Value Stream Mapping

VSM001 Value Stream Mapping
Value Stream Mapping

Day 1
Value
Stream
Mapping
Introductions
Jan Vlasak
Agenda
Current State Map Future State Map
Value Stream Plan
Agenda
Day 1: Topic/Activity Opening Introduction Goals of Workshop Review of Lean Principles Break Introduction to Value Stream Current State Map Exercise 1 Customer Loop Lunch Report-outs Exercise 2 Internal Loop Report-outs Break Exercise 3 Supplier Loop Current State Report-outs Opportunities In Future State Example Future State Map Adjourn Time 8:00 AM 8:15 AM 8:30 AM 8:35 AM 9:00 AM 9:20 AM 10:05 AM 11:00 AM 12:00 AM 12:45 PM 1:00 PM 2:25 PM 2:40 PM 2:55 PM 3:45 PM 4:05 PM 5:00 PM 5:45 PM
4
Agenda
Day 2: Topic/Activity Introduction Day 2 Exercise 4 Customer Loop Time 8:00 AM 8:15 AM
Break Report-outs
Exercise 5 Internal Loop Report-outs Lunch Exercise 6 Supplier Loop Obstacles Value Stream Plan Exercise 7 - VSP Final Report-outs
9:30 AM 9:45 AM
10:00 AM 11:45 AM 12:00 AM 12:45 PM 1:30 PM 2:00 PM 2:15 PM 3:00 PM
Break The Value Stream Team

Closing Comments
3:45 PM 4:00 PM
4:15 PM
5
Company Strategy
Growth Competitive Position
Cost Reductions
Customer Price Labor Inflation
Increase Earnings
Keys to Lean Production

Work Place Organization
JIT Production
Six Sigma Quality Empowered Teams Visual Management Pursuit of Perfection
Key Factors for Lean Success

Strategic Vision
Strong Line Management Leadership

Expert Training and Support Aggressive Performance Targets and Tracking Impatience
Becoming the Best

The Answer;
Develop a Deep Understanding of Our Processes at their Broadest Levels and Not Just Continue to Improve Individual Work Units Working Together to Add Value to our Company
10
Our Needs
Tools to Support Linkages Between Processes Emphasis on Processes and Systems Horizontal Organization Based on Teamwork Leadership and Followership
Commitment and Involvement
11
Performance
Operational Performance Determines Financial Results Lean Enterprise Is the Key to Successful Operational Performance
12
The AM of Tomorrow
Complete Understanding of Lean Principles Commitment and Discipline to Live by these Principles Sense of Urgency to Exceed the Targets and Deadlines Commitment to Strive for Perfection
13
Potential Benefits
Inventory Reduction Quality Improvement Productivity Improvement
12% Reduction in Overall Cost
14
Why are we Here?
15
Goals of the Workshop L earn to See E stablish a Plan A ct on Opportunities D rive Change E nable Teams R educe Lead Time
16
Think Lean
17
Waste
Waste is Only the Symptom of a Deeper Problem Focus on the Source Rather than the Symptom
18
Overproduction
Parts Parts Parts Parts Parts Parts Parts
Parts
Definition: Producing More than Needed Producing Faster than Needed
19
Takt Time
Available Work Time Customer Demand
20
One Piece Flow

Make One, Move One!!!
Process Process Process Process A B C D
21
Pull System
Production KANBAN Withdrawal KANBAN
Supplying Process
Product Product
Customer Process
Supermarket
22
Selecting the Point of Pull

P O P
Process A
Process B
Process C
Process D
FLOW
23
Why Small Lots?

Drive C/O Time Reduction Flexibility Reduce Inventory
Reduce Lead Time
24
Leveling
25
A Brief Introduction to
Value
Mapping
Stream
26
The Improvement Process

Employee Involvement
Training and Development Model Work Unit 20 Keys Assessment
Traditional Learning Leading World Class Best in Class
27
Results
Improvement on all work units since introduction of the AM Performance System
Factor Improvement PPM ... 91.3 % Scrap . 57.6 % Training hrs./Employee ...182.2 % Suggestions/employee ... 347.5 % Labor cost % of sales . 36.4 % WIP hours . 91.6 % Changeover time . 72.5 % Lead time .. 87.0 %
28
Production Space = 30%

Entrance R Cut Draw Draw
Operator 1 Operator 2
Exit
F/A
Spin
Spin
29
Opportunities = 70%
30
Why???
Opportunities in Work Units Vs. Opportunities between Work Units
31
F L O W
Stamping C/T = 4 Sec.
Sub-Assembly C/T = 60 Sec.
Final Assembly C/T = 60 Sec.

