Reflection Final Paper
Johnnetwork 
ValueStreamMappingintro.pdf
IE 590/490 Lean Tools in Systems Engineering
Dr. Delia Valles-Rosales
Industrial Engineering Department
• Defines value from the customer’s perspective • All of the actions and tasks, both value added and non-value added,
required to bring an item (an idea, information, product or service) from its inception through delivery. – These include actions to process information from the customer
and actions to transform the product on its way to the customer. • Value streams vary in scope: reach beyond the enterprise to single
process size • https://www.youtube.com/watch?v=IbGPqmdBJp0
What Is a Value Stream?
PERFECTIO N
PULL FLOW
VALUE STREAM
VALUE
Lean Guiding Principles
TPM / SMED
Quality at Source Standard WIP POUS
Standard Work
5S System Teams Plant Layout
Visual
Cellular/FlowTAKT Production Pull
Continuous Improvement
Value Stream Mapping
Lean Building Blocks
• Value Stream Mapping • Kaizen Teams • Defect Prevention / Mistake Proofing • Variation Reduction / Six Sigma • 5s/Workplace Organization • Visual Factory Management • Standardized Work / Methods Analysis • Cellular / Flow Manufacturing, Office and Administration • Constraints Management • Generic Pull Systems • Part Pull / Kanban Systems • Set Up Reduction • Total Productive Maintenance
Ultimately Results in a Change in Human Behavior
Core Lean Tools and Techniques
Products, information, or services flow through a value stream – In manufacturing or distribution, materials are what flow – In health services, patients are what flow
– In office areas, information is what flows • In service areas, external customer needs flow through
the value stream • In administration, internal customer needs flow through
the value stream • In many cases, the item flowing in service or
administration is a document, an order, or a request
What Flows Through the Value Stream?
Purpose of Value Stream Mapping & Analysis
• Develop a common understanding of the current process – The relationship of process steps – A true picture of the process
• Create a baseline to measure improvements against • Define a vision of the future process • Establish common leadership objectives • Identify opportunities for improvement • Design an implementation plan for improvements
“If you can’t describe what you are doing as a process, you don’t know what you’re doing.” W. Edwards Deming
Value of a Value Stream Map
• The Value Stream Map provides visibility of the entire process – The process may cross functional boundaries – Without the map, you may focus on the wrong
areas to try to improve – Sub-optimization may result
Planning tool to optimize results of eliminating waste
Analyzing the Value Stream
+ + =Lean Basics
current state VSM future state VSM
What is Value Stream Mapping? • Value stream mapping is a process-mapping method that
enables your organization to:
• Current State Map: Visual representation of existing operations (information and product flows) – Identify the largest sources of waste (non-value added activity) in the
value stream
• Future State Map: Drawing of Lean flow (vision) – Develop implementation plan for Lean activities
More on VSM Previous Page Next Page
Map the Process • Makes work visible
– Visibility improves communication and understanding
• Identifies Improvement Opportunities – Eliminate the non-value added steps – Reduce wasted resources
• Diagnostics – Determine the cause of a problem or
condition. • Training and communication
Current State Value Stream Map (Unmodified)
Previous Page Next PageKey to VSM Symbols
Market Forecast
Total Lead Time = 68 days Value Added Time = 15 min
Customer A
2 people
C/T = 4 min C/O = 3 hr Uptime = 61%
Assembly & Inspection
2 people
Milling
C/T = 2 min C/O = 2 hr Uptime = 74%
3 people
C/T = 7 min C/O = 4 hr Uptime = 48%
Painting
I I I 3 people
Shipping
7 min4 min2 min
15 days 8 days10 days 30 days
Production Control
WK
I
5 days
D I D
30 days WK
Receiving
