Value Stream Mapping
Purpose
• Provide optimum value to the
customer through a complete value
creation process with minimum waste
in:
– Design (concept to customer)
– Build (order to delivery)
– Sustain (in-use through life cycle to
service)
Slides By Jennifer Blackhurst 1
Why ?
• Many organizations pursuing “lean” conversions
have realized that improvement events alone
are not enough
• Improvement events create localized
improvements, value stream mapping & analysis
strengthens the gains by providing vision and
plans that connect all improvement activities
• Value stream mapping & analysis is a tool that
allows you to see waste, and plan to eliminate it
2
What Is Value?
A capability provided to a
customer,
of the highest quality,
at the right time,
at an appropriate price,
as defined by the customer.
3
What Is Value?
• "Value" is what the customer is buying
• Always think first about the end-
customer
– Who is the customer?
– What are they buying?
• Describe value using the customers'
words
4
VSM Basics
• Current State
• Ideal State
• Future State
5
What Is Value
Stream Analysis?
Planning tool to optimize
results of eliminating waste
current state VSM future state VSM
Lean =
+ +
Basics
6
Value Steam Mapping Steps
Next Future State
Future State
Current State Original State
7
Value Stream Scope
Extended Value Stream
Concept Launch
Order Delivery
In-use Recycle
Multi-plant/Multi-company
Plant
Action Action Action Action Action Action Action
8
Apply Five Simple
Principles:
Specify value from the standpoint of end
customer
Identify the value stream for each product
family VALUE
VALUE
Perfection
Make the product flow STREAM
So the customer can pull PULL FLOW
As you manage toward perfection
9
What is the Value that Flows?
Specify value from the standpoint of the end
customer
Ask how your current products and processes
disappoint your customer’s value expectation:
price?
quality?
reliable delivery?
rapid response to changing needs?
10
???
What Flows?
"ITEMS" flow through a value stream
– In manufacturing, materials are the items
– In design & development, designs are the items
– In service, external customer needs are the items
– In admin., Internal customer needs are the items
Analysis begins with part of a total value stream,
That part of the value stream has customers too
11
7 Forms of Waste
PEOPLE
Motion
Processing
Waiting
TYPES
OF
Fixing
QU
WASTE
Defects Inventory
A
LIT
Moving Making Too
Y
Things Much
T I TY
N
QUA
12
Material Flow Icons
C/T = 45 sec.
ASSEMBLY
XYZ Corporation C/O = 30 min.
3 Shifts
Manufacturing Outside 2% Scrap
Process Sources Data Box
Mon.
+ Wed.
300 pieces
Truck Supermarket Buffer or 1 Day
Shipment Safety Stock Inventory
max. 20 pieces
Finished
Goods to FIFO Physical
Customer First-In-First-Out Pull/Withdrawal
Sequence Flow
PUSH
Arrow
13
Information Flow Icons
Manual Electronic Load Leveling Sequenced-
Information Information Signal Pull Ball
Box
Flow Flow Kanban
Weekly
Schedule “GoSee” Production
Withdrawal Production Kanban Schedule Scheduling
Kanban Kanban Post
General Icons
UPTIME
EOVER
CHANG
Kaizen Operator
Lightening Burst
14
TAKT TIME
Effective Working Time per Shift
Takt Time =
Customer Requirement per Shift
Synchronizes pace, evenly applying customer demand across the work day.
Takt Time is "Beat Time"? "Rate Time" or “Heart Beat" Lean Production uses Takt Time
as the rate or time that a completed product is finished. If you have a Takt Time of two
minutes that means every two minutes a complete product, assembly or machine is
produced off the line. (http://www.isixsigma.com/dictionary/Takt_Time-455.htm) 15
Current State- (Manufacturing)
16
Ideal State- (Manufacturing)
MACHINE COMPANY ASSEMBLY COMPANY
SUPPLIER Production Production
Control Control
CUSTOMER
Stock MFG Ship
Same Site
17
Future State - (Manufacturing)
18
Current State (Non-
Manufacturing)
Customer
Customer Production
Control
Software
Eng Control Eng
Config Mgt SCL Tech Pubs
Library
Yield. Yield. Yield. Yield. Yield.
Yield.
Staffing Staffing Staffing Staffing Staffing
Staffing
Issues Issues Issues Issues Issues
Issues
Delivery Delivery Delivery Delivery Delivery
Delivery
19
Ideal State- (Non-
Manufacturing)
Customer Common Format
Eng/SCL/Tech
Software Specific Cell
20
Future State- (Non-
Manufacturing)
Customer Customer
Common Format
CFG MGT/SCL Tech Pubs
Engineering Cell
C/T = 45 sec. C/T = 45 sec. C/T = 45 sec.
C/O = 30 min. C/O = 30 min. C/O = 30 min.
3 Shifts 3 Shifts 3 Shifts
2% 2% 2%
Scrap Scrap Scrap
21
Quoting example
Introduction
22
Example - Quoting
VSM&A Prep Worksheet
CASE FOR CHANGE:
•Only 10 % of •Many quotes not •Quotes
quotes are “won” considered due to inaccurate
long response time
ITEM(S): Customer requested quote
DEMAND: 2 per week
23
Example - Quoting
VSM&A Prep Worksheet
SCOPE:
Supplier: Inputs:
Sales Force Request for quote from
customer
Outputs: Customer:
Quote
(including price delivery, and
Sales representative
service necessary to meet
customers need)
24
Example - Quoting
VSM&A Prep Worksheet
VALUE STATEMENT:
End customer: Intermediate customer:
An accurate statement
Depends on functionality of requirements necessary to
item being quoted. meet customer needs,
including price and delivery.
Available when needed (within
1 week)
KEY REQUIREMENTS:
Must meet customer specifications.
