VALUE STREAM MAPPING

Based on the techniques described by

Rother and Shook
in “Learning to See”
Value Stream Mapping

• Captures value and non-value adding steps

• Raw material to customer receipt
• Product design to launch
Benefits

• Aids visualization
• Makes system waste easier to see
• Common language
• Forms basis for implementation plan
• Links information and material flow
Product Family

• Identify product family from customer end

• Share common process steps
• Share common equipment
• Not based on upstream fabrication steps
• Create product matrix if necessary
Game Plan

1.) Identify the product family

2.) Create current state map
3.) Create future state map
4.) Create implementation plan
5.) Implement improvements per plan
6.) Repeat steps 1 - 5
Current State

• Define scope (dock to dock)

• Begin with a quick walk
• Walk material and information flows
• Start at shipping and work upstream
• Record data as you walk
• Hand draw in pencil
• Map entire stream yourself - don’t subdivide
Drawing the Current
State - Customer

• Start with the customer

• Factory icon in upper right corner
• Data box (underneath factory icon)
– Customer requirements (pcs/mth)
– Mix (# lh’s, # rh’s)
– Shipping frequency (x/day, x/week)
– Standard shipping container quantity
– Number of shifts customer operates
Drawing the Current
State - Customer
Current State Map
WW Brake, ABC Plant

18,000 pcs/mo
12,000 LH
6000 RH
Tray = 20 pcs
2 shifts
Drawing the Current
State - Process Box

• Create process box for each area of material flow

– E.G. Assembly process W/ multiple connected stations
– Connected stations grouped (even if not single-piece)
• Disconnected process gets separate process box
• Process box stops wherever flow is disconnected
• Operator symbol with number of operators
Drawing the Current
State - Process Data
• Process data box (underneath process box)
– C/T (cycle time part to part)
– C/O (changeover time)
– # Of people
– Available working time (seconds)
– Machine uptime (on demand)
– EPE ( “every part every _______”)
Drawing the Current
State - Customer
Current State Map
WW Brake, ABC Plant
XYZ
Corporation

18,000 pcs/mo
12,000 LH
6000 RH
Tray = 20 pcs
2 shifts

Roughing Machining Assembly 1 Assembly 2 Shipping

2 4 9 7
Drawing the Current State
Inventory Box

• Warning triangle to capture inventory

• Draw triangle for each location
• Record amount of inventory below triangle
Drawing the Current
State - Shipping

• Truck icon between customer and shipping

– Boat/train/air icon as needed
• Broad arrow in direction of flow (pull)
• Supplier icon for primary component
• Truck icon between supplier and receiving
– Boat/train/air icon as needed
– Indicate shipping frequency
– Indicate shipping pack size/quantity
Drawing the Current
State - Customer
Current State Map
Castings WW Brake, ABC Plant
Unlimited
XYZ
Corporation
Castings
300/basket
18,000 pcs/mo
12,000 LH
6000 RH
Tray = 20 pcs
2 shifts

Roughing Machining Assembly 1 Assembly 2 Shipping

2 4 9 7
Drawing the Current State
Information Flow

• Process box for information control point

– Note MRP etc.
• Thin arrow for information flow
• Include scheduling signals
– Forecasts
– Daily ship schedules
– Faxes
– EDI
– “Go see” scheduling
Drawing the Current
State - Customer
Current State Map
Castings WW Brake, ABC Plant
Unlimited 90/60/30
90/60/30 day XYZ
day Production Control Forecasts Corporation
Forecasts
Castings
300/basket Weekly
Faxp MRP Daily 18,000 pcs/mo
Schedule 12,000 LH
6000 RH
Tray = 20 pcs
Weekly Schedule 2 shifts

Daily Ship

Roughing Machining Assembly 1 Assembly 2 Shipping

2 4 9 7
Drawing the Current
State - Timeline

• Draw timeline under process boxes and inventory triangles

• Production lead time in days
– Inventory divided by daily customer requirement
• Add value-add times under process boxes
• Calculate total production lead time
• Calculate total value-added time

Note: Production lead time is not the same as inventory days

Characteristics of a Lean
Value Stream
• Produce to takt time
– Fast response to problems
– Eliminate causes of unplanned downtime
– Minimize changeover time
– Eliminate over-production
• Develop continuous flow
– Single piece part transfer
– Reduce WIP
– Combine operations
Characteristics of a Lean
Value Stream

• Develop pull
– Use pull signal to schedule production
• Send schedule to one point (pacemaker/constraint)
– Pacemaker controls the production pace
• Level production mix at pacemaker
– Reduce run/batch sizes
– Reduces pull inventory requirements
• Build every part every day/shift/hour
– Minimize changeover times
Drawing the Future
State - Preparation

• What is the takt time?

• What is the finished goods inventory strategy?
– Build to a finished goods supermarket
– Build directly to ship schedule?
– Build sequenced parts to hourly ship schedule?
• Based on the questions above draw the following portions of the valu
stream map:
– Assembly to shipping transition (pull or continuous)
– Shipping to customer
Drawing the Future State
Improving Flow

• Construct the future state map based upon the answers to the
following questions:

• Where should the pacemaker be to facilitate single point scheduling

• Where can you implement continuous flow?
• Where will you need supermarket pull systems?
– Include material from outside suppliers
Drawing the Future State
Improved Flow (cont.)

• How should the production mix be leveled?

• How should the production releases be leveled?
• What process improvements are necessary to enable the future
state?
– Cycle time, machine uptime, C/O time, productivity
• What improvements will reduce production lead-time?
– Reduce inventory, combine operations, eliminate NVA
activities
Drawing The Future
State - Information

• Complete the future state map by reviewing:

– All material flows
• Present and correct
– All information flows
• Present and correct
– All improvement needs
• Listed with kaizen lightening bursts
Implementation Plan

• Prioritize improvements listed on future state

• Identify lean event opportunities
• List expected completion dates for activities
• Assign teams/individuals to work on improvement activities
• Create event plan (6-12 months) and add to lean database
• Use lean newspaper to track activities
Value Stream Mapping Icons
Value Stream Mapping Icons
Value Stream Mapping Icons
Value Stream Mapping Icons
Value Stream Mapping Icons