C/T = 2 min C/O = 30 min Uptime = 93%
Welding
5 days
2 min
Customer BSupplier
1 Supplier
2
Opportunities to Enhance Value Stream Mapping
• Classic Value stream mapping can overlook environmental considerations: – Raw materials used vs. needed in products and processes – Pollution & other environmental wastes in the value stream – Flows of information to environmental regulatory agencies
• Making some simple adjustments to your value stream map can help you explicitly address pollution and natural resource wastes: – Improving cost reduction opportunities – Saving additional time – Improving the health and safety of the workplace
Previous Page Next Page
Process
• Unit of measure: • Unit of time: • Inventory units: • Number of employees: • Number of shifts: • Hours per shift:
• Cycle Time (C/T) • Change Over (C/O) • Up time (U/T) • Quality level
• Defects • Overproduction • Waiting • Non-utilized resources • Transportation • Inventory • Motion • Extra processing • Inventory after process
• Emissions • Water • Solid Waste • Hazardous Waste • Impacts on People • Wasted Materials • Compliance/permits • % Recycled content • Other
• Lights • Motors/Fans • Compressed air • HVAC • Heaters • Boilers • Equipment • Ovens • Building envelope • Turn off unneeded equipment
7 GREEN Wastes
Energy Water Materials Garbage Transportation Emissions Biodiversity
www.greenenterprise.ca
ENERGY Waste
Paying a third party to consume more energy than required, supplied from a source that has negative environmental impact
WATER Waste
$ Paying a third party to consume more water than required, then paying them again to take away contaminated water and clean it
GARBAGE Waste
Paying for something you will only throw away, something that caused negative environmental impact to create and then paying
again to have it taken away to a landfill
MATERIALS Waste
Result of a global design flaw - designing virgin raw materials for obsolescence and to end up in the landfill
TRANSPORTATION Waste
Using excessive amounts of transportation from modes powered by non renewable and environmentally harmful fuels
EMISSIONS Waste
$
$ $
Paying to create and discharge excessive amounts of toxic pollutants into the atmosphere.
BIODIVERSITY Waste
Incurring costs to destroy biodiversity that result in large, negative impacts on the environment.
5000 miles
3500 miles
B
Unloading Milling Lab Package Warehouse Maintenance Shipping
1,150 kwh 18,400 kwh, 175
dt 223 kwh/day 517.77 kwh/day 118.12 kwh/day 580 kwh 300 kwh
Overspill 30 lbs/day
50 - 150 lbs/day 30 lbs coffee cup,
paper
25 lbs Papertowel, tape,
boxes 20 lbs Packaging 40 lbs Metal 30 lbs Packaging
5 gallons 168,480 gallons 277 gallons/day None 25 gallons/day 5 gallons/day None
4 Deliveries 300 Miles
None Silliker courier (75
M/day) None
3PL Storing - 2 TL/day (15 round
trip)
Parts delivery 100 M
None
No Input 100 Super Saks Soap, chemical,
bottles 1000 Bags 100 slip
sheets 3 rolls Wrap/50
Pallets Cleaners, glue,
metal, oils, lubes 2 rolls Strapping
Exhaust from Fork Lift
Particualte Matter
None None Exhaust from
forklift Welding, Oxygen None
B 1000 sq ft loading
dock B B B B 3000 sq ft
warehouse B B 500 sq ft loading
dock
10,000 sq ft parking lot
Office and Support
1,195 kwh ; 8.64 dekatherms/day
65 lbs paper/office supplies/organics
1,100 gallons
Staples, UPS, travel
2 rungs paper/Office Supplies
None
Facility Green Value Stream Map
Supplier Customer
3PL
EPA Lean and Environment Training Modules
• For more information about EPA’s Lean and Environment Training Modules, visit: www.epa.gov/lean
• EPA is interested in learning from organizations’ experiences with Lean and environment, and welcomes your comments on this training module
• Please contact EPA by using the form found at http://www.epa.gov/lean/auxfiles/contact.htm
Key to Symbols on Current State VSM
Production process (with data box)
C/T Cycle time
C/O Changeover time
Inventory
Truck shipment
External sources (suppliers, customers, etc.)