32
The Next Chapter in AMs Success Story
33
What is a Value Stream?

All the Actions Involved in Making a Part
34
Establishing Flow
Information
Production Flow
Material
35
Elimination of Waste
A Broadened Perspective
Identify and Target the Source of Waste in the Entire Value Stream, rather than Just the Work Unit
36
Adding Value
Establishing the Vision Reducing the Lead Time
37
Benefits of Value Stream Mapping
Big Picture Approach

Links Material/ Information Flow Team Growth
38
Visionary Tool
Planning
Communication
Implementation
39
The Current State Map
40
Sub-Assembly
Supplier
Finished Goods Inventory

C/O Time
Stamping
Down Time
Takt Time
Customer
Assembly
41
The Future State Map
42
A Lean Stream!!!
Sub-Assembly
C/O Time
Cycle Time
Finished Goods Inventory
Down Time
Stamping
Final Assembly
43
Annual Value Stream Plan

This Plan Visually Displays:
Step-by-Step Implementation Plan Measurable Goals Clear Checkpoints with Listed Deadlines, Ownership, and Named Reviewers
The Value Stream Plan will Play a Fundamental Role in the Optimization of your Value Stream
44
Managements Role
See Overall Flow Develop the Vision
Lead Implementation
Support EI Teams
Make Sure Everyone Understands!
45
Managements Commitment
Eliminate Overproduction Support Lean Principles Willingness to Take Risks
46
Whenever there is a product for a customer there is a value stream The challenge lies in seeing it
AM
47
The Current State Map
Practice Makes Perfect
48
Its Time to Practice
At this Time Please Read through the Example Data Set for General Exhaust We will Begin Drawing the Example Current State Map in Just a Few Minutes
49
Data Set for General Exhaust
Customer General Auto Customer Information 20,000 pieces per month Container size = 300 pieces Customer operates on two shifts Two deliveries to customer per week
General Auto
50
Data Set for General Exhaust (continued)
General Exhaust Production Control Department Electronically receives General Autos 13 week forecast and enters into MRP Electronically issues 13 week forecast to General Components Receives daily firm order fax from General Auto Secures components through daily fax to General Components Generates daily departmental schedule based on MRP
51
Production Process: Sub-Assembly 1 Work Time: 20 Days per months 2 shifts in all production departments 8 hours per shift 2 ten minute breaks per shift and unpaid lunch Sub-Assembly 2 Final Assembly
52
Final Assembly 3 operators Takt Time = 55.2 seconds Cycle Time = 55 seconds Total Work Content = 146 seconds Changeover Time = N/A Uptime = 85% Observed Inventory
.75 Days work in progress

3.5 Days finished goods Shipped to truck from final assembly finished goods
53
Sub-Assembly 2 3 operators Takt Time = 55.2 seconds Cycle Time = 55 seconds Total Work Content = 130 seconds Changeover Time = N/A Uptime = 90% Observed Inventory
.5 Days work in progress 1 Day finished goods
54
Sub-Assembly 1 1 Operator Takt Time = 27.6 seconds Cycle Time = 24 seconds Total Work Content = 24 seconds Changeover Time = 30 minutes Uptime = 97% Observed Inventory
2 days raw material .25 days work in progress 1 day finished goods
55
Supplier General Components Supplier Information Stampings Delivery to General Exhaust
(1) time per day

Container size = 300 pcs Two shift operation
56
Always Start With the Customer!!!

Work Upstream from There
57
What to Look For...

Information Flow from the Customer
Forecasts Firm Order
Instruction to Produce Movement of Material Inventory Future Opportunities!
58
Exercise 1: Customer Loop

Walk through the Entire Process (Upstream) Sketch Value Streams for the Customer Loop Gather Data for the Customer Loop Worksheet Capture Information Flow Return to Room
59
Worksheet Exercise 1: Customer Loop
1. Who are the customers and where are they located?
2. How many pieces does the customer require per month?
3. What is our delivery frequency?
4. What is the container size (pieces per container)?
60
5. How many shifts does the customer run?
6. In detail, describe how customer orders are placed (Kanban, MRP, forecasts, firm orders, etc.)
7. Where is the point of pull?
8. How much finished goods inventory did you find (count it!)?
61
9. Does any safety or buffer stock exist?
10. How is buffer and safety stock distinguished from finished goods inventory?
62
11. Map the Material and Information Flow
Customer Loop
63
Report Outs
Customer Loop
64
What Weve Accomplished

Understanding Customer Requirements Established Current State of Information and Material Flow Have Started to Think About Future Opportunities
65
Internal Loop
Tie the Customer Loop to Internal Processes Establish the Relationship between Internal Processes
66
What to Look For...

