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TheLeanEnterpriseValueStreamMappingLeanFoundationsContinuousImprovementTrainingThepurposeofthismoduleistopresentthefoundationalprinciplesofWasteIdentificationandelimination.LearntheHistoryandPurposeofValueStreamMapping.LearningObjectivesShortHistoryOriginsinToyota,circa1955–Thewayofdoingbusiness…Alsocalled“MaterialandInformationFlowMapping”UsedbyToyotaMotorstoshowbothcurrentandidealstatesaspartoftheleanimplementationprocessDiscussedin“LeanThinking”FurtherdevelopedanddocumentedbytheLeanEnterpriseInstituteofBrookline,Mass.“LearningtoSee”19961998WhatistheValueStream?TotalValueStreamSUPPLIERSYOURPLANTORBUSINESSCUSTOMERTOENDUSERAlltheactions,bothvalueaddedandnon-valueadded,currentlyrequiredtobringaproductfromrawmaterialstothecustomer.TheValueStreamPerspectiveAvaluestreamisalltheactions(bothvalueaddedandnon-valueadded)currentlyrequiredtobringaproduct(ortransaction)thoughthemainflowsessentialforeveryproduct/service:fromrawmaterial/(customerneed),throughalltherequiredsteps,then–backtothearmsofthecustomer.Takingavaluestreamperspectivemeansworkingonthebigpicture,notjustindividualprocesses,andimprovingthewhole,notjustoptimizingtheparts.TOTALVALUESTREAMSUPPLYPARTNERSYOURPLANTOFCOMPANYCUSTOMERTOENDUSERValueStreamMapping•Let’slookatanEXAMPLE7WIP870QTIME72HMELT903MINSPCHEMHoldFurnaceCast903INSPPROFILEWIP696QTIMEP/T6NLOT75KP/T8HWIP8COILS120KP/T3HR15KWIPSTORESTAGEBREAKDOWN911RECSTAGELEAD2231.1VA210.17%SCRAPWIP746KQTIME81OKLOT1COILTIME.1WIP15KWIP108K8HRQ/T8DOWNTIME15%DOWNTIME15.5%8683ValueStreamMap–Operationalexample1.Mapmajorprocesssteps2.I.D.Value(green/yellow)/Non-value(red)3.Capturealltimes,quantities4.PrioritizeareastoimproveXSHIPPEDPERDAY850K1.870WIPBEINGWORKED4.276WIPBEINGSTOREDCustomerMACHININGC/T=1568mC/O=50min.2SHIFTSOPER.48DailyFIFOProd’nCont.SupplierOrdersOrdersIRREGULARASSEMBLYC/T=936mC/O=0min.1SHIFTOPER.24TESTC/T=60mC/O=30min.1SHIFTSOPER.5FINISHC/T=210mC/O=0min.1SHIFTSOPER.6DISPATCHC/T=30mC/O=0min.1SHIFTSOPER.2FIFOFIFOOXOX1DAY2DAYS2DAYS900MINS900MINS240MINS150MINS120MINS1568MINS936MINS60MINS210MINS30MINS4WEEKSOUT12WEEKFORECAST1/2DAY2ENGINES2ENGINESPITCH=60MINUTESLT31/2DAYSMANUFACTURINGLEADTIME=31/2DAYSCUSTOMERLEADTIME=2WEEKSValueStreamMap–BigPictureexampleWhydoValueStreammapping?•Tounderstandthecurrentsituation-The“bigpicture”pointofview(Touseasatooltoimprovethewholevs.optimizingtheparts…)•Exposessourcesofwaste-notjustthewaste•Showslinkagebetweeninformationflowandmaterialflow•FormstheblueprinttoidentifyareasofimprovementWhatdoesValueStreamMapdoforus?•Ithelpsvisualizemorethanjustthesingle-processlevel,i.e.assembly,welding,etc.,inproduction.Youcanseethewholeflow.•Ithelpstoseemorethanwaste.Mappinghelpstoseethesourcesofwasteinyourvaluestream.•Itprovidesacommonlanguagefortalkingaboutmanufacturing(andtransactional)processes.•Itmakesdecisionsabouttheflowapparent,soyoucandiscussthem.Otherwise,manydetailsanddecisionsinyourareajusthappenbydefault.•Byaddingdata,ittiestogetherleanconceptsandsixsigmatechniques,whichhelpsyouavoid“petprojects”.ValueStreamMappingisanEssentialTool•Itformsthebasisofanimplementationplan.Byhelpingyoudesignhowthewholedoor-to-doorflowshouldoperate-amissingpieceinsomanyleanefforts-valuestreammapsbecomeablueprintforimprovement.Imaginetryingtobuildahousewithoutablueprint!•Itshowsthelinkagebetweentheinformationflowandthematerialflow.Noothertooldoesthis.ValueStreamMappingisanEssentialTool•Itenhancesthequantitativetoolsandlayoutdiagramsthatproduceatallyofnon-valueaddedsteps,leadtime,distancetraveled,theamountofinventory,andsoon.•Valuestreammappingisaqualitativetoolbywhichyoudescribeindetailhowyourfacilityshouldoperateinordertocreateflow.Numbersaregoodforcreatingasenseofurgencyorasbefore/aftermeasures.Valuestreammappingisgoodfordescribingwhatyouareactuallygoingtodotoaffectthosenumbers.ValueStreamMapping•Let’slookatanEXAMPLEofProcessMapping•Agoodstart,butnodata,nosymbols,nocolorcodingetc14Books:LearningtoSee,LeanThinkingProcessMapw/Analysis-exampleSteelRecdPartsStockedComponentsmachinedPlateSteelburnedStructuralSteelSawedSteelstockedWeldShopPaintShopElect/MechPartsRecdBlastingBoothSandBastMechpartstoMechAssemblyStagingPartsstockedInspectionMechAssemblyElectpartstoElectAssemblyStagingElectAssemblyInspectionRunTestCratingShippingWarehouseShiptoCustomerSteelFabricationProcess(CurrentState)Canyouidentifyareasforimprovement?15Books:LearningtoSee,LeanThinkingSteelRecdComponentsmachinedPlateSteelburnedStructuralSteelSawedWeldShopPaintShopElect/MechPartsRecdBlastingBoothSandBastAllpartstoAssemblyStagingInspectionMech/ElectAssemblyInspection&RunTestShiptoCustomerSteelFabricationProcess(FutureState)Shipping&CratingProcessMapw/Analysis-exampleImpactof“ImmediateOpportunities”TheProcessMapgoodplacetostartprocessanalysisactivities:•Safetyissuesresolvedfirst!•VisibleresultsinareasKaizened•“Lowhangingfruit”addressedProductflowsmoresmoothlythroughthatpartofthestreamManypocketsofsuccess…But–ProcessMapshavelimitedimpactonthetotalVALUESTREAMProcessMap(functional)ProductFamilyorMainProcess/InformationFlow(doortodoor)Manypro