entory Report Deliv er Receipt & Collect from Customer Sales Batch = 1x monthly LT = 26 days PT = 5 mins. 10 POD 50% 50% 98% COLOR LEGEND Logistics / W arehouse Sales Order Management Production Accounting Future State Value Stream Map Order to Cash
  • 25.
    © 2015 TheKaren Martin Group, Inc. 25 Current State Value Stream Map Outpatient Imaging
  • 26.
    © 2015 TheKaren Martin Group, Inc. 26 Future State Value Stream Map Outpatient Imaging
  • 27.
    Traditional Mapping Method: ProcessFlow Chart How is this process performing? Look up Customer in Eclipse SALES New Customer? Enter Order SALES Print Ship Ticket SALES Load Trucks SHIPPING Enter Customer Information ADMIN Perform Credit Check FINANCE Okay? Notify Sales COD Only; Notify Admin to update Customer Profile FINANCE Yes No No Yes Product in Stock? Yes Order Material PURCHASING No Receive Material RECEIVING
  • 28.
    Complete New Hire Setup Form Complete Drugtest within 24 hours HR Receives results within 3 days and issues offer letter P: Setup New hire as a vendor IT: Setup user logins and provide hardware, if needed, F: Assign vehicle, issue cell phone order uniforms and guides, if needed. Submit Candidate for background check and drug test. HR Issues Employee ID and Notifies HM & Support Organizations Signs offer letter and required yellow forms. Fax to HR Call candidate to welcome and remind to complete forms Gather Support items to transfer to new hire on day one New Hire Setup Process Map Good training tool, but how do we know what to improve? CandidateHiringManagerAdministratorHumanResources SupportTeam[IT, Purchasing(P), Fleet(F)]
  • 29.
    Value Stream Map≠ Swim Lane Process Map Benefits Administrator Receive negative drug screen results Complete “New Hire Approval” form; send to recruiter Recruiter Sign “New Hire Approval” form Recruiter Sign “New Hire Approval” form Set up employee in SAP; notify hiring manager Hiring Manager Request laptop on “New Hire Equip. Request” form IT Manager Approve “New Hire Equip. Request” 29
  • 30.
  • 31.
    The Improved StateBecomes Standard Work 0 1 0 15 6 -1 0 Activity PT LT %C&A Activity PT LT %C&A Activity PT LT %C&A Activity PT LT %C&A Activity PT LT %C&A 1 Fax PO to Sales Rep 0 0 45% 2 Review PO; clarify with customer as needed 20 2 90% Fax PO to warehouse 10 4 90% 5 6 Check inventory levels; notify Sales Rep re: status 5 4 95% Fax PO to Sales Rep 5 0.33 90% 0 20 10 5 5 0 2 4 4 0.33 45% 90% 90% 95% 90% 0 20 10 5 5 Rolled %C&A Critical Path LT Total PT Critical Path PT 5431 2 Mary Townsend Hours Worked per Day Sally Dampier Occurrences per Year Sam Parks Current State Metrics-Based Process Map Dave Morgan25-Jun-08 8 Facilitator Process Details Michael Prichard Order FulfillmentProcess Name Specific Conditions Domestic orders through sales force 37,500 Date Mapped Sean Michaels Sales Rep Ryan AustinDiane O'Shea Mapping Team LT Units Function / Department PT Units Step # ► Customer Finance Warehouse / Shipping Seconds Minutes Hours Days Seconds Minutes Hours Days Excel tool included with Metrics-Based Process Mapping book
  • 32.
    Value Stream Mappingvs. Metrics-Based Process Mapping © 2015 The Karen Martin Group, Inc. 32 Feature Value Stream Mapping Metrics-Based Process Mapping Purpose / outcome Strategic improvement plan Tactical improvement plan Team composition Cross-functional; leadership heavy Cross-functional; frontline heavy When created Precedes kaizen events, projects, etc. During kaizen events, projects, etc. Perspective Macro – Interconnected processes Micro – Steps within each processes Physical look Circular loop; request to delivery Swim lanes Information flow Essential component Less obvious Key metrics Lead time (LT), Process time (PT), Percent Complete & Accurate (%C&A) Lead time (LT), Process time (PT), Percent Complete & Accurate (%C&A) Facilitator Must be strong & able to relate to strategic thinkers Must be strong & able to relate to the people who do the work How long to create? 3 days 1-2 days
  • 33.
    Current State ValueStream Map Outpatient Imaging
  • 34.
    34 Value Stream MapsHelp Visualize Problems
  • 35.