Define Plant Level Processes
Data Box Information

Takt Time, # of Operators, C/O Time, Work Unit Cycle Time, Total Work Content, Uptime %, # of Shifts, Available Operating Time
Capture All Inventory What Initiates Production? Future Opportunities!
67
Exercise 2: Internal Loop

If Needed, Walk through the Entire Process (Upstream)
Sketch Value Streams for the Internal Loop

Gather Data for the Internal Loop Worksheet Capture Information Flow Return to room
68
Worksheet Exercise 2: Internal Loop
1. Define the processes involved in the production of the part from a plant level (birds eye) perspective. Ex. Stamping Work Unit Sub-Assembly Final Assembly
2. For each of the plant level processes find the Takt Time, # of Operators, Work Unit Cycle Time, Total Work Content, Changeover Time, Uptime %, Number of Shifts, Available Operating Time (in seconds).
69
Worksheet Exercise 2: Internal Loop
3. For each of the plant level processes count and calculate the finished goods, work in progress, and raw materials inventory.
4. How do the production work units know when and what to produce? (Be very specific about this process)
70
Internal Loop
71
Report Outs
Internal Loop
72
What Weve Accomplished

Understand Relationship between Internal Processes
Current State of Information and Material Flow

Identified Future Improvement Opportunities
73
Supplier Loop
Tie Internal Loop to Supplier Understand Flow of Information and Material
74
What to Look For...

Capture All Inventory Establish Current Information and Material Flow
From Storage to the Work Unit
From Supplier to Storage
Understand Raw Material and Component Requirements Future Opportunities!
75
Exercise 3: Supplier Loop

If Needed, Walk through the Entire Process (Upstream)
Sketch Value Streams for the Supplier Loop
Gather Data for the Supplier Loop Worksheet

Capture Information Flow Return to Room
76
Worksheet Exercise 3: Supplier Loop 1. Supplier Info? Supplier Part # # of Shifts Delivery Frequency Amount of Supplier Inventory Quantity per Container
Additional Comments:
77
Worksheet Exercise 3: Supplier Loop
2. Describe in detail how we decide we need more material and how we inform our supplier of our needs (MRP, Kanban, Forecasts, Firm Orders).
3. How do we decide how much raw material inventory we need?
78
Supplier Loop
79
Report-Outs
Current State Map (Putting It All Together)
80
Practice Makes Perfect
81
Its Time to Practice

Please Review the Example Current State Map We will Begin Drawing the Future State Map Shortly
82
Opportunities in Containerization
Small Container Quantity
Increases Flexibility Reduces Customer Fluctuation
Overall Benefit
Reduces Inventory Dollars
83
Takt Time
Takt Time =
Available Operating Time Pieces
=
=
28,800 - 1,200 500 pcs

55.2 per piece
Sets Pace of Production to Match Customer Demand

84
Effects of Container Size

Current State Example
(takt time * container size) = min per container
60 seconds
(55.2 * 300 pieces) 60 seconds 276 minutes 60 minutes (4 hrs 36 m)
85
Effects of Container Size

Future State Example
(takt time * container size) = min per container
60 seconds
(55.2 * 25 pieces) = 23 min 60 seconds
86
Small Containers = Improved Flexibility
Container Size
Delivery Frequency
87
Fluctuation Caused by Container Size
1300 1250 1200 1150 1100 1050 1000 950 900 850 800 0 1 2 3 4 5 6 7 8 9
Produce Order
10 11 12 13
88
Fluctuation Caused by Container Size

1300 1250 1200 1150 1100 1050 1000 950 900 850 800 0 1 2 3 4 5 6 7 8 9 10 11 12 13
Produce Order
89
Opportunities in Delivery Pitch
Even Delivery Pitch

Drives Constant Takt Time
Reduces Fluctuation
Overall Benefit
Reduction in Inventory
90
Time between shifts

Pick-Up (2,500 pcs/truck) 7:00 am Wednesday 7:00 am Friday Truck 1 = 2,760 = 165,600 Takt = 66.24
460 min M 460 min
460 min
460 min
T
60 min 400 min 460 min
W
Truck 2 = 1,840 = 110,400 Takt = 44.16
460 min Th 60 min F 400 min
460 min
460 min
91
Opportunities in Kanban
Pull System
Links Production to Customer Demand
Aids in Visual Control