Electronic Information flow
Movement of production material
2 people
Milling
C/T = 2 min C/O = 2 hr Uptime = 74%
I
WK
Resources for Processes with EHS Wastes and Opportunities
• A wealth of process-specific waste elimination information, detailing techniques & technologies, is available from national and regional “pollution prevention” clearinghouses
• For more information, see: – U.S. Environmental Protection Agency Pollution Prevention
(P2) website – www.epa.gov/p2
– Pollution Prevention Resource Exchange – www.p2rx.org
– U.S. Department of Defense Pollution Prevention Technical Library – p2library.nfesc.navy.mil
Back to Main Presentation
Key Tool: The Charter
Last Update:
Project Information Leadership
Executive Steering Committee: •VP Dr. •Dr. VP •Dr. VP •Director • VP
Management Guidance:
Executive Sponsor: • VP
Co Facilitators: •XXX •YYY
Lean Coach: • ZZZ
Process Purpose
Participant/Process Representatives
Process Owners: • XXX • YYY Team Members: •RN • RN- Primary nurse • LVN • HUC •ED tech •EVS • ED resident •ED Reg •Bed Board •Floor nurse •IT (ad hoc)
Observers: (Outsiders & next PO) •TTTT •UUUU •VVVV
Process Scope: Start/Stop
Start:
End:
Process Scope: In/Out
In Scope:
Out of Scope:
Project Goals
Goals/Key Measures: XXXX = XXX min
XXXX = XXX min
Pt Sat = XXX score
YYYY = XX min
ZZZZ = XX min
Problems/Case for Change
• Time
• Quality
• Pt Sat
• Cost
Project Time Frame
• Scoping Session #1 • Scoping Session #2 sponsor meeting • Scoping Session # 3 • All Team Prep Phone Con (1 hr, 11-noon) • Training day • VSM Vision & Implementation plan Follow-up • Working sessions • 14 day follow-up • 30 day follow-up/Audit (25% of Action s done) • 60 Day follow-up/Audit (50% of Actions done) • 90 Day follow-up/Audit (75% of Action s done)
Milestone/Date
Charter Owner:
Setting up and “Scoping” a Lean Value Stream Mapping Project
• Charter and other Pre-work • Roles for the VSM Team
– Executive Sponsor – Process Owner – Lean Coach (Facilitator) – Workshop Participants
Role of the Executive Sponsor • Owns the Charter! • Addresses necessary cross-functional involvement • Ensures appropriate participating in the workshop (make sure the
subject matter experts are freed up full-time for the 3-day event, and part-time to implement Action Items)
• Serves as a proactive roadblock buster for the project • Presents project status to leadership • Participates in:
– Scoping – Workshop Kick-off – Leadership Panel – Project Reviews (30/60/90 day follow-up audits)
Role of the Process Owner • Owns the Setup Tasks and Action Plan!
• Leads VSM project from pre-scoping through implementation
• Ensures action item pre-work is complete for scoping, workshop, and reviews
• During VSM event, takes over ownership during Action Item assignments
• Responsible for project meeting scheduling, preparation, and minutes
• Documents the implementation plan after the workshop and schedules 30-, 60-, and 90-day reviews
• Drives implementation plan activities for completion of the project
• Provides updates to Sponsor
• Monitors post-workshop process performance seeking opportunities to continuously improve and standardize work
Role of Lean Coach • Coaches Process Owner in the application of lean principles and
tools • Leads project scoping while mentoring Process Owner • Prepares Process Owner for workshop • Trains team and facilitates most of the workshop activities,
sometimes with the Process Owner – Transfers lean skills to leaders and participants
• Helps participants track and measure future state improvements • Serves as the subject matter expert in driving and institutionalizing
lean throughout the organization
Role of Workshop Participants
• Participate in the 3-day event as Subject Matter Expert (SME) (full-time); be the change agent for implementing Action Items (part-time)
• Representative staff as SME from each area that touches the process
• Staff who are well respected within their area • Group of less than 15 is ideal
Value Stream Process Steps
1. Prepare
2. Gather Data & Develop Current State
3. Develop Future State & Action Plan
4. Execute to Plan
5. Align
Value Stream Process Step 1 - Prepare
• Gather Preparatory Information – Document the Case for Change – Define the Scope (start and end of process) – Identify the Requirements – Review/establish Measurements
• Set Logistics for Event – Participants – Location – Materials – Meals/Refreshments – Etc.
