,value stream mapping,lean six sigma dmaic improvement process road map,learning objectives,develop skill with value stream maps to analyze the process in detail from the process participants and the customers viewpoints learn value stream mapping as a critical skill to eliminating waste in the existing process learn the features of different approaches to value stream mapping to enhance team learning learn how to develop a detailed, data rich value stream map learn about some helpful mapping hints and how to use the maps prepare for complexity value stream mapping,whats in it for me?,value stream mapping is a visual tool to help understand the current value stream. it allows people to easily understand where waste exists in the process. it gives the improvement team a basis for prioritizing improvement efforts. it gives the team a visual tool for representing their improvement ideas, so they are better able to communicate with people inside and outside the organization.,value stream mapping,data is collected on the flow of a single family of products current state vsm shows the flow with value add and non value add costs/activities waste analysis is performed on the current state to define the future state future state vsm shows flow with non value add costs removed,the importance of value stream mapping,understand strategic business objectives create high-level value stream map include high-level business processes and high-level metrics collect additional metrics if warranted analyze gaps to business strategy and voice of customer decide on areas of focus create project charters strategically assign projects accurately and precisely define the problem measure the problem with process and value stream mapping analyze the problem and focus on root causes identify and prioritize improve tools and implement control the solution and sustain the results!,value stream mapping is the one of the most effective methodologies and communication tools in our lean toolbox!,completed by the management team and business leaders to help identify opportunity areas and projects.,completed by the team during the dmaic project.,who uses process and value stream maps?,value stream maps are used at the business (strategic) level for opportunity and project identification by management teams. maps at this level are owned by the business unit leaders. at the project (tactical) level, process and value stream maps are used by improvement teams to identify and visualize the improvement opportunities, and as an effective communication mechanism to all levels of the company. maps at this level are created and initially owned by improvement teams and transitioned to process owners during the dmaic control phase.,what is a process map?,a graphical representation of a process flow identifying the steps of the process, and the xs and ys of the process steps provides ability to visualize the process, and helps identify opportunities for improvement.,load part,clamp part,start cycle,cutting,- s,n wrenches,-s, n part,-s,n fixture holder,-s,n clamps,-s,n part,-s,n fixture holder,- s pump control,(manual),- s machine,controls,(semi),- s start cycle,botton,monitor and,adjust settings,monitor for arcing,problems,backing out to,rear limit,unload part,- s full depth,- s machine,- s, n fixture,holder,-s n wrench,- s, n part,- c, n electrode (design),- c, n insulator,- s, n contact points,- s, n part,- c voltage,- c electrol pressure,- c, n electrolyte,- c e. temp,- c feed rate,- s voltage gage,- s presure gage,-s vision,-s amp gage,-s machine,existence of arcing,fixture & electrode in,upright position,completed part,empty machine,part loaded,part clamped,cycle started,cut part,used electrolyte,used ecm machine,used electrode,-,process steps outputs (little ys) inputs (little xs),what is a “value stream map?”,think of a “value stream map” as a data-rich process map:,a “value stream map” extends the usefulness of process maps by adding more data (beyond ys and xs), such as: material and information flow; operating parameters; process and lead times; etc.,value stream mapping example: current state vsm,creating current state value stream maps,value stream mapping steps,step 1: create a sipoc chart step 2: map the current state with a “top down” flow chart step 3: determine product/process family to value stream map step 4: draw the process flow map step 5: add the material flow step 6: add the information flow step 7: add process data collection boxes step 8: add processing and lead time data step 9: verify current state map,step 1: the sipoc chart,the sipoc chart helps us to begin to bound the process we wish to map,step 1: high-level sipoc chart,supplier input process output chart (sipoc) customers: companies x, y, & z outputs: cost, quality, on-time delivery process: produce products 1, 2, 3, 4 & 5 inputs: raw material suppliers: companies a, b & c,a high-level sipoc chart helps to identify the process output(s) and the customers of that output so that the voice of the customer can be captured,step 1: the sipoc chart,(a) determine the customer(s) of the the process (b) determine key output variables and then translate these into customer requirements (output specifications) and identify related key process output variables (kpovs) (c) go upsteam to the process steps(s) which most impact the output and determine the key process input variables (kpivs) (d) identify the suppliers to the process and the requirements (input specifications) required to support the process to meet the customer requirements,sipoc tips,a. the start and end points (boundaries) of the process are essential to the sipoc chart “without a beginning, there can be no end”. creates focus for the sipoc chart b. every process has several different groups of customers. always start a process analysis by defining and listing the customer groups. (note: may be internal or