Identifies Opportunities for Improvement
Overall Benefit
Improves Material Control Prevents Overproduction Reduces Inventory
92
Pull System
Production KANBAN Withdrawal KANBAN
Supplying Process
Product
Customer Process
Product
Supermarket
93
Selecting the Point of Pull

P O P
Process A
Process B
Process C
Process D
FLOW
94
Opportunities in Leveling
Leveling Post
Reduces Customer Demand Fluctuation Reduces Delivery Pitch Fluctuation Pulls Product Based on Takt Time
Overall Benefits
Eliminates Scheduling Levels Customer Demand
95
Forecast
1 Part A 5300 Average 5000 Difference 300
Week
2 4700 5000 -300
3 5200 5000 200
4 4800 5000 -200
Average
5000
96
Customer Fluctuation
5400 5200 5000 4800 4600 0 1 2 week 3 4 5
Part A Average
97
Leveling Post
Average 1000
Avail. Sec 55,200
Takt Time 55.2
Container Size 25
# Containers 40
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 Buffer
Part A
98
Opportunities in Takt Time Production

Takt Time Post
Produce to Takt Time
Enables Visual Management

Prevent Overproduction
Overall Benefits
Identifies Labor Opportunities Lowers Inventory Eliminates Scheduling
99
Takt Time Post

6 1st Shift 0 0
Part A
6 0 6
6 1 2
6 1 8
6 2 4
6 3 0
6 3 6
6 4 2
6 4 8
6 5 4
7 0 0
7 0 6
7 1 2
7 1 8
7 2 4
7 3 0
100
Opportunities in the Work Units

Uptime
TPM BOS Charting
Team Problem Solving
Overall Benefits
More Capable Processes
Employee Involvement
101
Track Downtime and Improvement Activities on BOS Chart
Key Measurable
Target Trend Line
Improvement Activities
Data Analysis
Pareto
Improvement Tracking
102
Opportunities in and between Work Units

Continuous Improvement Tools
Standardized Work
Work Balance Bottleneck Improvements
Overall Benefits
Adding Value/ Removing Waste Improving Flexibility
103
Work Balance
Current State
Sub-Assembly 2
60 50 40 30 20 10 0 1 2 3 Manual Walk
Final Assembly
60 50 40 30 20 10 0 1 2 3 Manual wait Walk
104
Work Balance
Future State
Final Assembly
60 50 40 30 20 10 0 1 2 3 4 5
105
Walk Manual

Pull System
Withdraw Only What you Need Replenish What is Taken
Overall Benefits
Flexibility in Production Prevents Overproduction
Reduces Inventory
106
Pull System
Assumptions: Production Schedules Will Always Change Production Will Never Go According to Schedule It Is Human Nature to Overproduce
Production Kanban
Withdrawal Kanban
Preceding Process
Store
Following Process
New Product
Needed Product
107

Changeover
Decrease Changeover Time Increase # of Changeovers Drive Small Lot Production
Overall Benefits
Flexibility in Production Reduction in Inventory
Better Inventory Turns
108

CHANGEOVER Work Unit__________ SHIFT_____
AVG. GOAL
18.0
16.0
14.0
12.0
MINUTES
10.0
8.0
6.0
4.0
2.0
LAST MO 1996 YTD 10 12 15 16 17 18 19 24 11 13 14 20 21 22 23 25 2 8 1 3 4 5 6 7 9
DAY
1996 YTD MO
LAST
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
C/O #1 C/O #2 C/O #3 C/O #4 C/O #5 C/O #6 C/O #7 C/O #8 AVG. 16.3 14.7 13.2 18.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 10.0 GOAL
109
Type of Activity
PLANT EXERCISE
VIDEO TAPE ANALYSIS
No. Description 1 2 3 4 5 Can be made ext. immediately Obvious waste - remove immediately Transfer to ext. after improvements Adjustment activity Remaining activity for Continuous Improvement
Start Time of Activity H/M/S
End Time of Activity H/M/S
Activity Described
Elapsed Time for Activity Seconds
Check Type of Activity 1 2 3 4 5
Proposed Solution
Resulting Elapsed Time
110
3 3 Supply Table 6 5
Game Board 4
5
2
1 Tool Storage Die Storage Paper Storage

