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Value Stream Mapping2

Value stream mapping (VSM) is a tool that visually maps the flow of materials and information as a product or service moves through a process from start to finish. It identifies value-added and non-value added activities in order to improve process lead time and meet customer demand consistently. A VSM is created by mapping the current state of the process, identifying value and non-value activities, creating a timeline to calculate ratios of value-added to non-value added times, and identifying improvements to create an ideal and future state. VSMs are useful for both manufacturing and non-manufacturing processes to highlight waste.

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Ahmed M. Hashim
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59 views4 pages

Value Stream Mapping2

Value stream mapping (VSM) is a tool that visually maps the flow of materials and information as a product or service moves through a process from start to finish. It identifies value-added and non-value added activities in order to improve process lead time and meet customer demand consistently. A VSM is created by mapping the current state of the process, identifying value and non-value activities, creating a timeline to calculate ratios of value-added to non-value added times, and identifying improvements to create an ideal and future state. VSMs are useful for both manufacturing and non-manufacturing processes to highlight waste.

Uploaded by

Ahmed M. Hashim
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
You are on page 1/ 4

“VALUE STREAM MAPPING”

QUALITY TOOLS

Description of Value Stream Mapping

Value Stream Mapping or VSM is an advanced form of process mapping. During


a value stream mapping session, all value (VA) and non-value (NVA) added
activities required to bring a product or service to the customer are identified.
Thus, a Value Stream Map is a tool to see and understand the flow of information
or material as the product or service moves through the entire value stream. The
Value Stream Map utilizes a variety of symbols to represent different information
such as inventory, pull or push systems, supermarkets, kanban, information flow
types, etc. Typically at the bottom of the map is the timeline showing the value
and non-value added times that can be used to calculate the ratio of value and
non-valued added activities.

When to use Value Stream Mapping


Typically, a VSM is used when there is an established process under
investigation. If the process has no established steps or flow, it is usually
beneficial to map the process first using tools like flowcharting, swimlane, etc. A
VSM is used to identify value and non-value added activities with the purpose of
improving the process by reducing lead time which will help to consistently meet
customer demand. The primary benefit of using VSM is the ability to visualize the
entire process instead of single, isolated processes. Traditionally, activities are
focused on improving individual operations which may or may not impact the
overall value stream. In the value stream approach however, improvement
activities are prioritized depending on their effect on the overall process.

How to use Value Stream Mapping


1. Identify the team. The team should be composed of personnel from
different departments involved in the process including a few fresh eyes
which can bring new perspective to the team. Key team members include
management representative/sponsor, facilitator, and core team members.

2. Map the current state. Using a large piece of brown/white paper and
Post-it notes, draw the current map utilizing the different symbols available
(see page 4).
a. Depending on the process, it is typical to start with the customer on
the right side of the map and working backwards towards the
supplier on the left side of the map.
b. Leave ample spaces between the steps to allow for addition of
information.

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c. Use yellow Post-it for the process steps, red/pink Post-it for
“obstructions to flow”, and green Post-it for suggestions/ideas.
d. Create the data boxes below each process steps. Typical
information in the data boxes are cycle time, changeover time, first-
time quality, number of personnel.

3. Identify value and non-valued activities. Be creative on this step.


Examples of identifying VA and NVA items include green and red dots,
green and red marks around the post-it notes.

4. Create timeline at the bottom of the map.


a. Value added activities are represented by a step down in the
timeline while non-value added activities are shown as a step up.
Example:
VA
Step A Step B NVA

Step down
timeline
Step up for NVA for VA
b. Add all value-added times and all non-value added times.
c. Calculate the ratio of VA to NVA times and write in bold numbers
on the right side of the timeline
5. Identify “obstruction to flow” and improvement suggestions/ideas
6. Prioritize improvement activities. Activities that have bigger impact on
the value stream should be given higher priority.
7. Create ideal state. Ideal state is the interim state before the future state.
8. Create/visualize the future state.

Tips on use of Value Stream Mapping


1. Make sure you walk the process and collect information, facts and data
along the way. Do not rely on standard information available in the
system.
2. The point of the value steam mapping is not the map, but understanding
the flow of information and material.
3. Do not spend a lot of time making the map “pretty”. A VSM is designed to
be messy as you will make numerous changes later on. A pencil, eraser,
and pads of Post-it notes are good enough.
4. Management support is a key to the success of the value stream mapping
exercise.
5. Start a VSM activity on a well-understood process where likelihood of
success is high.
6. Conduct Value Stream Mapping with the purpose of improving the
process.

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Application of Value Stream Mapping

Typically your customers often define your value streams. If you are making
similar products for company A and company B, each having unique
specifications then you have two value streams. If your customer has not defined
the value stream then two methods are available to define the value stream:
Product-Quantity analysis (PQ) and Product-Routing (PR) analysis. PQ analysis
is used to see if some part numbers are run in higher volumes to make the
decision an obvious one. PR analysis involves identifying the processes that
each product goes through. Those with similar processes can be grouped into
the same value stream.

Value Stream Mapping is an important tool in highlighting wastes in the system.


This tool is very useful in both manufacturing and non-manufacturing applications
although the structure may differ slightly depending on the process under review.

Below is an example of a basic value stream map.

References

Learning to See by Mike Rother and John Shook


Value Stream Management by Don Tapping, Tom Luyster and Tom Shuker

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VALUE STREAM MAPPING ICONS
(from Learning to See book by M. Rother, J. Shook)

Page 4 of 4

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