Mapping the Total Value Stream: A Comprehensive Guide for Production and Transactional Processes Book

1 The Big Picture … Literally
Understanding the Purpose and Power of Value Stream Mapping
Dissecting a Basic Value-Stream Map The Process or Production Flow in a Value Stream Map The Communication or Information Flow in a Value Stream Map The Time Lines and Travel Distances Shown in a Value Stream Map Understanding the Icons Used In Value Stream Mapping Production vs. Transactional Mapping: Understanding the Similarities and Differences
SECTION I: Current State: Understanding and Mapping Your Existing Process
2 Identifying the Value Stream
Option 1: The Matrix Approach Production Process Matrix Transactional Process Matrix Option 2: Ready, Aim, Map—Production and Transactional Value Streams
3 Collecting Basic Information about the Current State.
Capturing Basic Information Begin to Map Your Process Calculating TAKT Time
4 Documenting Manufacturing (or Production) Process Flow
Identifying and Mapping The Main Flow Map How the Product Moves from One Step to the Next Map Where the Inventory Is Map Where the Operators Are Located Putting It All Together Mapping Subtasks and Parallel Flows Mapping Subtasks Mapping Parallel or Alternate Paths Lining Up Process Steps Aligning the Process Horizontally Aligning the Process Vertically The Power of Speed
5 Documenting Transactional Process Flow
“The Product” in a Transactional World Choosing the Level to Map Understand the Focus of the Value Stream Start with the Workflow Mapping Subtasks and Parallel Tasks
6 Showing the Flow Clearly
Providing Definition to Subtasks and Parallel Paths Mapping the Reality of Rework Using Terminators to Clarify Rework in the Flow The Power of Simplicity
7 Interpreting and Understanding Basic Product Flow
Showing Where Flow Starts and Ends The Traditional Mindset: Pushing Work The Lean Concept of Pull Systems Controlling Material When Pull Is Not Possible Calculating Customer Demand and TAKT Time Showing Inventory Capturing Cycle Time Summarizing Basic Process Flow Case Study In A Manufacturing Environment
8 Utilizing Data in Manufacturing
How to Add Power to Your Map with Facts
Record the Number of Operators for Each Process Record the Cycle Time of Each Process Step Record the Changeover Time from One Process to Another Record Uptime or the Reliability of Equipment Record the Availability of Equipment Record Work Content and Non-Value-Added Time Record the Defect Rate Other Data You Might Want To Record on Your Map
9 Basic Process Flow in a Transactional World
Transactional Versus Manufacturing Process Flow Difference 1: Speed of Transactional Processes Option A: Map the Process by Using the Employees’ Knowledge of the Process Option B: Map the Process by Working Backwards from the Last Process Step Option C: Use Both Options A and B Difference 2: Transactional Employees Sometimes Do Not See a Process Difference 3: TAKT Time in Transactional Value Streams Difference 4: Work Queues vs. Piles of Inventory
10 Transactional Data Is Different … Or Is It?
Recording the Number of Employees in A Transactional Setting Documenting Cycle Time Documenting Expected (Estimated) Cycle Time Documenting Changeover Time Documenting Uptime or Reliability Documenting Availability of Equipment (AOE)
Documenting Availability of Personnel (AOP )
How to Document Tasks that Supervisors and Managers Demand Be Performed Immediately Documenting Defects Capturing Other Data Case Study in a Transactional Environment
11 Capturing Travel Distances throughout the Value Stream
Measuring Travel Distance in the Value Stream Measuring and Documenting the Travel Path of the Product Measuring and Documenting the Travel Path of Employees Physical Measurement of Travel Showing Travel Distance on A Value Stream Map Documenting Long Travel Distances within A Process Step Check for Hidden Travel In Transactional Processes
12 Showing the “Value” from the Process Flow
Measuring Total Cycle Time Interpreting Parallel or Subtask Cycle Times Measuring Process Lead Time Addressing Multiple Locations of Inventory as well as Parallel or Subtask Paths Measuring Value-Added Time: An Alternative to Total Cycle Time Measuring Total Travel Distance Documenting Total Work Content Time
13 Capturing Communication Flow in a Production Setting
Identify the Customer Identify the Supplier Identify the Control Point of Communication Capturing formal Communication How to Document Faxes and Telephone Calls Capturing Informal Communication Documenting Communication in Remanufacturing And Mro Settings the More Communication, the Better—or Is It?
14 Capturing Communication Flow in a Transactional Environment
Separating Communication Flow from Process Flow Similarities of Transactional Communication to Communication in Manufacturing Differences in Transactional Communication Mapping Customers Who Also Function As Suppliers and Control Points Mapping Multiple Control Points and Informal Control Points Mapping Multiple Control Points Mapping What Seem Like No Control Points but Are Informal Control Points Remember to Map What You See Case Study in a Transactional Environment
15 Presenting the Current State Map to the Employees Involved
The Purpose of Presenting the Map How to Present the Map: Keep an Open Mind Make Sure Your Audience Understands the Map Keep Your Presentation Brief and Focused Make Sure Your Audience Can Read the Map Individual Maps vs. One Large Display Map Digital Photos Digital Maps Created with Software Slide Presentations Explain the Icons You Used in Creating the Map Answer All Questions and Comments while You’re Presenting Change the Map as You Present It Document Opportunities for Additional Improvement Projects
SECTION II: Future State: Designing and Mapping Your New (or Desired) Process
16 Creating a Future State Map in a Manufacturing Environment
Using Future-State Icons The Future State Map is A Blueprint for Change Brainstorm Using the Current State Map Know When to Start Fresh Draw the Future State Using the VSM Icons the Supermarket Icon the Withdrawal Kanban Icon the Production Kanban Icon the Sequenced Pull Ball Icon the Signal Kanban Icon Using a Pacemaker to Determine Process Speed Using Line-Balancing Charts to Determine if Flow is Balanced Using FIFO Lanes to Manage the Flow of the Value Stream Using Load Leveling to Manage Mix the Importance of Using Kaizen Bursts Case Study in a Manufacturing Environment Presenting the Future State Map
17 Creating a Future State Map in a Transactional Environment
Getting Started: Four Points to Keep in Mind Understand the Similarities and Differences between Production and Transactional Value Streams Recognize that Many Production Value Streams Appear in the Transactional World Address Employees’ Concerns Early Accept that Continuous Flow May Be Difficult to Achieve Employees Have Answers Ask Leading Questions Reinforce that there Is a Process to the Work Being Done How to Address the Problem of Availability of Personnel How to Address the Problem of Lack of Flow Focus on Showing Positive Changes Emphasize Reduction of Bureaucracy Show How Jobs Can Be Simplified Emphasize Work Flow and Reduced Handling of Work Using the Ideal State As A Tool Production vs. Transactional: the Path is the Same Case Studies in Transactional Environments
SECTION III: Improvement State: Creating the Structure for Using Your
Insights and Knowledge to Improve the Process
18 Creating the Action Plan
Identify the Process Loops Prioritize the Process Loops Tie Priority to Key Performance Indicators Establish Your Criteria for Prioritization Prioritize the Work within Each Loop Present Your Maps to the Workforce Present Your Maps to the Council
19 Implementing Change
Assign A Value Stream Manager Attacking the Action Plan Using Action Plans for a Structured and Goal-Oriented Approach to Improvement Using Lean Progress Charts Speed and Accountability are Critical to Success Focus on Your Specific Goals
20 Remember
It’s Continuous Improvement
Quality Glossary
Index