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VALUE STREAM MAPPING

If there is one tool in a Lean journey that can not be left out or in any way compromised it is Value Stream Mapping. Without the value stream map, deciding on what needs to be changed in the organization and meet the future business demands would be a crap shoot at best. More than one company has gone straight to tools application, believing that any change will help the company be better than they are. That belief couldn’t be further from the truth.

A well developed Value Stream Map provides the reader with objective based information that tells a story about the current state of operations. When we listen to and believe the story that the map is telling us, deciding on what needs to be done and in which order it needs to be done in, becomes very easy.

The Value Stream Map becomes the map and compass pointing us in right direction so we can find our way out of the forest of confusion and frustration.

A well drawn map will be based on factual information observed during the walk- through of the process being mapped. Validating observations through analysis of historical data can be helpful but avoid the temptation to use this historical data only to create the map. Historical data has a tendency to be outdated and could create problems with the order in which changes are made.

As you walk the process, listen closely to the people performing the various tasks within the value stream. They provide the best description of reality and reality is what you need to create the most accurate map.

Value Stream Mapping Tips

Always walk the process as you draw the map.
Draw in pencil to allow changes to be made easier.
Consult the current process step owner to understand how the process step is currently being performed.
Listen to what the map tells you and believe it!
The current state map is just the way we do things today, anything can be changed if the need is strong enough.
Someone in your business field will figure out how to provide the customer with the value they require.

Lean Velocity's Value Stream Mapping Course Summary

This seminar teaches the foundational element of Lean Business and how to use the Value Stream Mapping tool. This tool allows us to see the flow of the Value Stream, in a graphic format, as we are operating today. Upon completion of this course, participants will have the ability to draw the Current State of their organization, determine what the Future State needs to be and develop the game plan to get there.

Course Key Deliverables:

Uncovers the secrets of “flow” through the use of objective data.
Teaches the skill of developing a current state map.
Helps participants to analyze and detect roadblocks to flow.
Teaches the skill of determining an effective future state for the organization.
Prepares the participants to develop the needed action plan to achieve the future state.

More information on Value Stream Mapping

(From Wikipedia, the free encyclopedia)

Value Stream Mapping is a Lean technique used to analyze the flow of materials and information currently required to bring a product or service to a consumer. At Toyota, where the technique originated, it is known as "Material and Information Flow Mapping" [1].

Implementation:

Identify the target product, product family, or service.
Draw a current state Value Stream map, which is the current steps, delays, and information flows required to deliver the target product or service. This may be a production flow (raw materials to consumer) or a design flow (concept to launch). There are 'standard' symbols for representing supply chain entities.
Assess the current state Value Stream map in terms of creating flow by eliminating waste.
Draw a future state Value Stream map.
Implement the future state.

Where is it used?

Value Stream Mapping is commonly used in Lean environments to identify opportunities for improvement in lead time.

Although Value Stream Mapping is often associated with manufacturing, it is also used in logistics, supply chain, service related industries, software development, and product development.

In a build to the standard form Shigeo Shingo[2] suggests that the value adding steps be drawn across the centre of the map and the non-value adding steps be represented in vertical lines at right angles to the Value Stream. Thus the activities become easily separated into the Value Stream which is the focus of one type of attention and the 'waste' steps another type. He calls the Value Stream the process and the non-value streams the operations. The thinking here is that the non-value adding steps are often preparatory or tidying up to the value-adding step and are closely associated with the person or machine/workstation that executes that value adding step. Therefore each vertical line is the 'story' of a person or workstation while the horizontal line represents the 'story' of the product being created.

Hand drawn versus tools:

Value Stream maps are usually drawn by hand in pencil to keep the mapping process simple and allow for simple correction. The idea is that a map can be drawn without delay while observing the target process in situ.

However, software tools are emerging as an alternative. A variety are available either as stand alone products or stencils/add-ons to products such as Microsoft Visio. Microsoft added value stream mapping tools with the release of Visio 2007.

Associated Analysis Methods:

Hines and Rich (1997) defines seven Value Stream Mapping Tools [3] they are:

Process activity mapping
Supply chain responsiveness matrix
Product variety funnel
Quality filter mapping
Forrester effect mapping
Decision point analysis
Overall structure maps

References:

Learning to See: Value-Stream Mapping to Create Value and Eliminate Muda by Mike Rother and John Shook
A Revolution in Manufacturing: The SMED Sysytem, Shingo, Shigeo, Productivity Press, 1985, p5
Lean Evolution: Lessons from the Workplace By Nick Rich, Ann Esain, Nicola Bateman