25
Example - Quoting
VSM&A Prep Worksheet
MEASUREMENTS:
Current: Planned:
% of quotes won response time
(cycle time)
actual $ vs. bid $
IDEAL STATE:
ON DEMAND DEFECT FREE ONE BY ONE LOWEST COST
Quotes are Quotes are All duplication and
Quote always
generated processed other waste is
meets the
immediately at immediately (I.e. eliminated from the
customers
the customers sales force does process
needs
location not wait until
Friday to send all
from week) 26
GATHER DATA
(create the current VSM)
1. Observe and gather data
• Walk the value stream - see the actual work place
• Follow and make notes about “item” and information
flow
• Gather data for each step in the flow
– Trigger/done actual lead time output
– Actual cycle time on time delivery staffing
– Defect rate batch sizes overtime
– Quality variations work in process
• 2. Map the flow of items
27
Example 1: Engineering Manuals
Current State •Stmt of Work •Review list
•Hours estimates •run model
Value Stream Map •Parts list •Mgmt review
•Power & weight
Quoting
Fill out RFQ form Administration
•Schedule
•Log
•Copy
•Distribute
Installation
•Check RFQ
•Decide path
•Generate
spreadsheet
28
GATHER DATA
(create the current VSM)
3. Map the flow of information
29
GATHER DATA
(create the current VSM)
4. Add Data and Highlights
30
Engineering Manuals
•Stmt of Work •Review list
Example 1: •Hours estimates •run model
Current State •Parts list •Mgmt review
•Power & weight
Value Stream Map
Trigger: receive RFQ Trigger: receive RFQ
Quoting Done:sent to manuals Done: sent to price
Flow Time: 0.5 days
Flow Time: 15 days
MCT: 40 hours MCT: 1.4 hours
People: 20 (.20) People: 4
Fill out RFQ form Administration WIP: 6 WIP: 6
•Schedule % yield: 70% % yield: 100 %
•Log demand: 2/week demand: 2/week
•Copy
•Distribute
Installation
Trigger: cust. request Trigger: receive RFQ •Check RFQ
Done: RFQ form sent Done: distribute •Decide path
•Generate spreadsheet
Flow Time: 1.5 days Flow Time: 2 days
MCT: 0.17 hours MCT: 2 hours
People: 20 (.15) People: 1 Trigger: receive RFQ
WIP: 1 WIP: 2 Done: sent to price
% yield: 60% % yield: 100% Flow Time: 0.6 day
demand: 2/week demand: 2/week MCT: 2 hours
People: 1
WIP: 3
% yield: 100% 31
demand: 2/week
CREATE VISION & PLANS
1: Go Back to the Garage
• Pick a few items that flow through
the value stream
• Pretend you are your smallest
competitor
– You’re in a garage with almost no money
• Develop the smallest, lowest
capital value stream
32
CREATE VISION & PLANS
2: Choose Natural Groups
• Review the items that flow through the value stream
– What factors make items similar or different
– Group similar items together
– Set aside items that complicate the groups
• Choose a target takt time for the whole value stream
– What factors drive the process cycle times
– How many parallel flow paths do you want
• Choose natural groups of items (add
"miscellaneous")
– Examples (like processing steps, like customers, like functionality)
33
CREATE VISION & PLANS
3: Develop Ideal State Map
• Assume that anything is possible
• Avoid shared resources
• Create an ideal state value stream map
• Add obstacle removal to strategic plans
– Start key R&D projects
– Start "right-sized equipment" projects
34
CREATE VISION & PLANS
4: Develop Future State Map
• Identify the first "complete" flow path you
will create
– What waste have you eliminated?
• Draw future state map of what will be
achieved in the next 12 months
• What will the metrics look like? 35
Example 1:
FS VSM CUSTOMER
Quoting
Complete RFQ Bid Cell Proposal Prep
•review
•set up model •Engineering •Price
•spreadsheet •Installation •Write
•presentation •Prgm. Mgmt. •Approve
•Training
•Manuals
Trigger: customer request •CAS Trigger: RFQ pkg. received
Done: email RFQ Done: sent to cust.
Flow Time: 1 days Trigger: RFQ pkg. received Flow Time: 5 days
MCT: 1 hour Done: sent to prep. MCT: 70 hours
People: 10 Flow Time: 5 days People: 4
WIP:1 MCT: 150 hours WIP:3
% yield: 95% People: 9 % yield: 90%
demand: 2/ week WIP:3 demand: 2/ week
% yield: 90%
demand: 2/ week 36
CREATE VISION & PLANS
5: Develop Action Plans and
Tracking
• Review the future state map you just
created, brainstorm possible action items
• Focus an action plan (month by month)
• Establish tracking
– For measurements vs. targets
– For action plans
37
Example -
Quoting Value Stream Action Plan
Imp events
Projects
What
Do Its
Define basic measurements for the business unit
X and value stream (measure & track)
Communicate “Lean” initiative, why & how to
X all employees in impacted value stream
Quality – write standard work for RFQ’s,
X increase accuracy/completeness to 95%
Engineering – reduce cycle time by 50%,
X Increase first time yield to 90%, write std. Work.
CAS – reduce cycle time by 50%, write std. Work.
X
38
EXECUTE
• Communicate
– Current & future VSMs
– Action plan
– Measurements vs. Targets
• Execute your action plan
• Be involved
– A successful lean conversion depends upon the active
involvement of all members at all levels. This is critical
to creating a culture that becomes a competitive
advantage. 39
ALIGN
• Conduct alignment reviews
quarterly
– Evaluate progress against targets
– Implement corrective action if
improvements not sustained
– Re-evaluate “future state” value stream
map (is it still valid?)
40
