Value Stream Mapping

1
Value StreamMapping
Dr. Richard E. White
2
Overview

• VSM Key Tool in Continuous Improvement
• Understanding What the Customer Values
• Muda
• Current State
• Future State

3
VSM

• VSM Key Tool in Continuous Improvement
• Graphical Representation of Value Stream
• Flow of Materials and Information Through
  Transformation to Deliver Product/Service to
  Customer
• VSM has an Enterprise Focus rather than a
  Functional Focus

4
Five Principles of Lean

• 1.) Value
• 2.) The Value Stream
• 3.) Flow
• 4.) Pull
• 5.) Perfection

5
Muda

• Waste
• Type-1 muda
• non-value added but deemed necessary
• Type-2 muda
• non-value added and unnecessary

6
VSM Current State

• Identify VSM Team
• Leader
• Assembled Team
• Data Collection
• Identify Major Process Steps
• Quantify the Process

7
VSM Current State (cont.)

• Decide Value added and Non-Value Added Activities
• Estimate Times
• Sum the Individual Times
• Review Process
• Quantify Overall Lead Times

8
VSM Current State (cont.)

• Determine the Information Flow
• Validate the VSM

9
VSM Information Typically Collected for Current
State

• The end customers requirements
• Customers schedules
• Cycle time or processing time
• Changeover time
• Reliability of equipment
• Quality yield information

10
VSM Information Typically Collected for Current
State (cont.)

• Quantities (batch sizes)
• Number of operators shifts
• Hard copies of information
• Inventory levels
• Queue or waiting time
• Information flow

11
VSM Icons

• Dedicated process
• Shared process
• Customer/supplier
• Data box
• Work cell

http//www.strategosnic.com/value-stream-mapping-3
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VSM Icons

• Inventory
• Shipments
• Material push
• Supermarket
• Material pull

http//www.strategosnic.com/value-stream-mapping-3
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VSM Icons

• Safety stock
• External shipment
• Manual information
• Electronic information
• Production Kanban

http//www.strategosnic.com/value-stream-mapping-3
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VSM Icons

• Withdrawal Kanban
• Kaizen Burst
• Operator
• Timeline
• Information

http//www.strategosnic.com/value-stream-mapping-3
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VSM Future State

• Analyze Your Current State VSM
• Start With Your Customers View
• Identify Issues in the Value Stream that Affect
  the Customer
• Quantify Customer Demand Rate (takt Time)
• Identify Where Flow is Less than Ideal

16
VSM Future State (cont.)

• Blockages Can be Traced to Muda
• Remove Blockages
• Look for Muda, Mura, and Muri
• Consider two future views
• Future State
• Incremental Improvement State

17
VSM Future State (cont.)

• Update the Current State VSM to Reflect the New
  Current State
• Compare the New Current State to the Future State
• Start Mapping Again

18
Aylesbury Pressings Current State(Steering
Bracket)
Level?
Takt2x420/1705 min Shared resources shaded
Six Monthly and Monthly Forecasts
Monthly forecasts
Production Control MRPII
Weekly Requirement
Which most reliable?
Weekly orders
Customer
Daily call off
Supplier
Frequency?
total l/time18695 min V add time 650 sec
Responsive?
some kanban
coils
inventory
500
Rework/ quality
Inventory
sequence
changeover
OEE issues
623
Transport inventory
Assemble
imbalance
VA time vs Cycle time
35
200
1780
nil
13
324
(Progression line)
16
nil
230
2074
3115m
0m
90m
1000m
2500min
1620m
10370m
2 sec
60 s
0.2 sec
180s
218s
19
Allied Products Partner Current State(Wine Box
- Top Plate)
Takt57,600 sec./3,20018 sec. Shared resources
shaded
Six Monthly and Monthly Forecasts
Monthly forecasts
Production Control MRPII
Weekly Requirement
Weekly orders
Customer
Daily call off
Supplier
total time 18 hrs. 22 min. V add time 1 min.
18 sec.
wood
Dispatch
truckload
2 days
4000
nails
foil
nails
Final Assy
Rip Saw
Cross-Cut
Sub Assy
Brand
42
42
42
42
16 hrs
8 min. 24 sec.
7 min.
96 min.
25 min. 12 sec.
4 min. 54 sec.
10 sec
12 sec
7 sec
36 sec
18 sec