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Vsm Voc Brownbag Webinar 0610009


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A webinar presentation first taught on June 12

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Vsm Voc Brownbag Webinar 0610009

  1. 1. Brownbag University “Improving Your Business Through VOC and VSM” Mike Pircer Dan Walker MAP Business Solutions, River’s End Consulting Inc. (248) 770-2554 (248) 379-8344 m
  2. 2. Today’s Agenda • Introductions • Value Stream Mapping – What is value stream? – Difference between process mapping and value stream mapping. – Benefits of value stream mapping. – Typical maps • Voice of Customer – Importance of VOC – Steps in obtaining Voice of Customer – Results • Bringing VOC and VSM together. • Questions and Answers • Brown Bag Series
  3. 3. Defining a Value Stream What is a Value Stream? • Actions required to bring a product or service to a customer. Value-added or non-value added? Three tests: 6. It changes the shape or form. 7. The customer cares about it. 8. It needs to be done right the first time.
  4. 4. Value Stream Improvement vs. Process Improvement Value Stream Process Process Process Customer 1 2 3 Start Finished Product
  5. 5. Value Stream Mapping What is Value Stream Mapping? • PENCIL AND PAPER!!! • Door to Door • Prioritize Improvement Plans
  6. 6. Value Stream Mapping Benefits of Value Stream Mapping. • Creates a vision of the future. • Enables broad participation. • Reduces the risk of creating “islands of excellence”. • Helps to break down communication barriers. • Provides an implementation road map.
  7. 7. Current-State Value Stream Mapping Creating the Current-State VSM • Form the team. • Educate (if necessary). • Brainstorm an initial map through: – Team consensus – “Value Stream Waste Walk” • Formalize scope and preliminary objectives. • Draft a rough-cut map. • Gather necessary data and info. • Create the final current-state value stream map.
  8. 8. Current-State Value Stream Mapping A few VSM Icon Definitions Produ ction C ont rol / W ork Sche dulin g O u tside O u tside Sou rce Electronic So urce Inf o F low W e e k ly U p d a te s , D a i ly B a tc h e -m a i l e -m a il a d v ic e C u s to m e r S e rv ic e a d vice S y s te m In s u ra n c e P ro v id e r C u s to m e r Ave. Da ily 1 500 C laim s M a nua l Inf o D em a nd M a terial F low F low (Pu sh ) D a il y P ri o rity W e e k ly S c h e d u le S c h e d u le Pro cess/ O peratio n Box E v a l u a te R e q u e s ts P o s t / E n c lo s e T ra nsportat ion M e tho d Process Shifts/ 2 Sh fts Pro ce ss Sh ifts/ 2 Shf ts Ba tch Da y Batch D ay Bat ch I nven tory/ W a iting Process Proce ss 1 D ays 8 H rs 1 D ays 8 Hrs 5 D ays Q u eue Bo x H ou rs/Shift H ours/Sh ift Per Pe r O p erat ors 5 O perato rs 5 sh ift sh ift C ycle T im e 1 75 Secs C ycle T im e 19 0 Secs Re w ork (% ) 10 % R ew o rk (% ) 2 % Da ta Bo x Key Info Sum m ary U pt im e (% ) 95 % U p tim e (% ) 98 % C ustom er 150 0 C laim s H rs/ H rs/ D em and O vertim e 1 00 O ve rtim e 20 0 wk wk T im e Ava il. 5 400 0 Secs Abse nte eism 5 % Ab sent eeism 10 % T akt 36 Secs VA pe r C laim 36 5 Secs N on-Valu e Add ed T im e N VA per C laim 7 D ays Valu e- Ad ded T im e VA % . 09 % 1 Days 1 Days 5 Days 175 S ecs 190 S ecs
  9. 9. Latest update © River’s End
  10. 10. Can We Agree? We are unaware of many of our customer expectations? Our customers are unaware of many of our capabilities? It would be nice to: •Match our customers unknown expectations •With our unknown capabilities © River’s End
  11. 11. © River’s End
  12. 12. © River’s End
  13. 13. We are going to ask our Stakeholders about: •Experiences with our products and services •Experiences with competitor products and services © River’s End
  14. 14. What We Will Do 1. Build a small team of internal experts 2. Identify what we already know 3. Identify what we do not know 4. Develop specific topics of conversation 5. Interview select individuals 6. Sort and analyze the interview responses 7. Develop specific solutions based on the top rated responses © River’s End
  15. 15. Purpose: Why interview people To understand what requirements are critical to maximize customer satisfaction and eliminate wasteful processes. © River’s End
  16. 16. What do we already know? Textual Analysis (What we already know) Functions Resists Airplane safety Basic Aesthetically Mechanical Environmental Standards functionality Pleasing soundness Degradation FAA 10330.45 Max payload Aircraft paint USGR 330.5 spec 30034 standard 45.87 © River’s End
  17. 17. Unknown, for further investigation 1 How many planes do our customers buy and use 2 Customer desire for color choices 3 How well the customer likes the graphics 4 Pay load capacity needed by the customer 5 Customer needs for additional functionality 6 Manufacturing needs for minimum scrap and over-production 7 The perception of the shareholder related to what we produce 8 9 10 © River’s End
  18. 18. Objectives: What we want to know 1 Understand the buying habits of our customers 2 Understand the type of color choices the customer desires Determine how well the graphics we apply meet the needs 3 of our customers Understand the customer needs for payload capacity and 4 basic aircraft functionality Understand the struggles manufacturing experiences 5 during aircraft construction 6 Understand the way our planes are used 7 Understand the perception of shareholder value 8 9 © River’s End
  19. 19. © River’s End