111
Dance Chart Example
Opportunities in the Supplier Loop
Supplier Development
Identify Key Suppliers
Reduce Container Size

Increase Delivery Frequency Kanban!!!
Overall Benefit
Inventory Reduction Cost Reduction
112
It is Time To Draw
113

Day 2
Value
Stream
Mapping
114
Exercise 4: Customer Loop

Step 1
Review Takt Time Calculation
Step 2
Opportunities with Containerization
Effect of Container Time Fluctuation due to Container Quantity Future State Proposal for Container Quantity
115
Exercise 4: Continued
Step 3
Opportunities with Customer Pull Timing
Identify Delivery Pitch Calculate Inventory Held Due to Pitch Future State Delivery Frequency/Timing
Step 4
Opportunities with Leveling
Calculate Leveling Post Develop Point of Pull Future State Leveling System
116
Step 5
Opportunities in Takt Time Production
Determine Kanban Delivery Frequency to Cell Future State Takt Time Post
Step 6
Map the Future State Customer Loop
117
Worksheet 1 Takt Time Calculation
1. Formula:
Takt Time =
Available Operating Time Pieces
2. Takt Time Results:
118
Worksheet 2 Opportunities with Containerization
1. Effect of container time:
2. Fluctuation due to container quantity (Graph):
3. Future state proposal for container quantity
119
Worksheet 3 Opportunities with Customer Pull Timing
1. Identify delivery pitch:
2. Calculate inventory held due to pitch:
3. Future state delivery frequency and timing:
120
Worksheet 4 Opportunities with Leveling
1. Calculate leveling post:
2. Develop point of pull:
3. Future state leveling system:
121
Worksheet 5 Opportunities in Takt Time Production
1. Determine kanban delivery frequency to the work unit:
2. Future state takt time post:
122
Worksheet 6 Map the Future State Customer Loop
123
Report-Outs
Future State Map Customer Loop
124
Exercise 5: Internal Loop
Step 1
Are BOS Charts Being Used? Identify the Main Causes of Downtime
What Steps Can We Take to Achieve Best-in-Class Levels of Uptime (97%)?
125
Step 2
Identify Manual and Walk Time Identify any Bottlenecks
Calculate Labor Requirements

Does this Labor Requirement Reflect what You Witnessed on the Line?
Do Opportunities Exist to Combine Work Units in the Value Stream Based on Labor Requirements?
126
Step 3
Map the Future State Internal Loop
127
Worksheet 1 Uptime %
1. Are BOS charts being used?
2. Identify the main causes of downtime:
3. What steps can we take to achieve Best-in-Class levels of uptime (97%)?
128
Worksheet 2 Standardized Work
1. Identify manual and walk time: 2. Identify any bottlenecks: 3. Calculate the labor requirements: 4. Does this labor requirement reflect what you witnessed on the line?
5. Do opportunities exist to combine work units in the value stream based on labor requirements?
129
Worksheet 3 Map the Future State Internal Loop
130
Report-Outs
Future State Map Internal Loop
131
Exercise 6: Supplier Loop

Step 1
Opportunities with Kanban Are Parts Ordered Based on Usage? Are Supplier Kanbans Being Used to Order Parts? Are Move Cards Used to Deliver Raw Materials to the Work Units?
Step 2
Opportunities with Delivery Frequency
Can Inventory be Reduced with an Increase in Delivery Frequency?
132
Step 3
Opportunities with Containerization
Do Component Container Sizes Match Finished Goods Container Size?
Step 4
Map the Future State Supplier Loop
133
Worksheet 1 Kanban
1. Are parts ordered based on usage?
2. Are Supplier Kanbans being used to order parts?
3. Are move cards used to deliver raw materials to the work unit?
134
Worksheet 2 Delivery Frequency and Containerization
1. Can inventory be reduced with an increase in delivery frequency?
2. Do component container sizes match finished goods container sizes.
135
Worksheet 3 Map the Future State Supplier Loop
136
Report-Outs
Future State Map Supplier Loop
137
Understanding the Future State Drawing the Map
Put Pencil to Paper!!!
Remember:
Start with the Customer Include Material and Information Flows Data Boxes!!!
138
Report-Outs
Future State Map (Putting Opportunities Together)
139
Implementation
Making the Future State a Reality
140
Continuous Improvement Cycle

Plan
Developing the Improvement Plan
Do
Support the Implementation
Check
Analyze the Results
Act
Standardize the Process
141
How Do We Implement?
Break Implementation Into Steps