external customers.) prioritize the customer groups; pick the top 2. c. for each customer group, list the customer expectations. prioritize the expectations. the most important expectations are designated customer ctqs (critical to quality). in some situations, there may also be ctds (critical to delivery) and ctcs (critical to cost) identified. the ctqs, ctds and ctcs constitute the customer requirements needed to complete the sipoc.,sipoc tips,d. research and determine the inputs into the process that affect the outputs use leading versus lagging measures whenever possible: leading measures tell the need to adjust process before the fact. evaluate inputs and adjust downstream process to reflect results of evaluation. lagging measures inform about process performance and the need for adjustment after the fact. evaluate results of process step and feed information upstream. example: the length, in inches, of columns of lost dogs in la is a leading indicator of a major earthquake they feel the tremors that we dont feel that precede a major earthquake e. not only should the sipoc chart capture customer requirements, but also the key business requirements as well: reduced inventory increased throughput lower cost,sipoc example: pizza delivery,boundaries where does the process of buying a pizza start? when the customer calls the pizza shop. when does this process stop? when pizza is delivered. customers who are the customers? college kids, suburban families, sports fans, singles. outputs what does the customer want? a delivered pizza. what are the requirements: to have hunger satisfied, hot pizza, lots of toppings, delivered on-time, order correct, good price. output specifications ctqs: pizza must be 120 degrees +/- 5 degrees order must have zero defects pizza must weight 4.0 lbs +/- 1 lbs ctds: pizza must be delivered in 20 minutes +/- 5 minutes delivery person must be clean and courteous ctps: price must be less than $11 per large pizza with coupon inputs pizza ingredients, customer order, pizza shop with equipment and employees. what are the requirements: trained pizza maker, mapping software expertise for delivery personnel, service training for pizza shop employees, equipment that works input specifications: fresh produce and meats (less than one day, continuously refrigerated) 99% pizza maker uptime, 95% delivery vehicle uptime passing grade on pizza maker, software, and customer service tests (80%) supplier food distributor, pizza equipment & vehicle distributors, employment agency,sipoc example: marketing resource division,when a request is made by a market organization to change the way the market organization wants to be reported, then the indicative system that maintains the current reporting structure of that organization, needs to perform an extra ordinary manual effort, one code at the time, to convert these codes to the new reporting structure. the representative sipoc chart is:,exercise: step 1: create a sipoc chart,b&d industries exercise complete a sipoc chart of b&d industries,time: _ minutes,value stream mapping steps,step 1: create a sipoc chart step 2: map the current state with a “top down” flow chart step 3: determine product/process family to value stream map step 4: draw the process flow map step 5: add the material flow step 6: add the information flow step 7: add process data collection boxes step 8: add processing and lead time data step 9: verify current state map,step 2: top down flow chart (vertical scoping),a “top down flow chart” is meant to provide focus by selectively expanding from the highest level down to the level where the root cause is located. use the start and finish points of the process from the sipoc chart. define 6 to 12 high level activities between the start and finish. expand the single high level activity most likely to contain the root cause into 6 to 12 medium level activities. expand again (and again!) until the level of the cause(s) of the problem is reached. the purpose of the top-down chart is to determine the correct level of the process to value stream map it is a vertical look at the process. it is critical to our business to focus our improvement resources on the areas that are going to have the greatest return.,the process,the sub-process,the micro-process,step 2: generic top-down flow chart,distribution,pump,motor,foundry,example: step 2: top-down flow chart,start,stop,fab,machine,paint,assembly,test,prep housing,install armature,install shaft,press bearings,grease fittings,step 2: top-down flow chart option: swim lane” flow chart,use for large, complex processes when: multiple hand-offs between departments/functions are involved, including outside the company. sequence and time of operations is important (as in lead time reduction). can show information and product flows if needed. uniquely adds the time horizon to the flow of information. the swim lane flow chart is still a top-down flow chart it is a vertical look at the process it should have 6-12 steps at each level it should expand again (and again) until the level of the cause of the problem is reached,example: step 2: “swim lane” flow chart,start,stop,customer*,engineering,tooling,production,field service,* top lane is always the designated customer.,value stream mapping steps,step 1: create a sipoc chart step 2: map the current state with a “top down” flow chart step 3: determine product/process family to value stream map step 4: draw the process flow map step 5: add the material flow step 6: add the information flow step 7: add process data collection boxes step 8: add processing and lead time data step 9: verify current state map,step 3: determine product/process family (horizontal scoping),if there are many different products that flow through the process, it may be necessary to “scope” the focus of the map through a product/process family assessment this is a horizontal look