    Value Stream Mappingvs. Metrics-Based Process Mapping © 2015 The Karen Martin Group, Inc. 35 Feature Value Stream Mapping Metrics-Based Process Mapping Purpose / outcome Strategic improvement plan Tactical improvement plan Team composition Cross-functional; leadership heavy Cross-functional; frontline heavy When created Precedes kaizen events, projects, etc. During kaizen events, projects, etc. Perspective Macro – Interconnected processes Micro – Steps within each processes Physical look Circular loop; request to delivery Swim lanes Information flow Essential component Less obvious Key metrics Lead time (LT), Process time (PT), Percent Complete & Accurate (%C&A) Lead time (LT), Process time (PT), Percent Complete & Accurate (%C&A) Facilitator Must be strong & able to relate to strategic thinkers Must be strong & able to relate to the people who do the work How long to create? 3 days 1-2 days
  • 36.
    VSM & MBPM:Same Metrics 36 Barriers to flow # people PT LT%C&A
  • 37.
    Value Stream Mappingvs. Metrics-Based Process Mapping © 2015 The Karen Martin Group, Inc. 37 Feature Value Stream Mapping Metrics-Based Process Mapping Purpose / outcome Strategic improvement plan Tactical improvement plan Team composition Cross-functional; leadership heavy Cross-functional; frontline heavy When created Precedes kaizen events, projects, etc. During kaizen events, projects, etc. Perspective Macro – Interconnected processes Micro – Steps within each processes Physical look Circular loop; request to delivery Swim lanes Information flow Essential component Less obvious Key metrics Lead time (LT), Process time (PT), Percent Complete & Accurate (%C&A) Lead time (LT), Process time (PT), Percent Complete & Accurate (%C&A) Facilitator Must be strong & able to relate to strategic thinkers Must be strong & able to relate to the people who do the work How long to create? 3 days 1-2 days
  • 38.
    © 2015 TheKaren Martin Group, Inc. 38
  • 39.
    Real-World VSM FacilitationExamples • Two VPs arguing over which leader’s area should perform a certain process • Discussion about outsourcing a functional area that will result in 30 people being laid off • Candid discussion about the risk of losing the company’s #1 customer • Candid discussion about a legal or regulatory matter • Value stream needs level loading, work balancing and pull © 2015 The Karen Martin Group, Inc. 39
  • 40.
    Real-World MBPM FacilitationExamples • Frontline team member begins to recognize that the work he does is 100% non-value-adding • Supervisor dictates future state improvement ideas • Manager reveals that she doesn’t support the targets begin set (nor the objective of the mapping session) • Team doesn’t feel authorized to make tactical decisions • Two team members have obvious tension between them • A team member shuts down © 2015 The Karen Martin Group, Inc. 40
  • 41.
    Value Stream Mappingvs. Metrics-Based Process Mapping © 2015 The Karen Martin Group, Inc. 41 Feature Value Stream Mapping Metrics-Based Process Mapping Purpose / outcome Strategic improvement plan Tactical improvement plan Team composition Cross-functional; leadership heavy Cross-functional; frontline heavy When created Precedes kaizen events, projects, etc. During kaizen events, projects, etc. Perspective Macro – Interconnected processes Micro – Steps within each processes Physical look Circular loop; request to delivery Swim lanes Information flow Essential component Less obvious Key metrics Lead time (LT), Process time (PT), Percent Complete & Accurate (%C&A) Lead time (LT), Process time (PT), Percent Complete & Accurate (%C&A) Facilitator Must be strong & able to relate to strategic thinkers Must be strong & able to relate to the people who do the work How long to create? 3 days 1-2 days
  • 42.
    Prepare Understand Current State Design Future State Develop Transformation Plan Execute Transformation Plan ThreeConsecutive Days4 Weeks Prior to Mapping Following Mapping Repeat Value Stream Mapping Phases and Timing 42
  • 43.
    Prepare Understand Current State Design Future State Develop Transformation Planor Execute Execute Transformation Plan 1-2 Consecutive Days4 Weeks Prior to Mapping Following Mapping Repeat Metrics-Based Process Mapping Phases and Timing 43
  • 44.
  • 45.