Value Stream Process Step 2 - Gather Data (Develop Current State)
• Observe and gather data – Walk the value stream - see the actual work place – Follow and make notes about “item” and information flow – Gather data for each step in the flow
• Trigger/done actual lead time output • Actual cycle time on time delivery staffing • Defect rate batch sizes overtime • Quality variations work in process
• Map the flow of items • Map the flow of information • Add data and issues
Value Stream Process
Step 3 – Future State & Action Plans
• Discuss the ideal state
• Develop the future state map
• Develop action plans & cadence tracking – Build draft time line for implementation
• Communication & training as required
Action Plan Template
# Process Step or Function
Original Problem Action Items
Person Responsible
Due Dat
e Metrics and Comments
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
Value Stream Process
Step 4 – Execute to Plan
• Implement improvements – Conduct Workshops, events, projects, bursts per implementation
plan
• Achieve value stream objectives
• Create an environment of continuous improvement
Value Stream Process Step 5 – Align
• Conduct Value Stream Alignment Meeting – Periodic basis (based on action plan schedule)
Agenda – Review event implementations & results – Review impact to value stream metrics (individual events and
overall) – Review next quarter events – Review changes in business environment – Communicate results – Update value stream as required – Update implementation plan as required – Address resistance and sustainment issues
Value Stream Process Additional Tips for Success
• Capture as you go: – Issues – Acronyms / terminology – Parking Lot issues – Action items
• Establish a time each day for Leadership to visit the workshop – Status update – Ask questions – Barrier busting
• Capture at the end of each day: – Lessons Learned – Agenda for next day
• Champion summarization for Leadership at end of each day (email): – Team accomplishments for the day – Agenda for next day
A Simple Example
Pick Up Paper Walk to Stapler Staple Paper
Walk to Desk Put Down Paper
Time: 1 sec. Distance: 0
Time: 5 sec. Distance: 20 ft.
Time: 5 sec. Distance: 20 ft.
Time: 2 sec. Distance: 0
Time: 1 sec. Distance: 0
Total Time: 14 sec. Total Dist: 40 ft. Value Added Time: 4 sec. Value Added Dist: 0
Value Added Time: 28%
Info: Where to place stapleInfo: Location of stapler
Excess Travel
Customer Need: Stapled pages
Emergency Room – Current State
Wait Out Patient Registration
Taken to ER Room
Nurse Examines
Patient
Doctor Examines
Patient
Nurse brings Medical Supplies
Doctor Treats Patient
Patient Goes Home
Patient Hospital Records
Attending Nurse
Attending Physician
Material Flow
Information Flow
Go to Waiting
Area
Wait Wait Wait Wait
Insurance Company
Departing Instructions
Wait
Available Room
Patient history Vital Statistics
Patient history Vital Statistics
Treatment Information
Diagnosis & Supply Needs
Treatment Information
Insurance Info Nature of Injury
Patient history
Patient Info
Patient ready for Treatment
Patient history Vital Statistics
Diagnosis & Departing Inst.
Departing Instructions
Emergency Room – Current State Add data for Material and Information Flows
O u t P a tie n t R e g istra ti o n
T a k e n to ER R o o m
N u rse Ex a m i n e s
P a tie n t
D o c to r Ex a m in e s
P a tie n t
N u rse b ri n g s M e d ic a l
S u p p l ie s
D o c to r T re a ts P a tie n t
P a ti e n t G o e s H o m e
P a tie n t H o sp i ta l R e c o rd s
A tte n d in g N u rse
A tte n d in g P h y si c ia n
M a te ria l F l o w
In fo rm a tio n F lo w
G o to W a i tin g
A re a
W a it W a it W a it W a it
In s u ra n c e In fo N a t u re o f In ju ry
P a tie n t h is t o ry
P a t ie n t re a d y fo r Tre a tm e n t
P a ti e n t h i s to r y Vi ta l S ta tis ti c s
A va ila b le R o o m
P a tie n t In fo
Patie nt h is to r y V ital S ta tis tic s
Pa tien t his tor y V ita l S ta tis tic s
Pa tien t h is to r y V ita l S tatis tic s
Tre a tm e n t In fo rm a t io n
D ia g n o s is & S u p p ly N e e d s
D ia g n o s is & D e p a rtin g In s t.