at the process. choose the product/process family that has the greatest impact on the customer outputs, and the business requirements. choose a family with common flow. choose a family with high volume and cost. choose a family based on customer industry, or other product segmentation. choose the family that is most impacting customer service. if a product/process family is not readily apparent (such as in a job shop environment), use a product/process matrix to identify a family.,step 3: product/process matrix,products and process matrix create a matrix of products and processes (equipment) through which they pass. include demand and cost/price data based upon actual customer demand (extended cost = standard cost * annual demand). reference routers if necessary but ensure they are verified and not assumed to be accurate. group similar products together and choose the product group to value stream map based on 80/20 for extended cost “biggest bang for the buck”.,extended cost,$40k $50k $30k $10k $10k $5k $15k,step 3: product/process families should flow from the matrix,another way to look at the product/process matrix is through a pareto chart:,value stream mapping steps,step 1: create a sipoc chart step 2: map the current state with a “top down” flow chart step 3: determine product/process family to value stream map step 4: draw the process flow map step 5: add the material flow step 6: add the information flow step 7: add process data collection boxes step 8: add processing and lead time data step 9: verify current state map,step 4: draw the process flow,tips: begin at the end of the process (shipping) and work upstream determine where material and information is used along the process map the entire process as a team to understand the entire flow draw maps by hand to get it done quickly, and make it easy to change lessons learned: get alignment on start and end of value stream before beginning map be mindful of processes that are in parallel vs. series capture all rework loops and inspection stations on the map limit the value stream to just one product family,step 4: sample symbols for process flow,tips: draw the flow (at the level chosen) from customer back to supplier include all major steps, including inventory stocking points and inspection stations you should also add “high level” material and schedule needs, if any symbols used:,process box,i,inventory,operator,inspection point,generic process flow,customers/suppliers,material to customer,truck shipment,step 4: draw the process flow,assy 1,assy 1,assy 1,test,insert pin,assem. pistons,assem. covers,i,i,i,i,i,raw materials,mrp transaction,receiving,inspection,receiving,unpack bottles,unpack,bottle washer,washer,fill & cap,fill,heat shrink,sealer,labels on bottles,labeler,pack product,drop pack,labels on package,label,tag & crate,pallet,shrink wrap & load,ship,888 cases/day,37 cases/hr,bottle kits 16 days,i,warehouse,i,i,i,i,step 4: example process flow map,liquid pharmaceutical example,exercise: step 4: draw the process flow,b&d industries exercise draw the process flow for b&d industries use flip charts, post-it notes, and markers to make it visual,time = minutes,value stream mapping steps,step 1: create a sipoc chart step 2: map the current state with a “top down” flow chart step 3: determine product/process family to value stream map step 4: draw the process flow map step 5: add the material flow step 6: add the information flow step 7: add process data collection boxes step 8: add processing and lead time data step 9: verify current state map,step 5: draw the material flow,show the movement of all material used in the value stream. group material with the same flow. map all sub-processes, including general types of material above process blocks include any incoming inspection, and material testing operations. use “push” vs “pull” to distinguish movement trigger (change generic material flow identified in step 4 to either “push” or “pull” flow) sample symbols:,push material flow arrow,withdrawal kanban,production kanban,supermarket,pull material flow arrow,step 5: draw the material flow,i,i,i,i,i,i,i,2/day,1/week,x= x-purc parts,y= raw casting,x=x-raw casting c-daily schedule,x=x-machine 1 material c-daily schedule,x=x-machined part, bolts, nuts, washer, c-daily schedule,x=x-assy 1, o-ring, bearing, snap ring, c-daily schedule,x=x-assy 2, x-packaging c-daily schedule,y=machined part,y=machined part,y=assy 1,y=assy 2,y=shipped order,generic example,liquid pharmaceutical example,step 5: material flow,value stream mapping steps,step 1: create a sipoc chart step 2: map the current state with a “top down” flow chart step 3: determine product/process family to value stream map step 4: draw the process flow map step 5: add the material flow step 6: add the information flow step 7: add process data collection boxes step 8: add processing and lead time data step 9: verify current state map,step 6: draw the information flow,map the information flow from purchase order receipt to order release (customer orders, production orders, purchase orders). document the production orders associated with the parts through the system. document the scheduling system and document tracking of the parts as they move through the system. document how the system communicates with the customer and supplier. document how information is gathered/distributed, i.e., electronic, manual, “go see”, etc. sample symbols:,type, frequency and method,electronic information,step 6: draw the information flow,i,i,i,i,i,forecast, 6 month, fax,order, weekly (5-day), fax,mrp,forecast, 90/60/30 day, fax,order, daily, fax,mrp,mrp,i,i,work orders, daily release, paper,x= x-purc parts,y= raw casting,x=x-raw casting c-daily schedule,x=x-machine 1d material c-daily schedule,x=x-machined part, bolts, nuts, washer, c-daily schedule,x=x-assy 1, o-ring, bearing, snap ring, c-daily schedule,x