    45 1 2 1 3 2 43 5 4 5 1 6 2 7 3 8 4 9 5 10 1 2 1 3 2 4 3 5 4 1 2 3 4 Specific Conditions Engineer to order, requires both hardware & software customization Value Stream Champion Nancy Little Demand Rate 1,000 per year Facilitator Dave Parks Value Stream Mapping Charter Scope Accountable Parties Logistics Value Stream Capital equipment Executive Sponsor Allen Ward Event Dates & Times July 24-26, 2013 8:00 am - 5:00 pm Last Step Production ships product Boundaries & Limitations No new software; only minor changes to existing IT systems; no additional staff; no budget changes Briefing Attendees ** required *optional ** Allen W (COO), Joe M (CIO), Sal T (VP Sales) * Bruce R (VP Ops), Carlos P (HR), Su T (CFO), Bill M (VP CS) Base-camp Location Surf's Up - Room A Trigger Customer submits RFQ First Step Sales reviews the RFQ Logistics Coordinator Dave Parks Meals Provided Continential breakfast & lunch Desire to stay ahead of the competition & deepen customer loyalty. Function / Title Name Contact Information Forecasted growth of 15% for next fiscal year. Sales, Director Sean Michaels Briefing Dates & Times July 24, 25, & 26 4:00-5:00 pmImprovement Time Frame Future state design is fully realized by December 31, 2013. Current State Problems & Business Needs Mapping Team Competition's RFQ LT is 1 wk; PO to delivery is 4 wks Scrum Master Ryan Austin Goals & Measurable Target Conditions Engineering, Vice President Nancy Little Unclear & incorrect information flowing through value stream. IT, Director Diana Marie RFQ lead time = 2 weeks; PO to software dev lead time = 5 weeks Finance, Controller Dave Gerald Improve quality of information flowing throughout value stream. Customer (contract manufacturer) JR Hunt Reduce RFQ LT from 2 weeks to 3 days (70% improvement). Manufacturing, Director Ambreen Motiwala Reduce PO to software dev LT from 5 wks to 3 wks (40% improvement) Customer Service, Manager Danny Tran Faster delivery; less hassle; less cost. Function Name Contact Information Better working relationships between sales, estimating & engineering. Planning / Purchasing, Planner Lourdes Dwyer Benefits to Customers & Business On-Call Support Relevant Data Agreement Freed capacity to absorb additional business w/o increasing staff. Production Supervisor Tom St. James Operational: LT in segments (RFQ to quote; PO to development). Signature: Signature: Signature: Sales effectiveness: RFQ conversion rate. Executive Sponsor Value Stream Champion Facilitator Financial: Estimate-to-actual cost comparison. Date: Date: Date:
  • 46.
    Value Stream ScopingDiagram Defining Specific Conditions Golden State Equipment, Inc. Capital Equipment Catalog Configure to order Engineer to order Custom hardware Custom software Both New Product Development Spares & subassemblies Catalog Engineer to order 46
  • 47.
    47 1 2 1 3 2 43 5 4 5 1 6 2 7 3 8 4 9 5 10 1 2 1 3 2 4 3 5 4 1 2 3 4 Specific Conditions Engineer to order, requires both hardware & software customization Value Stream Champion Nancy Little Demand Rate 1,000 per year Facilitator Dave Parks Value Stream Mapping Charter Scope Accountable Parties Logistics Value Stream Capital equipment Executive Sponsor Allen Ward Event Dates & Times July 24-26, 2013 8:00 am - 5:00 pm Last Step Production ships product Boundaries & Limitations No new software; only minor changes to existing IT systems; no additional staff; no budget changes Briefing Attendees ** required *optional ** Allen W (COO), Joe M (CIO), Sal T (VP Sales) * Bruce R (VP Ops), Carlos P (HR), Su T (CFO), Bill M (VP CS) Base-camp Location Surf's Up - Room A Trigger Customer submits RFQ First Step Sales reviews the RFQ Logistics Coordinator Dave Parks Meals Provided Continential breakfast & lunch Desire to stay ahead of the competition & deepen customer loyalty. Function / Title Name Contact Information Forecasted growth of 15% for next fiscal year. Sales, Director Sean Michaels Briefing Dates & Times July 24, 25, & 26 4:00-5:00 pmImprovement Time Frame Future state design is fully realized by December 31, 2013. Current State Problems & Business Needs Mapping Team Competition's RFQ LT is 1 wk; PO to delivery is 4 wks Scrum Master Ryan Austin Goals & Measurable Target Conditions Engineering, Vice President Nancy Little Unclear & incorrect information flowing through value stream. IT, Director Diana Marie RFQ lead time = 2 weeks; PO to software dev lead time = 5 weeks Finance, Controller Dave Gerald Improve quality of information flowing throughout value stream. Customer (contract manufacturer) JR Hunt Reduce RFQ LT from 2 weeks to 3 days (70% improvement). Manufacturing, Director Ambreen Motiwala Reduce PO to software dev LT from 5 wks to 3 wks (40% improvement) Customer Service, Manager Danny Tran Faster delivery; less hassle; less cost. Function Name Contact Information Better working relationships between sales, estimating & engineering. Planning / Purchasing, Planner Lourdes Dwyer Benefits to Customers & Business On-Call Support Relevant Data Agreement Freed capacity to absorb additional business w/o increasing staff. Production Supervisor Tom St. James Operational: LT in segments (RFQ to quote; PO to development). Signature: Signature: Signature: Sales effectiveness: RFQ conversion rate. Executive Sponsor Value Stream Champion Facilitator Financial: Estimate-to-actual cost comparison. Date: Date: Date: 10 people max!
  • 48.
    Daily Briefings #1 –Reduce resistance #2 – Build consensus #3 – Gain commitment
  • 49.
    49 Mapping results are proportionalto the quality of the planning and chartering process and facilitator skill
  • 50.
    © 2015 TheKaren Martin Group, Inc. 50 Karen Martin, President info@ksmartin.com @karenmartinopex Blog & newsletter: www.ksmartin.com/subscribe