  20. 20. To understand what requirements are critical to maximize Purpose: customer satisfaction and eliminate wasteful processes. 1 2 3 4 5 6 7 Determine Understand the Understand the Understand the Understand Understand the how well the customer needs struggles Understand the type of color the way our perception Objectives: buying habits of choices the graphics we for payload Manufacturing planes are shareholder apply meet capacity and experiences value our customers customer desires used the needs of basic aircraft during aircraft the customer functionality construction What How do you What is your What is the range Tell me about use the impression of What determines How do you additional of payload your experience Question 1 the quantity of choose the color graphic capacity you building the planes you our cash flow? planes you buy? of your plane? choices do you buy from us? need? planes. desire? How do you Tell me Tell me your What kind of about your view of how the Tell me about How well do our decide on the What type of difficulties do you business use Question 2 your experience plane colors meet type of cargo do you experience doing of the planes. industry is with our company. your needs? graphics you haul? doing in your job? general use? What other How do you see companies do you an improved Question 3 buy from and process for why? manufacturing? Tell me your view Question 4 of how the industry is doing in general © River’s End
  21. 21. Interviewee/Objectives: ____________ Date: ________ Questions Interview Team (________) What determines the quantity of planes you buy? (Who do you 1 buy from other than us?) 2 Tell me about your experience with our company 3 Tell me your view of how the industry is doing in general 4 How well do our plane colors meet your needs? 5 What type of cargo do you haul? 6 What additional graphic choices do you desire? 7 What is your overall impression of our quality? 8 © River’s End
  22. 22. The Interview One interview facilitator One to two note takers Write Verbatim Notes Very conversational © River’s End
  23. 23. Ways to Connect Reasons for The Alumni Getting Involved Community Community Business Event Motivation to Involvement Building Networking Characteristics Giveback Barriers Valuable events would To contribute back to Walsh, An alumni association holds A Walsh grad needs to help It’s difficult for graduate include information and the college would have to go a body of memories and another Walsh Grad. That’s students to get involved . contacts to build a sense of back to its roots foundation , builds relationships the connection. Undergrad is a better fit. community. and ideals I liked that Stephanie I feel compelled to contribute to Walsh An alumni association Everyone expects With online learning there is , Bergeron took the time to because I wrote the college something should hold regular monthly networking to be part of on a personal level – I got good PR no way to build deep visit the networking event in from the college for business meetings events relationships. Novi. purposes via a publication /newsletter . Has liked all events he has You need a come-to-Jesus He feels the WCAA could attended but does notice , I think the Alumni meeting. Most people don’t bring new contacts and the that many of the same association is for fund know you’re trying to do chance to make sales. people attend the same raising. something. events. Reaching Out with Alumni Feeling Lack of Visibility Effective Disconnected Communication Consistent and Methods of Traditional Regular Updates Communication Methods of on Relevant 2.0 Communication Insights He also feels it is important to be part I was disconnected for10 Once they pass by on of an institution of higher learning . He Email and paper are good ways to In print, I’d like to see a years then got reconnected wants to be on the cutting edge of communicate with me . Email is easy graduation day there’s no , information and feels Walsh to get, paper can be shared easily and longer-term calendar of to my Alumni association at further connection. community should provide that to put on the table for reference . upcoming events . MSU. him . As a member of the Walsh I can’t recall exactly what Not involved with other I have NO IDEA what the community, I would like to brought me into WCAA but , Print, email are best ways to alumni associations all ask , Alumni Assoc. does hear about cutting edge after I started my business I communicate with me. for money or I felt no stuff. got Walsh email newsletters . connection when in school . He wants to get involved or For me, staying involved in an LinkeIn or Facebook page institution of higher learning is at least learn his options but would be a good social I’ll discard more email than important because I want stimulating has no idea how to get conversations , banter, politics, cutting networking tool for Walsh to paper mail. started. edge discussions . use.
  24. 24. Future-State Value Stream Mapping Creating the Future-State VSM • Voice of Process Review (VOP) – Review the current-state map with the team and draw improvement loops. • Voice of Customer Review (VOC) • Determining improvement ideas. – Brainstorm ideas. – Identify resources needed and time required to implement. – Set realistic goals. • Draw future-state map. • Communicate.
  25. 25. Questions and Answers Mike Pircer Dan Walker MAP Business Solutions, River’s End Consulting Inc. (248) 770-2554 (248) 379-8344 m
  26. 26. Brown Bag Webinar Series Friday, June 26 (11:30am – 12:15pm) VSM – How To Create a Current State Map Friday, July 10 (11:30am – 12:15pm) VOC – How To Set Up a Proper VOC Project Friday, July 24 (11:30am – 12:15pm) VOC/VSM – Group discussion
  27. 27. Recommended References Books Websites • Learning to See, Mike Rother and John • The Lean Enterprise Institute (eVSM Shook software can be purchased from this site) • Value Stream Management for the Lean Office, Don Tapping and Tom Shuker Training: • Voices into Choices, Gary Burchill and • University of Christina Hepner Brodie Michigan Lean Certification Program. • Synchronous Management, • Villanova Mokshagundam Srikanth and Michael University Lean Six Sigma Certification Umble Program • Throughput Accounting, Thomas Corbett