Customer Loop
Internal Loop
Supplier Loop
142
...How Do We Implement...
Develop Implementation Packet

Current State Map
Future State Map

Supporting Documentation (Standard Work Studies, etc.) Value Stream Plan
143
Value Stream Plan
The Plan Visually Displays:

Step-by-step Implementation plan
Measurable Goals Clear Checkpoints with Listed Deadlines, Ownership, and Named Reviewers
144
Key Points for Planning

Produce to Takt Time
Eliminate Overproduction
Pull Product Based on Customer Demand

Kanban Point of Pull Leveling
Establish Continuous Flow
145
Outline the Plan

For Each Value Stream Loop
Establish the Objectives Determine the Measurable Goal
146
Plant Level Objective
Goal Reduce lead-time
Measurable 9 Days to 4 Days
147
Customer Loop
Goal
Decrease Container Quantity Increase Delivery Frequency Finish Goods Pull System Inventory
Measurable
300 Pieces to 25 Pieces 2 per Week to 1 per Day 1.75 Days of F/G
148
Internal Loop
Goal
Increase Uptime % Establish Continuous Flow Reduce Changeover Time Internal Pull System
Measurable
Best in Class - 97% (0) Inventory Between Work Units (30) to (15) Minutes Production/Move Cards
149
Supplier Loop
Goal
Implement Kanban
Measurable
Supplier Cards
Increase Delivery Frequency

Decrease Container Quantity
4 times per Day

300 Pieces to 25 Pieces
150
Date: Champion:
Yearly Value Stream Plan

Value Stream Loop Loop Value Stream Objective Goal (Measurable) Specific Scheduling Deadlines (on Monthly Basis) 1 2 3 4 5 6 7 8 9 10 11 12
Product Family:
Plant-Level Objective
Owner
Reviewer and Review Dates
1 Customer
2 Internal
3 Supplier
151
Date: 10/29/99 Champion: Bill Green

Value Stream Loop Loop Dec Cont. Qty. 300 to 25 2 /wk to 1/D 1.75 Days Finished Goods BIC 97% 0 Inv. Between work units 15 minutes Prod. Move Cards Supp. Cards Value Stream Objective Goal (Measurable) Specific Scheduling Deadlines (on Monthly Basis) 1 2 3 4 5 6 7 8 9 10 11 12
VSM001 Value Stream Mapping Product Family:

Sub-Muffler
Owner
Reduce Finished Goods Inventory
1 Customer Inc. Del. Freq. FG Pull System
Gold Team
Joan Smith 2/28/00 4/15/00 5/29/00
Inc. Uptime % 2 Internal Cont. Flow (S/A 2 to F/A) Reduce C/O Time Int. Pull Sys. Kanban
Blue Team
John Doe 5/30/00 7/30/00 8/30/00
3 Supplier
Inc. Del. Freq.
4/Day
Red Team
Jim Smith 9/30/00 10/15/00 12/30/00 152
Dec. Cont. Qty.
300 to 25
Exercise 7: Value Stream Plan
Step 1
Develop Value Stream Plan
Step 2
Discuss Roadblocks to Implementation How Do We Eliminate Roadblocks
153
Date: Champion:

Value Stream Loop Loop Value Stream Objective Goal (Measurable) Specific Scheduling Deadlines (on Monthly Basis) 1 2 3 4 5 6 7 8 9 10 11 12
Product Family:
Owner
1 Customer
2 Internal
3 Supplier
154
Report-Outs
The Value Stream Plan

(Putting Ideas Into Action)
155
The Value Stream Team
Prepare the organization to see opportunities for improvement and turn those opportunities into reality
156
Identify the Value Streams

End of the Chain
Completion of the final product Next move is to the Customer
Move Upstream
Identify the internal suppliers Final step is supplied parts
157
Choose the Model
Practice Makes Perfect!
Begin with the less complicated

Move to the more difficult
158
Establishing the Team

Selecting the Team
Who are the people in the value stream
What type of resources are required
Function of the Team

Analyze Value Stream Together Hold Frequent Meetings to Monitor Progress Eliminate Obstacles Together
159
Transfer the Knowledge

Check Understanding
Clear Up Confusion Get Commitment
Start the Process

Current State Map
Future State Map

Develop the Plan
160
Things to Remember
Benchmark the Current Condition
Dedicate the Resources Monitor the Progress
Evaluate the Results

Celebrate Success Continue the Pursuit of Perfection!!!
161
Be Impatient!
162

Value Stream Mapping

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VSM001 Value Stream Mapping