I n su ra n c e C o m p a n y
Tre a tm e n t In fo rm a t io n
T o ta l C y c l e T im e = 3 .4 to 6 . 3 h rs T o u c h T im e = 1 .2 to 1 .8 h rs Q u e u e T i m e = 2 . 0 to 4 .5 h rs 9 P ro c e ss S te p s 6 W a i t P o in ts
D e p a rti n g I n stru c tio n s
D e p a rtin g In s tru c t io n s
W a it
M A T ' L FL O W Tr ig ge r : Do ne : Y ie ld: Flow Time: MCT: Q ue u e Time : # of Peo p le:
INFO FL O W Fr o m/To: Fr e qu en c y : Y ie ld Ra te: Q ue u e Time : FTE's : TCT: MCT:
M A T ' L FL O W Tr ig ge r : Do ne : Y ield: Flow Time : MCT: Q ue ue Time : # o f Peo ple :
INFO FL OW Fr om/To: Fr eq u en c y : Y ield Ra te : Q ue ue Time : FTE's : TCT: MCT:
M A T ' L FL O W Tr igg er : Don e: Y ie ld : Flo w Time : MCT: Qu eu e Time: # of Pe op le :
INFO FL O W Fr o m/To : Fr e q ue nc y : Y ie ld Rate : Qu eu e Time: FTE's : TCT: MCT:
M A T ' L FL O W Tr ig ge r : Do ne : Y ield: Flow Time : MCT: Q ue ue Time : # o f Peo ple :
INFO FL OW Fr om/To: Fr eq u en c y : Y ield Ra te : Q ue ue Time : FTE's : TCT: MCT:
M A T ' L FL O W Tr ig ge r : Do ne : Y ie ld: Flow Time: MCT: Q ue u e Time : # o f Peo ple:
INFO FL O W Fr o m/To: Fr e qu en c y : Y ie ld Ra te: Q ue u e Time : FTE's : TCT: MCT:
M A T 'L FL O W Tr igg er : Don e : Y ield : Flo w Time : MCT: Qu e ue Time : # o f Pe op le :
INFO FL O W Fr om/To : Fr eq ue nc y : Y ield Rate : Qu e ue Time : FTE's : TCT: MCT:
M A T ' L FL O W Tr igg er : Don e: Y ield : Flo w Time : MCT: Qu eu e Time: # o f Pe op le :
INFO FL O W Fr om/To : Fr eq ue nc y : Y ield Rate : Qu eu e Time: FTE's : TCT: MCT:
M A T ' L FL OW Tr ig g er : Don e: Y ie ld : Flo w Time: MCT: Q u eu e Time: # of Pe op le:
INFO FL O W Fr o m/To : Fr e qu e nc y : Y ie ld Rate: Q u eu e Time: FTE's : TCT: MCT: I N F O R M A T IO N F L O W
M A T ER IA L F L O W
0 30-60 5 30-120 30 0 15-30 Queue = 125-275 min 15-30 0 5 0 5 0 10-15 0 10-15 0 0 15-30 15-30 0 5 Touch =70-110 min
0 0 0 0 0 5 0 0
Remember
• The Value Stream Map is a plan – Helps you get from the current state to the future state – A good plan creates the opportunity for success – even
if you can’t see the path to get there
Types of Lean Events
5S Kaizen Project Do-it Burst
Value Stream
Kaizen event
• 3-5 days • Scope significant - can be cross-functional • 6-12 people or more • Quick impact
– 80% of improvements implemented during event – 20% of improvements implemented within 30 days
• Implementation per prior management agreement
Typical Kaizen Schedule
• Day 1 – Training • Day 2 – Analyze Current Process • Day 3 – Define New Process • Day 4 – Test & Finalize New Process • Day 5 – Report Out & Celebrate
Some of these “days” may be reduced to “hours,” depending on the scope of the effort
Burst Event
• Short duration (2-4 hours) • Minimal scope/Single issue • 4-6 people • Quick impact • Intended for relatively simple tasks
Do-It
• Very short duration (1-2 hours) • Simple scope/Single task • 1-3 people • Immediate impact • No decisions or management intervention
required
Project
• Long duration (3-12 months) • Complex scope • Multiple departments/functions • Long-term impact
5S
• Typically a 3-5 day event • Provides workplace organization • 6-12 people • Provides framework for monitoring &
continuous improvement
How do we know which event type to use?
• Type of activity • Scope of process/task • Resources required
Don’t worry about fitting the event type into a specific category
Keys to Successful Events
• Have the right people in the room • Empower the team to make immediate changes to the process • Full participation from all team members • Attack process, not people • Agree on measures and how they will be collected • Review action plan frequently for progress
Thank you!!!
